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HomeMy WebLinkAboutFY2022 BudgetAND FIVE YEAR CAPITAL IMPROVEMENT PLAN FY2022 BUDGET A CARING COMMUNITY HONORING OUR PAST AND INNOVATING FOR THE FUTURE CITY OF GEORGETOWN, TX ANNUAL BUDGET FOR October 1, 2021 – September 30, 2022 As filed with the City Secretary on August 6, 2021 This budget is projected to raise more revenue from property taxes than last year’s budget by an amount of $3,426,914 which is an 9.34% increase from last year’s budget. The property tax revenue to be raised from new property is $2,298,795. The amounts are based on the City’s proposed fiscal year 2022 property tax rate of 40.1 cents per $100 of assessed valuation. Budget Vote: FOR: Amanda Parr, Steve Fought, Kevin Pitts, Tommy Gonzalez, Shawn Hood, Mike Triggs Property Tax Rate Comparison: Per $100 Valuation FY2020 FY2021 Proposed Tax Rate 0.418000 0.401000 No New Revenue Tax Rate 0.389738 0.325982 Voter Approval Rate 0.418013 0.401250 The total amount of municipal debt obligation secured by property taxes for the City of Georgetown is $212,636,271. In accordance with Section 104.0045 of the Texas Local Government Code as amended by HB 1495 – Itemization of Certain Expenditures Required in Certain Political Subdivision Budgets – expense line items for lobbying efforts are provided below: Adopted FY2021 Proposed FY2022 Consulting – Legislative Lobbying $139,200 $104,200 VISION STRATEGIES& A caring community honoring our past and innovating for the future AREAS OF EMPHASIS GOVERNANCE DOWNTOWN GROWTH HOUSING ECONOMIC DEVELOPMENT FY2022 BUDGETWWW.GEORGETOWN.ORG 1 CITY COUNCIL MAYOR JOSH SCHROEDER WWW.GEORGETOWN.ORG DISTRICT 1 AMANDA PARR DISTRICT 2 SHAWN HOOD DISTRICT 3 MIKE TRIGGS DISTRICT 4 STEVE FOUGHT DISTRICT 5 KEVIN PITTS DISTRICT 6 VACANT DISTRICT 7 TOMMY GONZALEZ FY2022 BUDGET 2 CITY LEADERSHIP CITY MANAGER DAVID MORGAN ASSISTANT CITY MANAGER LAURIE BREWER WWW.GEORGETOWN.ORG ASSISTANT CITY MANAGER NICK WOOLERY ASSISTANT CITY MANAGER WAYNE NERO PREPARED BY: FINANCE ADMINISTRATION LEIGH WALLACE, FINANCE DIRECTOR NATHAN PARRAS , ASSISTANT FINANCE DIRECTOR ERIKA YOUNG , SENIOR BUDGET ANALYST KARRIE PURSLEY, TREASURER ISAAC VAN EENOO, BUDGET ANALYST FY2022 BUDGET 3 PRESENTED TO City of Georgetown Texas For the Fiscal Year Beginning October 01, 2020 Executive Director GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award 4 THIS PAGE INTENTIONALLY LEFT BLANK. 5 TABLE OF CONTENTS INTRODUCTION Mission Statement .................................................. 1 City Council ............................................................. 2 City Leadership ....................................................... 3 Budget Award ......................................................... 4 Table of Contents ................................................... 6 User’s Guide to the Budget .................................... 8 OVERVIEW Transmittal Letter ................................................. 13 Community Profile ................................................ 22 Organizational Chart ............................................. 26 STRATEGIC VISION Strategic Visioning in Georgetown ....................... 29 City Council Strategies .......................................... 31 Master Plans ......................................................... 34 Annual Budget Process ......................................... 36 Annual Budget Calendar ....................................... 38 FINANCIAL SUMMARY Budgeted Revenues ............................................. 41 Budgeted Expenses .............................................. 43 Major Revenue Sources ....................................... 44 All Funds Summary by Fund/by Division .............. 49 All Funds Summary by Fund/by POC .................... 50 City Departments by Fund .................................... 51 Fund Structure ...................................................... 52 GENERAL FUND General Fund Summary ........................................ 55 Administrative Services ........................................ 70 Animal Services ..................................................... 72 City Council ........................................................... 74 City Secretary’s Office .......................................... 76 Code Compliance .................................................. 78 Communications & Public Engagement ............... 80 Community Services ............................................. 82 Environmental Services ........................................ 84 Fire and EMS ......................................................... 86 Inspections ............................................................ 88 Library, Arts, and Culture...................................... 90 Municipal Court .................................................... 92 Parks Administration and Garey Park .................. 94 Planning ................................................................ 96 Police: Administration & Operations ................... 98 Public Works and Streets .................................... 100 Recreation and Tennis Center ............................ 102 General Fund 5-year Projections ........................ 104 ELECTRIC FUND Electric Fund Summary ....................................... 109 Energy Services ................................................... 114 Electric Fund Five-Year Projections .................... 116 WATER FUND Water Services Fund Summary .......................... 121 Water Services and Irrigation ............................. 126 Water Fund Five-Year Projections ...................... 128 OTHER ENTERPRISE FUNDS Airport Fund Summary ....................................... 133 Airport ............................................................. 136 Stormwater Drainage Fund Summary ................ 138 Stormwater Drainage ...................................... 142 SPECIAL REVENUE FUNDS Special Revenue Funds Overview ....................... 147 Convention & Visitors Bureau ............................ 152 Council Discretionary Fund................................. 156 GTEC Budget ....................................................... 158 GEDCO Budget .................................................... 160 Street Maintenance Fund ................................... 162 Tax Increment Reinvestment Zones (TIRZ) ........ 164 INTERNAL SERVICE FUNDS Internal Service Funds Overview ........................ 171 Fleet Services ...................................................... 172 Facilities Maintenance ........................................ 176 Information Technology ..................................... 182 Self-Insurance Fund ............................................ 188 JOINT SERVICES FUND Joint Services Fund Summary ............................. 193 Accounting .......................................................... 198 Conservation ....................................................... 200 Customer Care .................................................... 202 Economic Development ..................................... 204 Engineering ......................................................... 206 Finance Administration ...................................... 208 HR & Organizational Development .................... 210 Organizational and Operational Excellence ....... 210 Purchasing .......................................................... 212 Legal .................................................................... 214 6 CAPITAL IMPROVEMENT PROJECTS Capital Projects Summary ................................... 219 Operations & Maintenance ................................ 223 General Capital Project Fund .............................. 225 CIP Project Detail ................................................ 226 DEBT Debt Management Policy ................................... 232 Outstanding Debt Summary ............................ 233 Utility Debt .......................................................... 234 Utility Debt Coverage .......................................... 239 Proposed Debt Issue ........................................... 240 Authorized GO Debt ........................................... 244 Debt Service Fund ............................................... 245 STATISTICAL Statistical Information ........................................ 249 Tax Rate .............................................................. 250 REFERENCE Fiscal and Budgetary Policy ................................ 255 Detailed Employee Listing Detailed Employee Listing by Fund ................. 285 Contingency Reserve Requirements .................. 295 Service Level Enhancements by Fund ................ 296 Annual Budget Adoption Ordinance .................. 302 Annual Tax Rate Ordinance ................................ 306 Boards & Commissions ....................................... 308 Utility Rates ......................................................... 310 Fee Schedule…………………………………………………...314 ACRONYMS / GLOSSARY Commonly Used Acronyms ................................ 339 Glossary ............................................................... 340 7 USER 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. OVERVIEW CAPITAL PROJECTS FINANCIAL SUMMARY STRATEGIC VISION FUND SUMMARIES WWW.GEORGETOWN.ORG 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. FY2022 BUDGET 8 USER GUIDE TO THE BUDGET DOCUMENT DEBT REFERENCE STATISTICAL ACRONYMS / GLOSSARY / INDEX WWW.GEORGETOWN.ORG 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. ThThe 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. FY2022 BUDGET 9 THIS PAGE INTENTIONALLY LEFT BLANK. 10 Summer Day in Blue Hole OVERVIEW 11 OVERVIEW Transmittal Letter ....................................... 13 Community Profile ...................................... 22 Organizational Chart ................................... 26 12 TRANSMITTAL LETTER August 10, 2021 To the Honorable Mayor Schroeder, 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 2022. The Annual Budget outlines the funding plan for programs and services provided to our residents. This document details the City’s plans to respond to ongoing population growth, maintaining quality City services, and implementing the City Council’s vision for Georgetown: a caring community honoring our past and innovating for the future. FY2021 YEAR IN REVIEW WWW.GEORGETOWN.ORG FY2022 BUDGET This was the eighth 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 68% since 2010 with the estimated census population of 79,604. In FY21 the city is on track to experience a record in new housing starts at over 2,500. Responding to continued growth is a dominate theme and focus on the City of Georgetown’s work plan.This has been accomplished through utility infrastructure development, public safety enhancements, long range planning initiatives, economic development achievements, and sustaining city service levels. Any review of FY2021 must recognize the shifts required to address the challenges of the COVID-19 pandemic. Throughout this crisis the City of Georgetown established priorities to keep the public and employees safe while continuing to maintain city services to the extent possible. I am thankful and proud of our city team who adjusted service delivery, implemented safety measures, and remained dedicated to serving our community. While we anticipated declining revenues, we continued to see growth across the city, and pressures on our organization. Given the conservative approach we took with the FY21 budget, we had significant mid-year budget amendments to alleviate workload pressures in our service areas impacted by development. In FY21 we also faced Winter Storm Uri which had an extreme statewide impact from February 13-17 with rolling black outs and critical stress on our infrastructure that limited our community’s ability to receive water and electricity. Our staff was resilient and kept our mission in mind to serve our customers as we worked to restore services. The teamwork demonstrated across our departments as staff worked long hours in freezing conditions only solidified the dedication of staff serving the community. 13 Transportation Projects: There were several key projects that help promote transportation across Georgetown. SE Inner Loop: The expansion of SE Inner Loop from Austin Avenue to FM 1460 to a five-lane road is underway. The $4.9 million construction cost for the project is funded by the Georgetown Transportation Enhancement Corporation 0.5 percent sales tax. The project’s design was funded from the 2015 Road Bond program and is estimated to be completed in 2023. Northwest Boulevard: The project, which includes a new bridge spanning I-35, connects with Rivery Boulevard to the west and FM 971 on the east. The $8.2 million road is funded by the 2015 transportation bond and is expected to be complete in September 2021. Williams Drive at I-35: This Texas Department of Transportation project includes the construction of a new Williams Drive bridge spanning I-35 to accommodate a diverging diamond intersection. Currently, the project team is installing drainage systems along the new section of northbound I-35 frontage road between Williams Drive and Lakeway Drive and bridge piers along the southbound I-35 frontage road at the San Gabriel River and reconstructing driveways and installing utility lines along Austin Avenue at Williams Drive. This $62 million project is expected to be complete in mid-2023. WWW.GEORGETOWN.ORG FY2022 BUDGET FY2021 ACCOMPLISHMENTS TRANSPORTATION, UTILITIES, INFRASTRUCTURE, FACILITIES, & PARKS Mobility Bond: The transportation bond on the May 1, 2021 ballot was approved by Georgetown voters. The bond election authorized $90 million for various street and transportation infrastructure projects. In total the completion of these projects is going to cost $120 million. The additional $30 million will come from bonds approved by voters in 2008 and 2015 that were never issued. Aside from large road projects, the bond included transportation allocations which will be distributed between high-priority sidewalk, bicycle, intersection, and transportation technology projects, as identified by City staff and Council. MOBILITY BOND PROJECTS Water Fund and Infrastructure: Expansion of the water utility system continues to be a key focus in FY2021. Major projects include expansion of the lake water treatment plan with an estimated completion of Summer 2023 and infrastructure to transmit and store water from Round Rock. Additionally, significant investment continues to be made with water infrastructure upgrades in the water service area outside the city limits to address continued development growth. 14 Electric Fund Improvements: A significant workplan to improve the operation and financial condition of the electric fund was accomplished throughout FY2020 and continued into FY2021, even with the unprecedented impact of Winter Storm Uri. The Power Cost of Adjustment (PCA) was lowered by a cent per kilowatt hour in January due to the strength of the fund. The City issued $48 million in a 9.5- year bond to pay for the unbudgeted energy costs incurred due to February’s winter storm. Thanks to the financial stability of our electric utility and direction from City Council, we can pay our electric bill from the storm with the existing rate structure utilizing our PCA. Another part of the workplan included conducting an annual review of the Renewable Energy-Received Credit in January 2021. Based on this review our Renewable Energy-Received Credit was adjusted on February 1, 2021 from .09580 per kilowatt-hour to .0462 per kilowatt-hour for new customers with Distributed Energy Resource (DER) systems, and existing customers will not see a change until Sep. 30, 2022. All electric fund reserves are projected to be fully funded at the end of FY2021. WWW.GEORGETOWN.ORG FY2022 BUDGET Design work is underway for a new pump station, elevated water storage tank, and water lines to increase service capacity to customers in the City’s northern-most customers in the Florence and Andice areas. A water rate cost of service study was conducted that helped determine the rates and rate structure needed to equitably fund the water utility and promote conservation, including all costs associated with operating, maintaining, and expanding the utility to ensure the utility could maintain its operations and capital investments throughout the next 5 years. The new rates went into effect Jan. 1, 2021. Parks, Recreation and Open Space: The City is updating its Parks recreation and Open Space Master Plan that was last adopted in April 2009. The master plan will provide a vision for the Parks and Recreation Department and act as a guide over the next 10 years. During the master plan process, consultants GreenPlay LLC will look at the existing parks, recreational facilities, and services, to determine what future level of services will be needed using public input. The master plan will prioritize the community’s desires for upgrading and improving parks and recreational assets to develop goals, policies, and guidelines as well as an implementation plan. In addition to this public forum, a needs assessment survey will be conducted to determine priorities for the parks and recreation system, facilities, and activities, as well as what funding sources may be available, potential partnerships, and how best to support the parks and recreational needs of the community. There will be several opportunities for public input throughout the master planning process, which is expected to be completed by January 2022. 15 PSOTC - Firing Range: The City is planning to add onto the Public Safety and Operations Training Center that was constructed in 2015. The main building is approximately 76,000 square feet and includes space for all police operations, fire administration, three Training Rooms, a standalone Emergency Operations Center, Communication Center, Gym, Crime Lab, Vehicle Evidence Bays, Defensive Tactics Lab, and Locker Rooms/Showers. Behind the main building is an 18,000 square foot Tactical Building with over 13,000 square feet of moveable walls and catwalks for reality-based training. Future projects on campus will include the second phase obstacle course and a hybrid firearms range. The firing range is currently under design with completion planned in 2022. These two additions promote meeting our Police department’s vision to be the standard in law enforcement through leadership, innovation, and a commitment to excellence. WWW.GEORGETOWN.ORG FY2022 BUDGET Fire Stations 6 and 7: The City, along with Emergency Services District #8, completed construction on Fire Station #6 and Fire Station #7 late 2020. These fire stations provide critical support to areas that are rapidly growing and allow for our Fire department to have better coverage for more efficient response times. TITAN NORTHPARK 35 Titan NorthPark35: The City’s first master- planned industrial business park broke ground Nov. 11, 2020. Titan NorthPark35 is a 146-acre Class A industrial development at I-35 and SH 130. Phase 1 of the project included two buildings totaling more than 330,000 square feet as well as the extension of Aviation Drive to intersect with SH 130 and I-35. One of the buildings is occupied by Texas Speed and Performance, while the remaining space will accommodate users in need of 25,000-250,000 square feet of space. The first phase was completed spring 2021. PUBLIC SAFETY FIRE STATION 7 ECONOMIC AND COMMUNITY DEVELOPMENT Loram Technologies Inc: A global rail maintenance and rail services company plans to start construction late 2021 on an innovation center for research and development in Georgetown. Loram Technologies, formally GREX, expects to employ 310 people at the center after the expansion, including 150 new positions. Loram expects to invest $17 million in the Georgetown research and development center with an average salary of $60,000. 16 Texas Outdoor Power Equipment: Texas Speed and Performance, a high-performance aftermarket automotive parts retailer, is expanding its operations in Georgetown. Speed, founded in 2002, is now one of the largest high-performance late-model General Motors parts retailers in the country and currently leases 36,000 square feet of space from Texas Outdoor Power Equipment. The company employs 62 people and plans to add 45 new employees with an average salary of $50,000 over the next five years. They will do so by expanding their footprint as they have purchased 157 acres next to the Georgetown Municipal Airport and will build two commercial buildings with a total of 200,000 square feet. Texas Speed will occupy 70,000-square-feet within the first building that will total 120,000 square feet, and the remaining space will be leased to other businesses. WWW.GEORGETOWN.ORG FY2022 BUDGET FY2022 BUDGET DEVELOPMENT GATEWAY35 COMMERCE CENTER Gateway35 Commerce Center: Gateway35 Commerce Center is an 85.73-acre site, owned by Titan Development. This two-phase project allows for a variety of build-to-suit options depending on intended use. Building 1 is a cross-dock facility breaking ground in July 2021 with delivery in March 2022. Downtown Development: Even with COVID-19 impacting operations in our downtown throughout 2020 and 2021, we have seen business continue to thrive. Heritage Court, a mixed-use development, opened in 2020. The City Post project, located at the historic post office, which includes fine dining and special event space, opened in Summer 2021. Downtown retail and dining/entertainment locations continue to come in as we have seen Tejas Meat Market, Foundry42, District Six, and Mikey V’s Tacos open as well. Several additional projects are in the planning stage of development. The FY2022 Budget was developed within the context of understanding the impact our conservative approach had on operations with the FY21 budget and a need to keep up with the rate of growth we are seeing across the city. The FY2022 proposed budget incorporates the reinstitution of cuts made from training to programming, as well as measures to meet the demand of growth. Growth in the city continues with record breaking new housing starts and additional commercial development being added in the community. With these factors in mind, the proposed budget takes a proactive outlook for FY2022 to address the most significant impacts of growth. The budget assumes sustained reflected in increased revenue in impact fees, permit fees, and sales tax. We propose adding 53 positions in the FY2022 budget in key areas such as Public Safety, Water, Electric, Planning, Systems Engineering and additions to other areas. 17 Major themes of the budget are investments in transportation and utility infrastructure, public safety, and customer services. The budget also provides the staffing, equipment, and software needed for record-setting growth and development. Adequately funding those during Georgetown’s sustained period of high growth contributed to the budget being $87 million (or 18 percent) more than the FY2021’s budget of $396 million with $77.4 million of that comprised of capital improvement projects. Continued investments to address growth pressures are also proposed with a $114.7 million capital program. A strong commitment to capital improvements in streets, public safety, and water/wastewater is proposed to continue for FY2022. Infrastructure investments include $38.2 million for road projects with $1.75 million of that dedicated for sidewalk improvements, $4.8 million for parks improvements, $49.8 million for water/wastewater increase capacity and resiliency, $8.4 million for electric improvements, $300,000 for stormwater improvements, $1.5 million for the fire logistics building, and $250,000 for the Georgetown Municipal Complex renovation. The proposed budget also includes several other projects and enhancements to address Georgetown’s growth such as downtown improvements funded through the Tax Increment Finance Zone (TIRZ) that entails progress on the City Center project, shade structures, and art enhancements. Lastly, the budget includes investment in our IT fiber infrastructure through the development of a fiber master plan and enhanced staffing to maintain this important asset. These goals helped drive the development of the City Manager’s proposed $483 million FY2022 Budget, with $114.7 million of that comprised of capital improvement projects. This amount is an 18% increase from the FY2021 adopted budget. The increase in the General Fund budget is 7.8% over the FY2021 projection. WWW.GEORGETOWN.ORG FY2022 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 40.1 cents per $100 valuation, which is 1.7 cents lower than FY2021’s rate. This rate is split between 16.13 cents for Operations and Maintenance and 23.97 cents for general debt service. The tax rate follows the 3.5% limit on property tax growth without voter approval established by the Texas Legislature. New property/improvements for FY2022 is $600 million, which is a 30% increase over FY2021. 18 The median value of a taxable homestead property in Georgetown in FY2022 has increased 16.1% compared to last year. The average homestead property in Georgetown has increased in taxable value by 9.3 percent, up to $303,256 in FY2022 from $277,552 in FY2021. Without lowering the tax rate or increasing the homestead exemption, the average taxpayer would see an increase of $152 to their tax bill. The Council took action in June to provide tax relief to homeowners by increasing the homestead exemption to the higher of $5,000 or 3%. By lowering the rate to 40.1 cents per $100 of valuation and accounting for the increase in homestead exemption, the average bill is only expected to increase by about $56.As previously noted, the increase in new property on the tax roll allows for sufficient revenue for the City’s operations and debt service. WWW.GEORGETOWN.ORG FY2022 BUDGET FY2022 BUDGET HIGHLIGHTS Road Expansions and Mobility Bond: Construction for the DB Wood road expansion will be started in FY2022. The 2021 Mobility Bond has projects slated to begin in FY22 with improvements to Shell Road and design work for Austin Avenue Pedestrian Bridges and Rockride Road. Sidewalks and Signals: $1.75 million is planned for intersection and sidewalk improvements downtown for sidewalks identified as Priority 1 in ADA/Sidewalk Master Plan. Fire Logistics Building: Initiation of phase 2 construction began in FY2021 on the Public Safety Operations and Training Center, which includes work on the fire burn tower. Investments for training and buildings continue in FY22 with $1.5 million to construct a new fire logistics building at Fire Station 7 site. Parks Improvements: The Council prioritized parks in the heavy growth area in the Southeast quadrant. $4.8 million is included in FY2022 to acquire land for a Southeast Community Park, as we await the parks master plan update to be finalized to help prioritize the type of development in current and future parks. GENERAL CAPITAL PROJECTS GENERAL FUND Public Safety: The FY2022 proposed budget continues a commitment to public safety, we propose implementing an over hire plan of 7 firefighters to help mitigate staffing stresses and employee burnout due to vacancies. This plan will allocate $500,000 for the Fire department to hire additional qualified applicants to place in the academy. This will allow the City to fill the pipeline of new staff as we continue to see turnover and vacancies and allow us to get caught up with our strength of force. We also propose adding 4 positions in fire department to improve training, inspections, and overall management of activities. Additionally, two patrol officers in the police department are proposed to maintain response times and improvement safety as Georgetown grows in population, and the start of K9 program that will roll out in FY23 with the purchase of most capital equipment needed for this program in FY22. The proposed program would include three police officers and three K9’s along with related vehicles and equipment. The full cost of program implementation is approximately $718,000. We propose adding 3 additional positions in criminal investigations, records, and administration to address ongoing growth. 19 Aside from personnel, we propose investments in our equipment. One of these enhancements we include is an attenuator to improve the safety of Fire and Police staff, and significantly reduce cost of repairs and time that fire engines are out of service. The equipment is mounted to fire trucks and acts as a mobile crash cushion that protects public safety personnel working a scene, the vehicles at the scene and the passengers in the striking vehicle. WWW.GEORGETOWN.ORG FY2022 BUDGET Communications and Engagement: Enhancements to our public engagement efforts will continue in FY2022. This includes the initiation of the Civic Leadership Academy where residents can learn more about the City of Georgetown and become stronger stakeholders in shaping the community’s future. We will also be improving our website with a redesign and supporting it with the addition of a website content specialist who can maintain our website. Planning: With the adoption of the 2030 plan, the next step in implementing the vision of the city is an examination of the regulations that drive the type of development we receive in Georgetown which is why this budget includes a proposal for a Unified Development Code (UDC) Diagnostic and Comprehensive Edit. There are other studies that need to be updated that are also included in the FY22 budget. The first is a subarea demographic update in the comprehensive plan. The subarea profiles serve as the basis for making policy recommendations by understanding the housing diversity and choices currently available within various areas of Georgetown. In order to utilize this tool to the fullest and provide the community and decision makers the most accurate information, the subarea demographic information needs to be updated on a regular basis. Secondly, as we see the Southeast Quadrant of the City and ETJ become one of our fastest growing areas we recognize the need for a future land use map update. This will be helpful as we see interest in development specifically around east of SH130 to guide future land use decisions. UTILITY FUNDS Water Utility: Increased costs for raw and treated water costs are included in the FY2022 budget. New capital projects for FY2022 total $35.5 million. The investment in infrastructure continues to support the growth across our water service area. These improvements include water line construction for economic development expansion around Aviation drive is funded at $2.1 million, while the construction of a line on CR262 is funded for $2.5 million. The Carriage Oaks line is being designed for $600,000, with anticipated construction in the next fiscal year. A pump station at Stonewall Ranch is being designed in FY2022, with construction planned in a future year. Tank rehabilitation, resiliency projects, SCADA improvements, and a $3 million rehabilitation of the Southside Plant are also planned for the upcoming year. A new South Lake Water Treatment Plant is under design and the first phase of construction will begin in the fall at a cost of $20 million in FY2022. Given the expansion of infrastructure to keep the pace with growth our water department will need more resources to support the operations. The proposed budget includes additional staff that will allow our water utility to operate more strategically and manage higher levels of growth. Our utility has made significant efforts in promoting water conservation as we see a strain on water treatment demand during the Summer months. In this budget we propose continuing our efforts by hiring a compliance officer, marketing specialist and adding funds to digital marketing for conservation. These additions will assist in our education and engagement of water customers, one of the many prongs to our approach in promoting conservation on top of our water rate structure. 20 WWW.GEORGETOWN.ORG FY2022 BUDGET Another major effort in FY22 relates to bringing metering in-house. The current practice of allowing builders to install residential meters has become more problematic as growth continues, which creates billing errors and inefficiencies. A plan has been developed to implement the best practice of having utility staff oversee the installation of the meters. This plan provides a supervisor, a scheduler/planner and four technicians to begin a program to validate the meter installations by builders and then phase in to fully take over the meter installation process. These costs would be partially offset by increases in the tap fees. Wastewater Utility: The wastewater capital improvement plan for FY2022 totals $14.2 million. The improvements include construction of the new Wolf Ranch lift station ($1.7 million for design) and decommissioning the interceptor lift station, $2.5 million for design and easements of the rerouted gravity line. Wastewater service expansion projects include construction of the expansion of the Cimarron Hills plant at $4.5 million and the design and permitting of the expansion of the Pecan Branch for 3MGD at $5 million. Given the expansion of our wastewater plants we propose adding 3 plant technicians that will help operate our growing utility. Electric Utility: FY2022 will include the City’s continued efforts to improve the financial condition of the Electric Fund through implementing the recommendations of the management assessment conducted in 2019 which focuses on improving risk management of the City’s energy portfolio. An example of our efforts is the creation of a separate rate stabilization reserve. The improved financial conditions result in the ability to increase the funding level of the rate stabilization reserve to $18.6 million. The capital improvement program totals $7.4 million and is an increase of 32% compared to last year. In 2018 our ending fund balance was $1.9 million and 2022 is projected to have an ending fund balance of $36.7 million allowing for increased reserves for financial risk mitigation. EMPLOYEE COMPENSATION & BENEFITS The FY2022 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 Fire and Police for market compensation to maintain competitiveness. The FY2022 proposed budget addresses pressures across the City due to substantial growth and to meet Council goals. For FY2022 the City will stay focused on our priorities in providing excellent service delivery to our residents and customers. The City continues to experience strong residential and commercial growth and it is imperative that we continue to build for that growth not only with our infrastructure, but within our organization. The proposed budget is responsive to this dynamic with continued investments in public safety and other city services to maintain strong service levels and a high quality of life. CONCLUSION Sincerely, David Morgan City Manager DEPARTMENTAL EMPLOYEES OF THE YEAR 2019 21 COMMUNITY PROFILE 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 67% over the past decade. 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. According to the 2019 Census estimate, the population of Georgetown is 79,604 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 WWW.GEORGETOWN.ORG FY2022 BUDGET 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 $108.7 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. 22 WWW.GEORGETOWN.ORG FY2022 BUDGET EDUCATION AND ARTS & CULTURE COMMUNITY PROFILE PARKS & RECREATION Georgetown offers a wealth of recreation opportunities through its award winning Parks and Recreation program. In Georgetown, there are currently 40 parks, over 16 miles of hike and bike trails, and three disc golf courses. 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. 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 Georgetown Creative Playscape was rebuilt in 2014 to incorporate new accessibility standards and safety regulations. The original construction was conceived, designed, funded, and built by community volunteers in 1993. The Creative Playscape hosts thousands of visitors each year and will remain a “Signature Destination” for the next generation of Georgetown families. It was developed with a theme highlighting Georgetown’s development through the centuries and includes a mini-downtown. The Georgetown Public Library is a 55,000 square foot facility that includes a reference area and computer work stations as well as children’s areas with a performance stage and seating area. Two large community rooms are located on the second floor. The 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. 23 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. 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.” WWW.GEORGETOWN.ORG FY2022 BUDGET COMMUNITY PROFILE 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. 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. 24 WWW.GEORGETOWN.ORG FY2022 BUDGET COMMUNITY PROFILE 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. 25 2021 ORGANIZATIONAL CHARTHOME RULE CITYCITIZENS OF GEORGETOWNCITY COUNCILMAYOR (elected at large)SEVEN COUNCILMEMBERS (elected by district)  CITY MANAGERMANAGEMENT SERVICESDavid MorganEffective December 6, 2021  Asst to the City Manager  Electric Economic Development Resource Manager (Contracted Staff)  Energy Services  ASSISTANT CITY MANAGERLaurie Brewer Water Finance Library Parks & Recreation Customer Care  Finance Administration/Budget  Technical Services  Executive Assistant  Information Technology   Control Center   Water Services   Recreation  Parks   Customer Service   Customer Operations  Account Management   Purchasing   Municipal Court   Accounting  Fleet  MUNICIPAL COURT JUDGERandy Stump   CITY ATTORNEYSkye Masson   CITY SECRETARYRobyn Densmore  Records ManagementBOARDS AND COMMISSIONS ASSISTANT CITY MANAGERWayne Nero  Human Resources & Organizational Development Systems Engineering Community Services    Safety & Risk Management  Organizational & Operational Excellence Team   Code Compliance  Emergency Management Animal Services  Utility Engineering   Public Works Engineering   CIP Inspections  Administrative Assistant Downtown Development/Main Street Tourism/CVB   Arts & Culture   Human Resources  Metering Services  Plant Operations  Electric Engineering  Inspection Services  Planning Department   Housing Police   Field Operations  Support Services  Administrative Services  Transportation Planning Planning  & Support Fire & Life Safety  Operations   Quality ManagementQuality Assurance  Business Services Communications/Public Engagement Environmental Svs.  Public Works  Stormwater Drainage   Airport.  Streets  ASSISTANT CITY MANAGERNick Woolery  Fire Special Districts  Facilities   Executive Assistant   Executive Assistant 26 City Council Chambers STRATEGIC VISION 27 STRATEGIC VISION Strategic Visioning in Georgetown .............. 29 City Council Strategies ................................. 31 Master Plans ................................................ 33 Annual Budget Process ................................ 35 Annual Budget Calendar .............................. 37 28 STRATEGIC VISIONING IN GEORGETOWN COMMUNITY VISION AND COMPREHENSIVE PLAN GEORGETOWN 2030 PLAN WWW.GEORGETOWN.ORG 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. 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 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. FY2022 BUDGET VISION STRATEGIC GOALS FOCUS AREAS ANNUAL BUDGET MASTER PLANS 29 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. 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. WWW.GEORGETOWN.ORG FY2022 BUDGET 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 2030 VISION STATEMENT STRATEGIC VISIONING IN GEORGETOWN 30 CITY COUNCIL STRATEGIES In February of 2021, the Mayor, City Council, and staff met for a planning session to confirm and expand the governance policy for the City Council and to prepare a strategic plan for the City. In their February 5, 2021 session, the Council confirmed the governance policy they established in 2017 and expanded on it by further defining their governance philosophy. The Council participated in discussions about their role together and their leadership responsibilities. The elements of a strong governance model are having and following clear vision and mission, establishing leadership and communications philosophies, and identifying the expectations of each other as City Council members, and the City staff and of identifying and recognizing the expectations staff has of the City Council. The key elements of the Governance Philosophy are leadership, communication and understanding and defining expectations. These define how the team will function together. Visioning and planning are the key elements that define what the strategies and goals are for the City of Georgetown and what they will be to ensure the vision is ultimately attained. AREAS OF EMPHASIS GOVERNANCE FY2022 BUDGETWWW.GEORGETOWN.ORG Guiding Principle: The City of Georgetown follows established rules of governance that promote civil discourse, consistent and predictable deliberation and exemplary action. Initiatives: • Review agenda format and items with an eye toward streamlining. • Provide opportunity for Council to observe the day to day of the staff. • Be deliberate about finding ways to develop relationships and trust among members. • Begin a Pre-Election Orientation (as well as the post election orientation) process using the elected officials to inform candidates of the governance process and strategic plan. • Implement the Citizens Academy to improve transparency, familiarity, communication and trust with the City government at all levels. • Explore the possibility of Town Hall meetings for Council members to host within their respective districts. • Expand information flow on the Vision and Strategic Planning process to Boards and Commissions. • Seek additional feedback on citizen needs (it was recognized the citizens survey had just been received). Guiding Principle: The City of Georgetown will strive to provide housing opportunities to ensure a diverse population. Initiatives: o Establish an affordable housing policy. ▪ Seek out a list (cast a wide net) of qualified developers to propose innovative affordable housing projects to determine the market and viability of projects for Georgetown. • Emphasize projects that partner with nonprofits for long term sustainability. ▪ Allow for a diversity of housing including tiny homes, townhomes, studio homes, etc. that have a smaller footprint and provide diversity of housing ▪ Establish a policy to incentivize affordable home ownership. • Explore a fee structure of grant pool for permit and building fees. • Promote public/private partnerships (PPP) with local banks and nonprofits to provide financial education to assist local financing of housing. o Establish a policy on multi-family housing. ▪ Determine ratio of single family to multi-family units for the city. ▪ Determine locations where infrastructure exists and/or is needed. ▪ Establish a policy for commercial development in and around multi-family to ensure availability of services. o Establish a policy determining the residential/neighborhood commercial mix in targeted areas within the city to protect commercially zoned property ensuring economic development. o Encourage mixed-use developments (combined residential and commercial uses). o Encourage the development of executive housing. o Establish strong development standards, ensure quality housing products. o Establish incentives to encourage annexation of development. HOUSING 31 CITY COUNCIL STRATEGIES DOWNTOWN ECONOMIC DEVELOPMENT FY2022 BUDGETWWW.GEORGETOWN.ORG Guiding Principle: The City of Georgetown will promote a strong and diverse economy that strengthens the local sales tax and property tax base while also contributing to a high quality of life. Initiatives: • Promote a viable workforce development program. o Partner with business employers on workforce development. o Increase support for vocational programs. o Partner with TSTC for training identified workforce needs. • Invest in infrastructure in targeted areas to promote industrial and commercial growth. • Promote business marketing and retention programs. o Promote programs to retain locally based businesses and small businesses. o Sustain/improve a predictable, responsive and accountable development process. o Create a strong “brand” to market and promote Georgetown to new businesses. o Establish programs and policies that reward and incentivize businesses that pay higher wages. o Foster ways to keep spending dollars locally as growth occurs. o Encourage a diversity of industry. • Foster regional cooperation with area governmental partners – county, schools and surrounding cities. Guiding Principle: The City of Georgetown will provide a positive economic environment to ensure an active and viable downtown and provide infrastructures and amenities to ensure safety, mobility and accessibility. Initiatives: o Expand downtown mobility opportunities. ▪ Expand sidewalk program out from downtown. ▪ Explore trolley options. ▪ Explore additional parking options. ▪ Educate business on importance of sidewalk accessibility during events. ▪ Improve handicapped accessibility in all aspects of mobility. o Update the Downtown Master Plan. ▪ Better define transition zones and uses expanding out from the downtown district. ▪ Update downtown historic guidelines. ▪ Separate strategies between “old town” and the square. ▪ Establish parameters for commercial density in downtown area. o Foster cooperation with the county on downtown development. ▪ Facilitate joint workshop between city and county officials. o Establish policy for holding events in downtown. ▪ Determine mix and size of events that do not overwhelm downtown. ▪ Explore moving larger events to other venues. ▪ Explore events sized for downtown. o Establish programs to promote downtown businesses. ▪ Promote downtown façade and sign grant program. ▪ Promote maintaining authenticity among downtown businesses. GROWTH Guiding Principle: The City of Georgetown will proactively work to anticipate growth in all aspects of city government – mobility, infrastructure, customer service. Initiatives: • Update Master Plans o Implement and update impact fees. ▪ Incentivize fees for attract desired affordable housing. o Update and implement corridor studies. o Establish a regional water plan. o Implement an aggressive CIP plan o Update utility master plans. o Update parks master plan. • Ensure financing capacity to handle growth. o Implement the mobility bond improvements. o Determine policy for debt versus pay-as-you-go for capital spending. o Determine General Fund and Utility ROI to finance transportation needs not bond funded. o Promote public/private partnerships (PPP) to fund infrastructure needs related to growth and development. • Establish and implement a water conservation program. • Maintain high customer service capacity. o Establish an organizational capacity plan ensuring efficiency and effectively responding to growth 32 MASTER PLANS WWW.GEORGETOWN.ORG 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 at 2030.georgetown.org. FY2022 BUDGET 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. Housing Plan: Guides the City in the development of housing programs, policies and partnerships. Overall Transportation Plan: Guides future roadway improvements, construction of new facilities, and outlines the City’s transportation goals. Airport Master Plan: Provides a long-range plan to guide current and future activity at the Airport. Bicycle Master Plan. Transit Development Plan Sidewalk Master Plan: Inventories existing pedestrian infrastructure, identifies design deficiencies, evaluates future sidewalk requirements, and develops an implementation plan. 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. Williams Drive Gateway Plan Downtown Master Plan: Sets the vision for Downtown and guides strategic decisions about future developments and enhancements. 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. Utility Master Plan: Oversees the City in planning for long-term expansion and development of the water, wastewater, and electric utilities. Water Conservation Plan: Required by the State of Texas, this Plan provides objectives to reduce overall water consumption and loss of water, improve efficiency in use, and document recycling and reuse efforts. 2030 Plan Elements, as prescribed by the City Charter include: 33 WWW.GEORGETOWN.ORG FY2022 BUDGET MASTER PLANS 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. Trails Master Plan: Identifies key trail corridors and guides the creation of a citywide trail network. 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. Economic Development and Redevelopment (Economic Strategic Plan): A comprehensive strategic plan for the Georgetown Economic Development Program for the next three to five years. It is intended to align with the City’s vision and direct the goals and objectives of the economic development department. Public Buildings and Related Facilities: (Facilities Efficiency Study) Health and Human Services: (Not yet developed) Historic Preservation: (Not yet developed) Arts and Culture Strategic Plan: Helps guide the City’s planning for the cultural district for the next three to five years 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. Library Strategic Plan: Helps guide the City’s planning for the Library for the next 3 to 5 years. 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. ADA Transition Plan: Ensures the city provides equal access to city services, programs and facilities. Other Master Plans, not required by City Charter: 34 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 PREPARATION CITY CHARTER REQUIREMENTS PUBLIC PARTICIPATION WWW.GEORGETOWN.ORG 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. 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.” 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. FY2022 BUDGET 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. 35 APPROPRIATIONS BUDGET AMENDMENTS WWW.GEORGETOWN.ORG FY2022 BUDGET 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. Budget control is at the division level for all funds. The budget is adopted by personnel, operations, and capital (POC) totals within departments. Total appropriations are presented by Funds/by Divisions and by Funds/by POC. POC detail by department is included on each department summary page. The Charter (Section 6.030.) provides that any transfer of appropriation between funds must be approved by the City Council. The City Manager may transfer, without City Council approval, appropriations between departments within the same operational division and fund. 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. ANNUAL BUDGET PROCESS 36 BUDGET CALENDAR 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. WWW.GEORGETOWN.ORG FY2022 BUDGET 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. JAN - FEB MARCH - APRIL MAY JUNE JULY AUG - SEPT OCTOBER Budget Amendments: 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. 37 THIS PAGE INTENTIONALLY LEFT BLANK. 38 FINANCIAL SUMMARY Family picnic at Music on the Square 39 FINANCIAL SUMMARY Budgeted Revenues ..................................... 41 Budgeted Expenses ..................................... 43 Major Revenue Sources .............................. 44 All Funds Summary by Fund/by Division ..... 49 All Funds Summary by Fund/by POC ........... 50 City Departments by Fund ........................... 51 Fund Structure ............................................. 52 40 WWW.GEORGETOWN.ORG FY2022 BUDGET FINANCIAL SUMMARY FY2022 BUDGETED REVENUES AND SOURCES OF FUNDS Budgeted revenues total $480 million in FY2022. The primary revenue categories consist of charges for services, taxes, bond proceeds, miscellaneous revenue, transfers in, and payment in lieu of taxes (PILOT). City of Georgetown FY2019 FY2020 FY2021 FY2022 Actuals Actuals Budget Projected Base Budget Changes Adopted Budget Revenue Charges for Services 193,194,911 209,899,539 202,282,711 209,332,847 224,898,414 759,460 225,657,874 Taxes 68,395,038 75,108,800 77,694,428 85,456,905 92,170,285 -92,170,285 Bond Proceeds 19,175,000 34,720,000 103,221,903 132,345,000 79,276,500 845,000 80,121,500 Misc Revenue 75,383,113 68,836,748 43,346,774 72,577,654 65,232,772 160,000 65,392,772 Transfers In 9,709,527 9,755,798 12,195,455 16,889,656 9,539,057 1,866,500 11,405,557 Payment in Lieu of Taxes (PILOT) 7,364,577 8,503,933 8,431,375 8,460,467 8,871,270 -8,871,270 Revenue Total 380,631,481 406,824,819 447,172,646 529,698,193 479,988,298 3,630,960 483,619,258 Overall, FY2022 budgeted revenues are 9% less than FY2021 year-end projections. The variance from FY2021 is primarily driven by bond issuance cost associated with Winter Storm Uri. During Y2021, the City issued $48M to cover associated cost from the storm. Charges for services include payment for City services such as fees, garbage revenue, permitting, administrative charges, as well as associated utility charges from the City owned utilities. Staff is estimates charges for services revenue to come in 7% more than FY2021 projections, or $226 million dollars. Staff continues to analyze various rates such as water utility and electric rates through cost-of-service models and while anticipating customer growth. 41 Taxes are predominately made up of property and sales tax. Property taxes increase 11% relative to FY2021 projections. This forecast accounts for the growth in assessed value that the City continues to see. Overall, property tax collections total $41.7 million in FY2021. Sales tax is another large component of taxes. It is anticipated that sales tax collections will continue to be strong in FY2022. Sales tax is forecasted to exceed $42 million in FY2020. Bond proceeds account for the amount of bonds the City will sell in the upcoming fiscal year. In total, the City will sell 80.1 million for projects in FY2022. A significant amount is budgeted in the Water Fund, $50 million. With the continued strong residential growth in the area, an update of the Water and Wastewater Master Plan will be conducted over the next six months to update system wide planning efforts. FY2022 represents one of the largest investments in utility infrastructiure in the City’s history. Grants, interest, and other revenue accounts for 13.5% of budgeted revenue in FY2022. This includes interlocal agreements such as with Emergency Service District #8 for fire support services from the City as well as revenue from the CARES Act Reimbursement. The City continues to budget interest earnings conservatively to align with markets and economic activity. Transfers and Payment in lieu of taxes (PILOT) totals just above 4% of revenues in FY2022. Transfers include any interfund transfers for City-wide support. PILOT, is the amount of revenue generated by City owned utilities that is transferred to the General Fund. The calculation is based on the amount of usage from the electric, water, and wasetwater utility. In FY2021, the City projected $8.4 million in PILOT. PILOT is budgeted at $8.8 million in FY2022 with a cap on the Electric fund contribution of $4.8 million. 11.76% 0.02% 0.46% 18.44% 3.47%39.78% 26.07% FY2022 CHARGES FOR SERVICES - ALL FUNDS General Fund General Capital Projects Special Revenue Internal Services Other Enterprise Electric Utility Water Utility 3.8M 4.5M 4.5M 4.8M 3.3M 3.7M 4.2M 3.8M 253K 288K 281K 277K K 2.5M 5.0M 7.5M 10.0M FY2019 Actuals FY2020 Actuals FY2021 Actuals FY2022 Budget PILOT -ALL FUNDS Electric Utility Water Utility Stormwater WWW.GEORGETOWN.ORG FY2022 BUDGET FY2022 BUDGETED EXPENSES Budgeted expenses total $486.9 million in FY2022. The variance to FY2021 projections is related to the multi-year nature capital projects. A capital roll forward amendment which usually takes place in December. OF the three major funds, the General Fund equates 20%, Water 24%, and Electric Fund 20% of total expenditures. City of Georgetown FY2019 FY2020 FY2021 FY2022 Actuals Actuals Budget Projected Base Budget Changes Adopted Budget Expense General Fund 68,528,470 72,146,704 82,985,180 87,477,342 87,683,342 6,561,195 94,244,537 General Capital Projects 31,324,020 21,478,023 59,343,065 64,904,547 52,025,000 370,000 52,395,000 Debt Service 19,084,848 20,453,940 22,647,676 22,717,952 27,880,364 - 27,880,364 Special Revenue 16,624,595 14,219,382 49,178,183 46,903,538 28,570,913 - 28,570,913 Internal Services 41,318,869 43,750,062 52,198,671 52,114,375 55,947,916 3,968,756 59,916,672 Other Enterprise 8,638,763 7,267,721 10,459,952 9,948,457 9,292,889 168,237 9,461,126 Electric Utility 87,404,829 89,697,762 143,267,591 144,757,139 100,636,464 (1,946,138) 98,690,327 Water Utility 51,345,386 64,458,944 172,055,967 171,367,358 111,615,243 4,094,084 115,709,328 Expense Total 324,269,780 333,472,538 592,136,284 600,190,708 473,652,131 13,216,134 486,868,265 Water expenses total $115.7 million in FY2022. Water Capital Improvement Program totals $58 million. Electric related expenses are budgeted to be $98.7 million; this includes capital improvement expenses totaling $7.4 million. General Fund expenses total $94.2 million, which represents an increase of 7.74% relative to year-end projections. The increase to the General Fund is primarily driven by expenses relating to public safety and increasing allocation costs for City support services. 43 WWW.GEORGETOWN.ORG FY2022 BUDGET 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. 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 $41.7 million. The adopted property tax rate for FY2022 is $0.40100 per $100 of valuation. The tax rate is lower than the FY2022 tax rate and represents one of the lowest tax rates in the greater Austin MSA. For FY2022, 16.13 cents per $100 valuation is allocated for Operations and Maintenance (O&M). The remaining 23.97 cents per $100 valuation is allocated for Interest and Sinking (I&S) to retire general debt. City of Georgetown FY2019 FY2020 FY2021 FY2022 Actuals Actuals Budget Projected Base Budget Changes Adopted Budget Property Tax Revenue General Fund 13,896,439 15,060,590 15,976,505 15,996,505 17,100,000 - 17,100,000 General Debt Service 15,468,606 17,000,000 18,750,000 19,399,788 23,120,000 - 23,120,000 Village PID 428,291 458,669 455,100 455,100 522,274 - 522,274 Downtown TIRZ 259,514 300,127 345,580 345,580 415,497 - 415,497 Rivery TIRZ 369,989 398,804 441,315 439,768 455,727 - 455,727 Gateway TIRZ 42,515 48,742 49,111 49,111 46,898 - 46,898 South Georgetown TIRZ 389,713 541,648 809,470 - - - - Property Tax Revenue Total 30,855,067 33,808,580 36,827,081 36,685,852 41,660,396 - 41,660,396 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 the largest revenue stream in the General Fund and is budgeted at $42.5 million, or 4% over FY2021 projections. 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 continues a conservative approach forecasting sales tax revenue. The growth in sales tax over the last two years has come from a combination of new businesses coming online, population growth, and an increase in online sales tax activity for the City. CITY OF GEORGETOWN SALES TAX BREAKDOWN 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, City of Georgetown FY2019 FY2020 FY2021 FY2022 Actuals Actuals Budget Projected Base Budget Changes Adopted Budget Sales Tax Revenue General Fund 16,584,171 19,108,465 18,576,250 22,924,375 23,955,859 - 23,955,859 Street Tax 3,696,032 4,245,663 4,127,500 5,093,750 5,322,969 - 5,322,969 GTEC 7,369,645 8,491,326 8,255,000 10,187,500 10,645,938 - 10,645,938 GEDCO 1,842,411 2,122,831 2,063,750 2,546,875 2,661,484 - 2,661,484 Sales Tax Revenue Total 29,492,258 33,968,284 33,022,500 40,752,500 42,586,250 - 42,586,250 44 WWW.GEORGETOWN.ORG FY2022 BUDGET 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. 45 WWW.GEORGETOWN.ORG FY2022 BUDGET Operating Utility Revenue for electric, water, and wastewater services is anticipated to generate $136.4 million in FY2022. 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 sales charges are the largest revenue in the Electric Fund and is based on consumptions. FY2021 finished 2.3% over projection, or $80.9 million. Electric staff continues to work on refining the utility five-year model. The model accounts for customer growth and continuing the current power cost adjustment rate (PCA) of 1.375 per kWh. It is anticipated that electric sales charges will generate $85.5 million, or 8% over FY2021 projections. Water, wastewater, and irrigation charges are the largest budgeted revenues in the Water Fund. In the Summer of 2020, a water and wastewater rate study was completed. The cost to serve study proposed a $1.50 increase on the residential customer base rate as well as volumetric rate adjustments. Wastewater rates were increased by 8.89%. The number of tiers for the residential volumetric rate were reduced as well to help meet the Council’s conservation goals. The rate changes went into effect January 2021. The increase in water rates along with the number of meter installation in FY2021 generated a 15% increase in water, wastewater, and irrigation revenue over FY2021 projections. FY2022 assumes that the Water Fund will continue to generate enough revenue to cover operational needs while continuing follow-up rate 80.3M 85.7M 79.1M 85.5M K 20.0M 40.0M 60.0M 80.0M 100.0M FY2019 Actuals FY2020 Actuals FY2021 Projected FY2022 Budget ELECTRIC SALES CHARGES 44.6M 50.0M 49.4M 50.9M K 20.0M 40.0M 60.0M FY2019 Actuals FY2020 Actuals FY2021 Projected FY2022 Budget WATER, WASTEWATER, AND IRRIGATION CHARGES 46 WWW.GEORGETOWN.ORG FY2022 BUDGET studies to evaluate the need for rate increases in the out years. Staff anticipates a 3% increase in water utility related revenue in FY2022. Airport Revenue consists primarily of fuel sales, T-hangar rentals, and tie down fees. Fuel sales continue to recover from the impact of COVID-19. Staff is projecting fuel revenue to be $2.9 million in FY2022, while fuel sales are anticipated to be $2.7 million. 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 FY2022 due to growth in the City. 1.9M 1.8M 2.6M 2.7M 2.4M 2.3M 2.8M 2.9M K 1.0M 2.0M 3.0M K 1.0M 2.0M 3.0M FY2019 Actuals FY2020 Actuals FY2021 Projected FY2022 Budget AIRPORT -FUEL REVENUE VS. FUEL EXPENSE Fuel Expense Fuel Revenue 3.6M 4.1M 3.8M 3.9M K 1.0M 2.0M 3.0M 4.0M 5.0M FY2019 Actuals FY2020 Actuals FY2021 Projected FY2022 Budget STORMWATER CHARGES 47 Impact 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 and are recognized in the Water and Electric Fund. The increase in new development in the City continues to increase the amount of impact fees received from year-to-year. In FY2021, the Water Fund received approximately $40 million in impact fees, or 44% more than projections. The amount of impact fees in the Water Fund are related to growth, as well as an increase in the installation of meters that are larger in diameter such as meters used for multi-family housing. Staff anticipates that both the Electric Fund and the Water Fund will bring in $34.4 million in impact fees. 11.5M 20.1M 26.0M 25.0M4.2M 4.1M 6.5M 6.9M 2.2M 4.5M 6.1M 2.5M K 10.0M 20.0M 30.0M 40.0M FY2019 Actuals FY2020 Actuals FY2021 Projected FY2022 Budget IMPACT FEES -WATER UTILITY AND ELECTRIC UTILITY Water Wastewater Electric Utility City of Georgetown - ALL FUNDS GOVERNMENTAL FUNDS PROPRIETARY FUNDS Proposed Budget General Fund Special Revenue Funds Capital Project General Debt Service Electric Services Water Services Other Enterprise Funds Internal Service Funds Beginning Fund Balance 221,496,309 21,533,929 49,818,253 30,704,575 2,870,138 32,262,069 64,751,535 3,556,029 15,999,781 SOURCES AND REVENUE Taxes 92,170,285 47,742,689 21,245,596 - 23,120,000 5,000 - 57,000 - Fines and Penalties 1,375,800 396,150 32,650 - - 600,000 315,000 32,000 - Investment Income 764,325 80,000 87,750 100,000 20,000 11,000 390,000 9,825 65,750 Charges for Services 225,657,874 26,547,167 1,031,125 45,000 - 89,772,305 58,827,000 7,832,097 41,603,180 Other Miscellaneous Revenue 38,084,188 855,935 709,488 - - 1,700,840 33,352,000 1,000 1,464,925 Donations and Grants 25,168,459 5,885,557 5,649,753 - - 2,500,000 767,240 108,000 10,257,909 Transfers In 11,405,557 394,222 387,000 525,000 4,756,335 - - - 5,343,000 Transfers In - PILOT 8,871,270 8,871,270 - - - - - - - Bond Proceeds 80,121,500 - 3,700,000 50,860,000 - 8,461,500 16,600,000 500,000 - Bond Premium - - - - - - - - - SOURCES AND REVENUE TOTAL 483,619,258 90,772,990 32,843,362 51,530,000 27,896,335 103,050,645 110,251,240 8,539,922 58,734,764 USES AND EXPENSES Development and Inspections 4,983,625 4,813,066 170,559 - - - - - - Community Services Division 2,344,837 2,230,086 114,751 - - - - - - Employee and Organizational Development 15,807,998 - - - - - - - 15,807,998 Engineering 66,244,935 - - 40,200,000 - - 22,700,000 - 3,344,935 Public Works 28,611,114 16,148,438 4,041,696 - - - - 8,420,980 - Customer Care 7,746,035 - 120,000 - - - - - 7,626,035 Facility Maintenance 6,908,125 - - 1,750,000 - - - - 5,158,125 Finance and Administration 13,775,471 616,073 41,200 - - - - - 13,118,198 Information Technology 11,830,385 - - - - - - - 11,830,385 Library, Tourism and Culture 5,034,305 3,444,590 1,589,716 - - - - - - Parks and Recreation 18,654,020 9,948,399 3,380,621 5,325,000 - - - - - Water 83,106,685 - - - - - 83,106,685 - - Administrative Services 90,413,602 12,231,175 14,354,645 4,820,000 27,880,364 16,875,633 10,180,643 1,040,146 3,030,996 Electric 81,814,693 - - - - 81,814,693 - - - Fire 25,708,766 25,044,766 364,000 300,000 - - - - - Police 19,804,106 19,767,943 36,163 - - - - - - USES AND EXPENSES 482,788,703 94,244,537 24,213,351 52,395,000 27,880,364 98,690,327 115,987,328 9,461,126 59,916,672 ENDING FUND BALANCE 222,326,864 18,062,382 58,448,264 29,839,575 2,886,109 36,622,387 59,015,447 2,634,825 14,817,873 CONTINGENCY AND RESERVES Arterial Reserve 750,000 - 750,000 - - - - - - Benefit Payout 340,000 340,000 - - - - - - - Capital Reserve 4,075,804 - 597,724 - - - - - 3,478,080 Debt Service Reserve 5,468,315 - 4,794,898 - - - - 673,417 - Economic Stability Reserve 1,467,563 1,467,563 - - - - - - - Fire Vehicle Reserve 493,000 - - - - - - - 493,000 IBNR 1,096,923 - - - - - - - 1,096,923 Impact Fee Reserve 3,190,000 - - - - - 3,190,000 - - Mobility Bond Reserve - - - - - - - - - Non-Operating Contingency 16,049,061 - - - - 6,049,061 10,000,000 - - Operating Contingency 44,698,803 15,824,255 3,751,446 - 2,886,110 6,426,561 10,613,110 756,094 4,441,227 Perpetual Reserve 722,725 - 722,725 - - - - - - Rate Stabilization Reserve 20,175,000 - - - - 18,600,000 - - 1,575,000 Transformer Reserve 4,069,154 - - - - 4,069,154 - - - CONTINGENCY AND RESERVES TOTAL 102,596,348 17,631,818 10,616,793 - 2,886,110 35,144,776 23,803,110 1,429,511 11,084,230 AVAILABLE FUND BALANCE AVAILABLE FUND BALANCE TOTAL 119,730,516 430,564 47,831,471 29,839,575 0 1,477,611 35,212,337 1,205,314 3,733,643 CITY OF GEORGETOWN - ALL FUNDS GOVERNMENTAL FUNDS PROPRIETARY FUNDS Proposed Budget General Fund Special Revenue Funds Capital Projects General Debt Service Electric Services Water Services Other Enterprise Funds Internal Service Funds Beginning Fund Balance 221,496,309 21,533,929 49,818,253 30,704,575 2,870,138 32,262,069 64,751,535 3,556,029 15,999,781 SOURCES AND REVENUE Taxes 92,170,285 47,742,689 21,245,596 - 23,120,000 5,000 - 57,000 - Fines and Penalties 1,375,800 396,150 32,650 - - 600,000 315,000 32,000 - Investment Income 764,325 80,000 87,750 100,000 20,000 11,000 390,000 9,825 65,750 Charges for Services 225,657,874 26,547,167 1,031,125 45,000 - 89,772,305 58,827,000 7,832,097 41,603,180 Other Miscellaneous Revenue 38,084,188 855,935 709,488 - - 1,700,840 33,352,000 1,000 1,464,925 Donations and Grants 25,168,459 5,885,557 5,649,753 - - 2,500,000 767,240 108,000 10,257,909 Transfers In 11,405,557 394,222 387,000 525,000 4,756,335 - - - 5,343,000 Transfers In - PILOT 8,871,270 8,871,270 - - - - - - - Bond Proceeds 80,121,500 - 3,700,000 50,860,000 - 8,461,500 16,600,000 500,000 - Bond Premium - - - - - - - - - SOURCES AND REVENUE TOTAL 483,619,258 90,772,990 32,843,362 51,530,000 27,896,335 103,050,645 110,251,240 8,539,922 58,734,764 POC Personnel 83,603,134 51,629,427 435,215 - - 5,582,678 8,124,440 1,236,824 16,594,550 Operations 195,420,215 40,141,386 8,007,725 - - 69,651,877 37,562,273 6,169,157 33,887,797 Operating Capital 20,887,066 1,236,089 6,321,941 - - 270,000 7,564,712 565,000 4,929,324 CIP Expense 113,846,500 - 3,700,000 48,150,000 - 7,400,000 49,800,000 500,000 4,296,500 Transfers 20,276,827 1,237,635 4,711,922 3,235,000 - 5,873,500 4,695,490 314,780 208,500 Debt Service 48,754,961 - 1,036,548 1,010,000 27,880,364 9,912,271 8,240,412 675,366 - POC TOTAL 482,788,703 94,244,537 24,213,351 52,395,000 27,880,364 98,690,327 115,987,328 9,461,126 59,916,672 ENDING FUND BALANCE 222,326,864 18,062,382 58,448,264 29,839,575 2,886,109 36,622,387 59,015,447 2,634,825 14,817,873 CONTINGENCY AND RESERVES Arterial Reserve 750,000 - 750,000 - - - - - - Benefit Payout 340,000 340,000 - - - - - - - Capital Reserve 4,075,804 - 597,724 - - - - - 3,478,080 Debt Service Reserve 5,468,315 - 4,794,898 - - - - 673,417 - Economic Stability Reserve 1,467,563 1,467,563 - - - - - - - Fire Vehicle Reserve 493,000 - - - - - - - 493,000 IBNR 1,096,923 - - - - - - - 1,096,923 Impact Fee Reserve 3,190,000 - - - - - 3,190,000 - - Mobility Bond Reserve 28,000,000 - - 28,000,000 - - - - - Non-Operating Contingency 16,049,061 - - - - 6,049,061 10,000,000 - - Operating Contingency 44,698,803 15,824,255 3,751,446 - 2,886,110 6,426,561 10,613,110 756,094 4,441,227 Perpetual Reserve 722,725 - 722,725 - - - - - - Rate Stabilization Reserve 20,175,000 - - - - 18,600,000 - - 1,575,000 Transformer Reserve 4,069,154 - - - - 4,069,154 - - - CONTINGENCY AND RESERVES TOTAL 130,596,348 17,631,818 10,616,793 28,000,000 2,886,110 35,144,776 23,803,110 1,429,511 11,084,230 AVAILABLE FUND BALANCE AVAILABLE FUND BALANCE TOTAL 91,730,516 430,564 47,831,471 1,839,575 0 1,477,611 35,212,337 1,205,314 3,733,643 WWW.GEORGETOWN.ORG FY2022 BUDGET CITY DEPARTMENTS BY FUND This page visually represents the Departments of the City listed by their funding source. 51 WWW.GEORGETOWN.ORG FY2022 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. 52 GENERAL FUND City of Georgetown EMS Technicians 53 GENERAL FUND General Fund Summary .............................. 55 Administrative Services ............................... 70 Animal Services ........................................... 71 City Council ................................................. 73 City Secretary’s Office ................................. 75 Code Compliance ........................................ 77 Communications & Pu blic Engagement ..... 79 Community Services ................................... 81 Environmental Services .............................. 83 Fire and EMS ............................................... 85 Inspections .................................................. 87 Library, Arts, and Culture ............................ 89 Municipal Court .......................................... 91 Parks Administration and Garey Park ........ 93 Planning .............................................. ........ 95 Police: Administration & Operations .. ....... 97 Public Works and Streets .................... ...... 99 Recreation and Tennis Center ............. ..... 101 General Fund 5-year Projections .............. 103 54 WWW.GEORGETOWN.ORG FY2022 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 2021 Total revenues are projected to be $87.8 million, which is 5.5% more than the current budget. The increase of overall revenue is related to additional planning fee revenues from city growth and strong performance in sales tax revenues. Sales tax revenue is expected to finish the year strong, showing a 23.4% increase over 2021 budget. Pandemic capacity limitations on businesses have steadily decreased over fiscal year 2021, allowing businesses to welcome back customers in person. Many businesses have also pivoted to providing “to go” services to provide safety for staff and the community while remaining open for business. The sales tax revenue projection is 20% over the prior FY2020 ending revenue. Revenue trends for sales tax in 2021 are strong as we are seeing the first full year of Holt Cat revenues, as well as increases in building material revenues reflective of the substantial growth of home development across the city. Property tax revenue is projected to come in at slightly above $15.9 million, representing 18.2% of the General Fund revenues and is projected to end the year slightly above target. Sanitation revenue represents 11.7% of total revenues in the General Fund. Year-end projections have sanitation revenue finishing slightly above budget at $10.3 million. Payment in Lieu of Taxes (PILOT) revenue represents 9.6% of total General Fund revenues. The PILOT is comprised of a transfer from the Electric, Water, and Stormwater funds for the City’s ownership of these utilities. PILOT is projected to end FY2021 at $8.5 million. Fire Emergency Medical Services revenue represents 3% of total budgeted revenue in the General Fund. The EMS revenues associated with transporting patients are projected to equal budget for 2021. Fire revenue also includes federal grants for firefighters. Interlocal Agreement 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 firefighters. Parks and Recreation fee revenues are 1.8% of budgeted General Fund revenues. FY2021 is projected to end at $1.6 million, approximately $176,898 under budget. The variance is due to the cancellation and reduction in number of participants allowed to attend many of the park events and programs during the COVID19 pandemic and includes a decrease in facility rentals. Franchise Taxes represent 7% of the General Fund revenues. The City collects franchise fees on electric, water, cable TV, gas, garbage, telephone (land lines), stormwater, and irrigation. Franchise fees in FY2021 are projected to end slightly lower than budget. 13.2M 14.1M 15.3M 16.6M 19.1M 22.9M 23.9M 24.0M GENERAL FUND SALES TAX 55 WWW.GEORGETOWN.ORG FY2022 BUDGET Development Fee and Permit revenues total 5.2% of budgeted General Fund revenues. Development revenues in FY2021 are projected to end 13% higher than budget due continued strong residential and commercial growth. Revenues from commercial permit fees totals $1.55 million and residential permit fees are projected to bring in $3 million. These revenues were used in a mid-year amendment to cover the increased expense of adding positions to keep up with development demand for services in Planning and Inspections. Municipal Court Fines are projected to end the year 11.5% under budget due to decreased activity during the pandemic but make up a small portion of overall General Fund revenues at $328,000. Total expenditures are projected to be $87.5 million, which is 5.4% more than budget. This is because we are projecting a $4.7 million transfer out of the General Fund to the Council Discretionary Special Revenue Fund, that is not currently budgeted and would take place after a year-end budget amendment. When FY2020 ended, there was additional ending fund balance above required reserves available for one-time use. In Spring 2021, the Council directed staff to hold on those funds as we continued to evaluate the pandemic economy and the coming budget development process. When transferred to the Council SRF, the funds remain available only for appropriate one-time uses as outlined in the fiscal and budgetary policy. The FY2021 budget was developed and approved amid the uncertainties of the COVID-19 pandemic. As a result, the expenditure plan for the General Fund reflected frozen positions and reduced expenditure plans assuming a slow down in development activity. However, the City experienced the opposite during FY2021 and the growth in Georgetown continued to accelerate placing significant workload pressures on city staff. The City responded during FY2021 by making budget amendments to address the most significant workload pressure points. During a budget amendment in January, several ongoing costs for increased demand in services were added for Environmental Services, Streets, Inspections and Planning departments. These included seven full-time positions and some accompanying one-time costs for vehicles. During a budget amendment in June, expenses increased for the addition of a Deputy Fire Marshall position, consulting support for Planning, two more Inspections positions, and a large one-time cost for a police investigation. The amendment included one-time costs for overtime and operations related to February Winter Storm Uri as well. Approximately 73% of all divisions in the fund are projected to finish the year under budget. General government contracts are projected as higher than budgeted due to the city-wide vacancy factor savings being budgeted this cost center, while the actual savings from open positions are realized in the cost centers where the employees work. Total fund balance is projected to be $21.5 million as of September 30, 2021. This is greater than the contingency reserve policy requirement of $12.6 million. The projected available fund balance after accounting for the FY2021 contingency, the FY2021 benefit payout reserve of $340,000, and the Economic Stability Reserve of $1.5 million leads to an available balance of $7.1 million. 56 FISCAL YEAR 2022 Budgeted revenues total $90.8 million, an increase of 3.4% over FY2021 projections. The chart to the right identifies General Fund revenues by source. Property tax revenue is budgeted at $17.1 million, with a $1.1 million, or 6.9% increase over prior year projections. This increase is due to an average 15.4% increase in existing values as well as approximately $600 million in new property. The proposed property tax rate is 40.1 cents per $100 of valuation, a decrease from the current rate of 41.8 cents. This rate is split between 16.1319 cents for Operations and Maintenance and 23.9681 cents for general debt service. In May 2021, the voters approved a $90 million Mobility Bond. The impact of the bonds is included on the debt service side of the tax rate. Council voted to increase the homestead exemption to provide some taxpayer relief. The new exemption is $5,000 or 3% of appraised value, whichever is greater. The effect of this is to lower tax revenues by $370,000. Sales tax revenue is budgeted slightly below $24 million, an increase of 4.5% over 2021 projections. This reflects anticipated city and business growth in 2022 while remaining somewhat conservative given the volatility of sales tax. Staff continues to evaluate monthly sales tax receipt impacts related to the pandemic. Environmental Services revenue totals $10.6 million in FY2021, an increase of 2.9% over FY2021 projections. A rate increase of $1.80 per month for Tier II MUD residents outside city limits is anticipated with the new contract currently under negotiation. Services will increase to include yard trimmings and bulky collections. The rate increase will take effect on October 1, 2021. Utility Payment in Lieu of Taxes (PILOT) revenue is budgeted to be $8.9 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. For the past few years, the Electric PILOT has been held at an artificial cap to provide savings in Electric while the fund balance recovers. The FY2022 Electric PILOT is budgeted at $4.8 million, slightly above FY2021 projections. Given the Electric Fund’s improved financial stability, the cap may no longer be necessary. Development related fees are budgeted to follow FY2021 projections. Planning revenues are budgeted at $2 million. Permit revenues are budgeted at $4.8 million. Planning and Permitting fees, as well as other fees collected in the General Fund via credit card will be increased approximately 3% over the coming year. This increased fee revenue will offset approximately $500,000 in credit card fee expenses from increased online collections. Budgeted expenditures total $94.2 million, an increase of 7.7% over FY2021 projections. Since actual revenues in FY2021 were very healthy and economic growth continued in spite of the pandemic, various budget reductions and frozen positions from the prior year are reinstated in the FY2022 base budget. These reinstatements include training, equipment and supplies across various departments, as well as $500,000 in street maintenance. Additional increases to the base budget include full year funding for the ongoing costs added in the FY2021 January and June budget amendments. These included positions in the Fire, Inspections, Planning and Street departments. Other base budget increases include resources for Household Hazardous Waste collection, and consulting services for Planning. The base budget also includes increases to ongoing costs of providing merit, market, health and retirement benefits for all employees. Decreases to the base budget include a $200,000 reduction in public transit services, which represents a transition from fixed route service WWW.GEORGETOWN.ORG FY2022 BUDGET to paratransit service only. Another reduction is the elimination of the Court Supervisor position, as overall caseload for the Court has declined for several years. The Joint Services allocation cost to the General Fund increased 25.9% over FY2021. Due to COVID-19, the City has seen a surge in online credit card payments by customers. Each of these payments has an associated credit card fee cost for the City. All of these fees are paid by the Joint Services Fund and recouped via the allocation. Planning and Inspections fee revenue is one of the largest segments of credit card fees which total $1.3 million citywide and are planned to be recouped through related development fee increases. Other cost drivers in the Joint Services Allocation are technology related expenses in Customer Care, engineering and development related expenses in Systems Engineering. The Information Technology Allocation to the General Fund also increased 20% over FY2021. This is primarily due to the need to recover the costs of the multi-year plan moving the Fiber network from the Electric Fund to the IT Fund. There are several enhancements proposed to the IT Fund as well that increase overall security for the City. Proposed enhancements include the following new positions, one-time expenditures, ongoing costs of requests 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 can be referenced at the end of this book. • Planning: • Unified Development Code (UDC) Diagnostic and Edit: With the adoption of the 2030 plan, the next step in implementing the vision of the city is an examination of the regulations that drive the type of development we receive in Georgetown. This diagnostic and rewrite are an opportunity to examine development process, development regulations such as density, zoning and subdivision, and approval criteria for development applications. This item received high prioritization in the Council goals session.  Proposed Ongoing: $0  Proposed One-time: $500,000  Proposed Total Cost: $500,000 • Subarea Demographic Update: The subarea profiles serve as the basis for making policy recommendations by understanding the housing diversity and choices currently available within various areas of Georgetown. In order to utilize this tool to the fullest and provide the community and decision makers the most accurate information, the subarea demographic information needs to be updated on a regular basis.  Proposed Ongoing: $0  Proposed One-time: $20,000  Proposed Total Cost: $20,000 • Future Land Use Map Update: The Southeast Quadrant of the City and ETJ has been one of the City’s fastest growing areas. As interest in development specifically occurs east of SH130 the future land use map needs to be re-examined. The current designation currently reflects a low density residential and rural residential designation. In advance of utility extensions in this area examining the density allowed within this fast growing area is essential to guiding growth in the manners that best reflects the vision of the city. 58 WWW.GEORGETOWN.ORG FY2022 BUDGET  Proposed Ongoing: $0  Proposed One-time: $100,000  Proposed Total Cost: $100,000 • Principal Planner and Engineering Tech: An additional Principal Planner and Engineering Tech will allow for supplementary technical and administrative support of the development process. The additional technical and administrative support will allow us to address higher workloads and improve development process efficiency. These positions will also create capacity to transition development engineering review from the System Engineering Department to the Planning Department. Additional funding for contract engineering review will also be budgeted.  Proposed Ongoing: $161,045  Proposed One-time: $0  Proposed Total Cost: $161,045 • Home Program Repair Increase: This enhancement brings total home repair program funding in the General Fund to $40,000. With the rising assessed home values, and the activities around the San Jose and TRG, small area plans, the Council desires to expand the availability of this program.  Proposed Ongoing: $15,000  Proposed One-time: $0  Proposed Total Cost: $15,000 • Library: • Library Electronic Materials: Utilization of downloadable materials continues to increase; Friends of the Library donate approximately $50,000 annually for Overdrive purchases. Requesting funds to meet baseline demands: purchase bestselling titles, fulfill patron requests, and manage reserves.  Proposed Ongoing: $63,000  Proposed One-time: $0  Proposed Total Cost: $63,000 • Restore Funding – Children’s Books: Population growth spurs continued need for new materials; this line was reduced by $12,000 several cycles ago, and has been supplemented by donations from the Friends of the Library and individual donations since then. Now the department is requesting additional funds to help maintain enough books to meet the demand.  Proposed Ongoing: $15,000  Proposed One-time: $0  Proposed Total Cost: $15,000 • Arts and Culture • Arts and Culture Coordinator: The City’s arts and culture efforts continue to grow within the downtown cultural district and across the rest of the City. This proposal would fund the incremental cost to upgrade the current coordinator position to full time to enhance programming and events.  Proposed Ongoing: $40,640 59 WWW.GEORGETOWN.ORG FY2022 BUDGET  Proposed One-time: $0  Proposed Total Cost: $40,640 • Parks • Parks and Recreation Manager: The Parks and Recreation Manager is an important position to ensure the success of new departmental policies and initiatives. This position will play a critical role in the success of the Resource Allocation Policy (Cost Recovery) and the implementation and management of accreditation with the Commission for Accreditation of Parks and Recreation Agencies. Additionally, it provides an organizational structure for retention of quality staff and for succession planning.  Proposed Ongoing: $84,101  Proposed One-time: $5,500  Proposed Total Cost: $89,601 • Fire Administration • Fire and Life Safety Specialist: Requesting a Fire Life and Safety Specialist to meet needs of the developing city, taking on underground inspections, assist with team workload, ability to inspect legacy buildings, and meet sustained construction demands. This position would also assist the team with scheduling, handling burn permits, and managing records and reporting.  Proposed Ongoing: $99,678  Proposed One-time: $58,000  Proposed Total Cost: $157,678 • Business Analyst: We are requesting a Business Analyst to help manage 41 software programs the Fire Department utilizes. Current software is not being fully utilized to its full potential, and thus staff is taking extra time doing things manually that could be leveraged by a system.  Proposed Ongoing: $97,393  Proposed One-time: $3,000  Proposed Total Cost: $100,393 • Logistics Coordinator: Currently there is a need for additional support with procurement process, asset tracking, and Texas Commission on Fire Protection compliance. Having a Logistics Coordinator will allow the Logistics Captain to utilize time on asset tracking and compliance.  Proposed Ongoing: $69,677  Proposed One-time: $3,000  Proposed Total Cost: $72,677 • Fire Station 5 Remodel: Requesting funds to remodel Fire Station 5 to add a separate storage area for equipment. This remodel will reduce cancer exposure, comply with national standards, reduce damage to fire gear, and standardize safety protocols in stations.  Proposed Ongoing: $0  Proposed One-time: $35,000  Proposed Total Cost: $35,000 60 WWW.GEORGETOWN.ORG FY2022 BUDGET • Fire Emergency Services • Fire Captain: Requesting to add a Training Officer position to manage leadership development, recruitment and retention and various fire academies. As the Fire department has seen significant growth in call volume and positions, a training officer is needed at this time. This is the cost to back fill the vacancy this creates in CC0422 Fire Emergency Services.  Proposed Ongoing: $118,585  Proposed One-time: $10,600  Proposed Total Cost: $129,185 • Firefighter Safety and Service Delivery (Attenuator): Requesting funding for an Attenuator, to improve the safety of Fire and Police staff, and significantly reduce cost of repairs and time that fire engines are out of service. The equipment is mounted to fire trucks and acts as a mobile crash cushion that protects public safety personnel working a scene, the vehicles at the scene and the passengers in the striking vehicle.  Proposed Ongoing: $4,360  Proposed One-time: $44,000  Proposed Total Cost: $48,360 • Fire EMS • Medical Supplies and Equipment: The department is requesting additional funds to cover medical upgrades as recommended by the Medical Director. These funds will help meet evolving standard of care requirements, EKG enhancement updates, provide portable oxygen vents and IV pumps, leverage hands- free compression units, and improve critical care unit transition.  Proposed Ongoing: $0  Proposed One-time: $100,226  Proposed Total Cost: $100,226 • Administrative Services • Assistant City Manager: The City Manager’s Office previously had three assistant city managers; however, there was a retirement two years ago and the funding for the position was put on hold. Given the growth in departments and services, the City recognizes a need to have the third Assistant City manager position filled again to support the organization and the Council goals. Thus this request is to restore funding for this position, as the position will decrease the number of direct reports under the current organizational structure for the current ACM’s and City Manager and in turn maximize the oversight of departments and strategic planning for the city. A Management Analyst position will be eliminated from the position count and the funding will go toward the third ACM. A net increase is therefore required to achieve full funding of $255,569.  Proposed Ongoing: $185,064  Proposed One-time: $3,000  Proposed Total Cost: $188,064 61 WWW.GEORGETOWN.ORG FY2022 BUDGET • Customer Service “311” Like System Project Consulting: During a workshop this summer, the Council directed staff to improve customer outage management response and to begin exploring the feasibility of expanding self-service customer options, such as a 311-like system. This funding is to hire a project manager to lead the feasibility analysis and develop options for implementation. Future ongoing costs will be brought back for review.  Proposed Ongoing: $0  Proposed One-time: $125,000  Proposed Total Cost: $125,000 • City Secretary • Open Records Request Coordinator: Open records requests continue to increase each year and put pressure on the one current staff position. Open Records Requests must be handled within 10 business days of receipt and it is challenging to keep up with the number of requests, some of which can be complex and time consuming to complete. The addition of this position would allow the two Open Records Coordinators to continue to manage the ORR requests, the vast majority of which are for police department records, which include accident reports and other information.  Proposed Ongoing: $55,052  Proposed One-time: $3,000  Proposed Total Cost: $58,052 • General Government Contracts • Public Safety Placeholder to Initiate K9 Program: There is a need to implement a K9 program in Georgetown. Georgetown is one of the few department’s 50-100k population that doesn’t maintain a K9 capability. A K9 program is first and foremost a force multiplier and officer safety mechanism. The mere presence of a K9 on scenes make officers safer. In addition, K9s assist in addressing drug related activity due to our city size and managing major transportation corridors such as IH35 and SH130. A K9 program is a best practice public safety tool for communities the size of Georgetown and improves the safety of officers. The Georgetown PD currently uses K9 resources from other cities when they are available, but there are significant limitations with this practice. The proposed program would include three police officers and three K9’s along with related vehicles and equipment. The full cost of program implementation is approximately $718k. Ongoing annual costs would include salary and benefits of one sergeant and two officers and approximately $30k in program specific costs such as pet food, animal care, equipment replacement, etc. The proposed plan will be establishing the program through a phased approach as we focus on the one-time costs for the program in FY22, totaling $300,000 for the year. FY2023 will be when the full program is rolled out with ongoing staff and K9 costs.  Proposed One Time FY22: $300,000  Proposed Implementation FY23: $418,000  Proposed Total Ongoing FY24: $317,000 • Public Safety Placeholder for Fire Staffing: Given the sustained vacancies within the fire department, and understanding there is a training and development requirements that delays when new hires can actually work fire shifts in full capacity, we propose implementing an over hire plan to help mitigate staffing 62 WWW.GEORGETOWN.ORG FY2022 BUDGET stresses and employee burnout. This plan will allocate $500,000 for the Fire department to hire additional qualified applicants to place in the academy and to use for overtime pay of current staff. This will allow the City to fill the pipeline of new staff as we continue to see turnover and vacancies and allow us to get caught up with our strength of force.  Proposed Ongoing: $500,000  Proposed One-time: $0  Proposed Total Cost: $500,000 • City Parking Study: City Council’s goal for downtown includes strategies related to parking improvements. In a July workshop, council discussed two specific strategies which include accelerating a site analysis for structured parking as well as a full master parking study for multi-year implementation. This study will begin later in the year, after the site analysis is complete.  Proposed Ongoing: $0  Proposed One-time: $350,000  Proposed Total Cost: $350,000 • Communications and Public Engagement • Website Content Specialist: The amount of content and information we share and update on the website each day is difficult to keep up with the size of the current team. The current an ad hoc approach, leads to unsustainable workload, as well as outdated, inaccurate, and inconsistent information and broken links. This position will focus on the website, to ensure our front door to the community is accurate, timely, and effective. This person will come on board toward the end of the contracted services listed below and will be responsible for maintaining the website going forward.  Proposed Ongoing: $82,184  Proposed One-time: $3,000  Proposed Total Cost: $85,184 • Contracted Website Redesign Services: Refresh, redesign, and reorganization of our public website. The last time we redesigned our website was in 2015, and its structure can lead to broken links and dated information that can be frustrating for citizens and others seeking information. This funding would modernize our website and implement a more sustainable model for timely updates.  Proposed Ongoing: $10,000  Proposed One-time: $70,000  Proposed Total Cost: $80,000 • Police Operations • 2 Additional Police Patrol Officers: Per the council’s direction during the July budget workshop, the city is including a request for the addition of two police patrol officer positions. Since 2011, calls for service have increased by 38% through 2019 and continue to rise. The more calls for service without additional staffing, results in less time the officers have to take pro-active measures such as traffic stops and neighborhood patrols. The Georgetown Police Department has partnered with a professor from the University of North Texas to study appropriate police staffing volume for a city the size of Georgetown. 63 WWW.GEORGETOWN.ORG FY2022 BUDGET This study considered 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, response times, visibility variables, and immediate availability. The most recent recommendation from this study in 2020 included at minimum an addition of 6 patrol officers over a five-year period.  Proposed Ongoing: $150,101  Proposed One-time: $52,600  Proposed Total Cost: $202,701 • Ammunition: The ammunition budget for the department has remained relatively unchanged over the last several years. Since 2010, the Police department significantly increased the amount of firearms training that is being conducted. Due to training demands and the inability to obtain ammunition inventory is critically low. As a result of supply and demand, ammunition costs are significantly higher and delivery times can be upwards of six months to a year. With the anticipation of the forthcoming range facility, changes to our firearms training plan, and the difficulty in obtaining ammunition due to the current market, we are requesting one-time funding to buy two years of ammunition in FY2022. This supply will be used during procurement shortages, and the ongoing increase will address increased costs and enhanced training.  Proposed Ongoing: $55,000  Proposed One-time: $90,000  Proposed Total Cost: $145,000 • Digital Forensics Hardware/Software: Without the proper equipment Police Department is not able to provide digital forensic support to our own investigators without outsourcing. Last year there were 24 cases that needed forensic support and outside resources. Currently, it is difficult to obtain outside agency support unless it is a major case such as a murder case. The proposed hardware and forensic software to support the current staff position will greatly increase the Police department’s internal capacity.  Proposed Ongoing: $80,260  Proposed One-time: $22,696  Proposed Total Cost: $102,956 • Police Records Specialist: The Police Records Unit is responsible for receiving, validating, organizing and maintaining all criminal and law enforcement records generated by members of the Georgetown Police Department, according to state law. Although the City and the Police Department have experienced exponential growth in the past decade, the Police Records Unit has not had a staffing increase since 2007. This new position would be instrumental in assisting to clear the backlog of court-ordered expunctions and sealings in order to be in compliance with those orders, and keep up with demand.  Proposed Ongoing: $59,802  Proposed One-time: $3,000  Proposed Total Cost: $62,802 • 2 Additional Dispatch Workstations: The proposed budget includes a $480,000 service level increase to add a radio console to existing Computer Automated Dispatch stations, plus two additional, fully functioning workstations. Currently the city owns five workstations that are being utilized by staff every day all day. Backups are needed to cover system outages and increases in call volumes. We have not added 64 WWW.GEORGETOWN.ORG FY2022 BUDGET any CAD workstations since Dispatch was moved in 2008. In that time, the city population has almost doubled and call volume has doubled.  Proposed Ongoing: $53,000  Proposed One-time: $480,000  Proposed Total Cost: $533,000 • CTRS Transport Van: This request is in support of the Central Texas Regional SWAT Team for a deployment vehicle (special purpose van). Currently, the team only has one vehicle supplied by Cedar Park that is end of life and is due for replacement. Cedar Park has plans to replace this vehicle; however, the time frame of replacement is unknown. A second vehicle is both needed and required due to the size of the team (over 20 operators) and the ability to deploy to more than one incident simultaneously. This is a critical need for the regional team, as the team has gone from 7 operations lead in 2015 to 30 operations lead in 2020.  Proposed Ongoing: $3,485  Proposed One-time: $58,070  Proposed Total Cost: $61,555 • CTRS Budget Increase: This request is to increase funds to address current equipment needs while working towards the requirements of establishing a DHS FEMA Type II SWAT designation. This designation is supported by the National Tactical Officer’s Association (NTOA) and is centered on best practices regarding manpower, equipment, training, and capability. Currently, Georgetown provides the lowest financial support to the team compared to surrounding cities. Over the last two years the Police department spent over $30,000 in seized funds to help offset equipment needs.  Proposed Ongoing: $25,000  Proposed One-time: $0  Proposed Total Cost: $25,000 • Administrative Assistant: The last addition to the administrative staff of the Police Department occurred in 1998. Since 2009, the Police Department has struggled to operate with only two administrative staff positions. In 2017 the other administrative staff position was converted to Public Safety Public Information Coordinator, leaving only one Executive Assistant. Currently, the Executive Assistance spends 70% of her time engaged in financial system processing, 20% in administrative duties, and less than 10% in support of the Office of the Chief. This requested position would be responsible for processing invoices, processing travel and training requests and expenses, administrate overtime billing for part-time assignments, planning for special events, and other administrative work.  Proposed Ongoing: $64,679  Proposed One-time: $3,000  Proposed Total Cost: $67,679 • Criminal Investigations Detective: Currently, the Criminal Investigations Division has operated with one lieutenant, one sergeant, one computer forensic detective, and five detectives who work cases. This is essentially the same staffing level the Division had in 2011. From 2011 to 2020, the caseload increased 53%. In 2020, each of the five detectives averaged approximately 29 cases per month. This is up from 20 cases per month in 2019. We are requesting additional staff to allow teams to have adequate time to investigate and deliver quality customer service to victims in the form of justice. 65 WWW.GEORGETOWN.ORG FY2022 BUDGET  Proposed Ongoing: $85,933  Proposed One-time: $88,242  Proposed Total Cost: $174,175 • Department Physical Exams: The Police department would like to add the ability to offer annual physicals specific to our profession, similar to the fire department, which boost the health and wellness of the Georgetown Police Department. The physicals are $700-$800 per officer per year.  Proposed Ongoing: $0  Proposed One-time: $72,800  Proposed Total Cost: $72,800 • Public Works: • Overall Transportation Plan Amendment (OTP): The current OTP was adopted in 2015, using transportation and land use assumptions from 2008. In 2020, the City adopted a new Comprehensive Plan, which has new land use assumptions, and the new Comp Plan should guide the Overall Transportation Plan Amendment. The updated OTP will also coordinate with county and state transportation planning efforts.  Proposed Ongoing: $0  Proposed One-time: $400,000  Proposed Total Cost: $400,000 • Williams Drive Access Management Study: The City of Georgetown approved the Williams Drive Study in 2017. A key component of the Williams Drive Study was an access management plan for Williams Drive. The City worked with the Capital Area Metropolitan Planning Organization (CAMPO) to put the Access Management Plan on the County Transportation Initiatives List (TIP) and identify funding for the plan.  Proposed Ongoing: $0  Proposed One-time: $105,000  Proposed Total Cost: $105,000 • Streets: • Public Works Assistant Director: The Public Works department has a wide range of responsibilities. The lack of depth in the Department becomes problematic when a vacancy, absence or emergency occurs, sometimes resulting in limited supervision of staff. Adding an Assistant Director position to directly oversee daily maintenance activities will provide increased communication between upper management and frontline workers, increase efficiency, and provide greater employee accountability and within the department.  Proposed Ongoing: $106,141  Proposed One-time: $38,000  Proposed Total Cost: $144,141 • Pavement Condition Index Assessment: Every 3 years the City of Georgetown conducts a study of the condition of all of the city's streets. This study consists of a highly specialized van driving virtually every 66 WWW.GEORGETOWN.ORG FY2022 BUDGET mile of city street and gathering detailed information on overall pavement condition - cracking, potholes, ride quality, roughness, rutting, raveling, and appearance. The data obtained is used to generate individual scores for each street and an overall pavement condition index (PCI) score for the city. Those scores are then used to develop a street maintenance master plan detailing recommended maintenance measures. The department then uses the results as the basis for each year's recommended CIP Street Maintenance Program.  Proposed Ongoing: $0  Proposed One-time: $500,000  Proposed Total Cost: $500,000 The total proposed enhancements include $3.5 million of one-time expenses and $2.5 million of ongoing expenses. Total fund balance is projected to be $18.1 million as of September 30, 2022. This includes a 90-day contingency of $15.8 million, a Benefit Payout Reserve of $340,000 for tenured employees who retire or leave the city, and an Economic Stability Reserve of $1.5 million. 67 FUND SCHEDULE General Fund 12/16/21 2:00 PM FY2020 FY2021 FY2022 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 14,441,292 21,196,610 21,196,610 21,533,929 21,533,929 Revenue 40001:Property Taxes 15,060,590 15,976,505 15,996,505 17,100,000 - 17,100,000 40002:Sales Taxes 19,108,465 18,576,250 22,924,375 23,955,859 - 23,955,859 40005:Franchise Taxes 5,757,843 6,255,270 6,182,563 6,266,830 - 6,266,830 40008:Other Taxes 399,896 400,000 410,000 420,000 - 420,000 41001:Fines 298,524 328,392 290,600 311,150 - 311,150 41002:Penalties 64,989 60,000 70,000 85,000 - 85,000 42001:Interest Income 244,164 75,000 87,429 80,000 - 80,000 43001:Fees 7,099,793 7,028,184 6,876,306 7,759,834 562,000 8,321,834 43002:Garbage Charges 10,086,812 10,151,764 10,300,000 10,600,000 - 10,600,000 43003:Permits 3,435,816 4,317,750 4,880,250 4,849,750 - 4,849,750 43004:Administrative Charges 2,717,730 3,396,447 3,396,447 2,721,543 - 2,721,543 43005:Rental Revenue 110,711 148,140 125,947 54,040 - 54,040 44001:Grant Revenue 1,322,553 679,884 500,000 185,000 - 185,000 44501:Contribution Revenue 150,000 - - - - - 44502:Developer Contributions 3,217 423,112 423,332 - - - 44503:Interlocal Agreement Revenue 4,021,598 5,091,091 5,091,092 5,700,557 - 5,700,557 44504:Donations 19,400 - - - - - 45001:Misc Revenue 122,015 871,955 804,049 855,935 - 855,935 45003:Misc Reimbursements 872 - - - - - 70001:Transfers In 373,100 995,302 995,302 394,222 - 394,222 70002:Transfers In - PILOT 8,503,933 8,431,375 8,460,467 8,871,270 - 8,871,270 Revenue Total 78,902,022 83,206,421 87,814,662 90,210,990 562,000 90,772,990 Expense City of Georgetown (Only) 1,594,076 - - - - - CC0001 Non-Departmental 470,654 1,654,691 6,357,848 1,097,635 140,000 1,237,635 CC0107 Planning 1,610,633 1,978,054 1,903,216 2,236,909 806,769 3,043,678 CC0202 Parks Administration 591,379 662,887 643,407 734,701 - 734,701 CC0210 Library 2,681,203 2,837,904 2,852,883 3,217,247 78,000 3,295,247 CC0211 Parks 2,429,923 2,727,414 2,640,698 2,854,499 110,813 2,965,312 CC0212 Recreation 2,598,871 2,899,381 2,870,088 3,375,943 2,000 3,377,943 CC0213 Tennis Center 348,257 442,917 421,451 509,912 3,000 512,912 CC0214 Recreation Programs 779,157 1,251,370 1,093,594 1,293,625 - 1,293,625 CC0215 Garey Park 799,875 982,022 974,873 1,062,450 1,456 1,063,906 CC0218 Arts and Culture 44,405 57,857 57,857 94,842 54,500 149,342 CC0316 Municipal Court 550,120 585,123 556,709 616,073 - 616,073 CC0402 Fire Support Services/Administration 3,208,224 4,348,592 3,795,965 4,344,855 304,520 4,649,375 CC0422 Fire Emergency Services 13,556,473 15,953,391 15,961,522 16,833,900 238,702 17,072,602 CC0448 EMS 2,314,746 2,580,541 3,063,614 3,517,720 100,226 3,617,946 CC0533 Environmental Services 8,450,680 9,662,924 9,666,349 9,707,764 - 9,707,764 CC0536 Inspection Services 1,268,129 1,547,913 1,439,273 1,769,388 - 1,769,388 CC0602 Administrative Services 1,677,740 1,893,936 1,921,512 1,944,991 310,226 2,255,217 CC0605 Community Services 238,102 353,889 359,411 400,264 - 400,264 CC0634 City Council Services 149,260 185,734 190,992 200,570 5,000 205,570 CC0635 City Secretary Services 714,556 1,009,772 988,578 1,099,582 55,052 1,154,634 CC0638 General Government Contracts 4,202,640 4,774,808 5,529,569 4,599,105 1,150,000 5,749,105 CC0655 Communications/Public Engagement 490,342 844,604 825,151 916,128 162,346 1,078,475 CC0702 Police Administration 2,387,825 2,567,848 2,565,917 2,808,905 685 2,809,590 CC0742 Police Operations 12,947,788 14,669,105 14,508,770 15,924,278 1,289,458 17,213,737 CC0744 Animal Services 887,000 1,106,702 1,046,689 1,231,600 - 1,231,600 CC0745 Code Compliance 405,933 562,740 520,890 586,606 11,615 598,221 CC0802 Public Works 1,025,296 1,705,914 1,632,799 1,477,576 505,000 1,982,576 CC0846 Streets 3,723,522 3,137,149 3,082,495 3,776,812 681,286 4,458,098 Expense Total 72,146,704 82,985,180 87,477,342 88,233,882 6,010,655 94,244,537 Ending Fund Balance 21,196,610 21,417,850 21,533,929 23,511,037 (5,448,655) 18,062,383 Reserves AFR Adjustment - - - - - - Benefit Payout Reserve 340,000 340,000 340,000 340,000 - 340,000 Contingency Reserve 11,414,340 12,626,752 12,626,752 12,626,752 3,197,503.0 15,824,255 Economic Stability Reserve 1,480,283 1,467,563 1,467,563 1,467,563 - 1,467,563 Reserves Total 13,234,623 14,434,315 14,434,315 14,434,315 3,197,503 17,631,818 THIS PAGE INTENTIONALLY LEFT BLANK. 69 Mission Statement: 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 . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T ADMINISTRATIVE SERVICES 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. FY2021 Major Accomplishments ·Coordinated the development of a mobility bond referendum that was ultimately approved by voters in May 2021. ·Led the study and implementation of transportation impact fees to allow growth to help directly fund new mobility improvements. ·Provided support to the Council in the review of the City’s charter. ·Continued to provide oversight to improve the financial and operational processes for the Electric Fund. ·Coordinated the response to Winter Storm Uri, to restore utility services to residents as soon as possible and provide enhanced, after storm clean up services. FY2022 Major Goals ·Support the Council’s Strategic Goals and implement work plans to address Council’s Spring 2021 strategic goals. ·Improve resident awareness of City programs and services by development of a civic leadership academy. ·Review boards and commissions agendas to streamline approval processes and reduce administrative burden. ·Provide technical support and a funding strategy for the Council’s decision on the location of a downtown parking garage. ·Continue to foster partnerships with other local, regional and state agencies as well as the private sector to ensure quality growth and development. A D M I N I S T R A T I V E S E R V I C E S : 1 0 .0 0 F T E S C I T Y S E C R E T A R Y A D M I N I S T R A T I V E S E R V I C E S L E G A L C I T Y C O U N C I L 70 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: ADMINISTRATIVE SERVICES The Administrative Services Department is projected to finish FY2021 1.5% above budget. The FY2022 Budget increased 17.4% relative to FY2021 projections. This includes an additional $188,064 to add a third Assistant City Manager position to meet the city's continued growth in departments and services and to maximize the oversight of departments and strategic planning for the city. PERFORMANCE MANAGEMENT HIGHLIGHT City management monitors the Performance Management Program and oversees 35 different service areas. 100% of service areas have finalized their mission statements and have at least two strategic goals. 100% of service areas currently have tracking measures defined for all strategic goals. In 2020, the Business Planning was introduced to all departments. Each department completed a SWOT Analysis and developed action plans for the upcoming year. 71 Mission Statement : Serve our community , act with passion . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T ANIMAL SERVICES Animal Services protects the health and safety of the residents in Georgetown from animal nuisances and dangers, while promoting animal welfare in our community. FY2021 Major Accomplishments ·Achieved “No Kill” (less than 10% euthanasia rate) status for the seventh consecutive year, with a 95.7% live release rate. ·Recruited and hired a part-time veterinarian to improve the quality and continuity of medical care for the shelter animals. ·Improved the housing conditions of our shelter dogs through the installation of air conditioning in the dog kennels. ·Decreased the average length of stay of shelter animals from 14.35 days to 9.95 days, measured over a 12-month rolling period. ·Established a partnership with Emancipet to participate in their voucher program to provide free vaccines, spays or neuters to families identified as in need of assistance and to host their mobile vaccine and surgery clinics in the City of Georgetown. FY2022 Major Goals ·Improve the housing conditions of our shelter cats through the installation of exhaust fans. ·Continue with facilities improvements, including expanded kennel capacity, replacement of drain grates, and the installation of new floors in high animal traffic areas. ·Provide low-cost options for pet owners to improve pet health and increase return to owner percentages. ·Improve city-wide education and compliance with animal licensing for enhanced public safety and rabies control. ·Grow our volunteer base through targeted recruitment efforts and improved workflow provided using Better Impact to support the shelter’s needs. A N I M A L S E R V I C E S : 1 2 .0 0 F T E S C O M M S E R V I C E S & E M E R G E N C Y M A N A G E M E N T A N I M A L S E R V I C E S C O M M U N I T Y S E R V I C E S C O D E C O M P L I A N C E 72 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: ANIMAL SERVICES The Animal Services Department is projected to finish FY2021 5.4% below budget. The FY2022 Budget increased 17.7% relative to FY2021 projections. The department had significant vacancy savings in FY2021 that contribute to this increase. $4,500 was also added to the department's base budget for rabies vaccine to ensure the safety of animal control staff. PERFORMANCE MANAGEMENT HIGHLIGHT 73 Mission Statement : A caring community honoring our past and innovating for the future CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T CITY COUNCIL 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. FY2021 Major Accomplishments ·Developed and updated Council goals through a collaborative process, which provides a work plan for city management. ·Developed and updated policies and procedures to effectively provide safety and continued service delivery through the COVID19 pandemic. ·Created a mobility bond committee, which led to a transportation bond referendum that was adopted by the voters in May 2021. ·Provided a funding strategy to address the $48 million impact to energy costs due to the ERCOT market failure during Winter Storm Uri, which allowed existing electric rates to amortize this cost over 10 years. FY2022 Major Goals ·Review and update Council goals in Fall 2021 to provide continued consensus on policy and work planning for FY22. ·Review and implement the redistricting process needed due to the 2020 Census. ·Review boards and commissions mission and purpose to streamline approval processes and reduce administrative burden. ·Review sites and funding strategies for a potential city owned parking structure in Downtown to direct next steps on parking. ·Review Historic Housing Tax Credit options. C I T Y C O U N C I L : 1 M A Y O R & 7 C O U N C I L M E M B E R S C I T Y S E C R E T A R Y A D M I N I S T R A T I V E S E R V I C E S L E G A L C I T Y C O U N C I L 74 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: CITY COUNCIL The City Council Services Department is projected to finish FY2021 2.8% above budget. The FY2022 Budget increased 7.6% relative to FY2021 projections. This includes an additional $5,000 for a Council Goals Facilitator consultant. 75 C I T Y S E C R E T A R Y Mission Statement : To provide service to the City Council , the public , and staff by facilitating compliance & improving processes , while preserving history . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T CITY SECRETARY The City Secretary’s office oversees the preparation of City Council agenda packets and ensures compliance with the State Open Meetings Act. FY2021 Major Accomplishments ·Achieved 100% completion of the 2021 Annual RM Training by all departmental liaisons. ·Completed the Arrest Records Project. ·Completed the Records Management Departmental Surveys. ·Completed the City Secretary File Room Project. ·Conducted advanced cross training with City Sec Staff. ·Updated the City’s online Open Records: Public Information Center to include an Online Records Search feature on the home page. ·Implemented online deflections in GovQA (see attached usage report. Please note the information is from 10/1/2020-current). ·Conducted annual open records training for City Staff. FY2022 Major Goals ·Strive for continuous improvement of the RM program (digital transformation, records and information process improvements, ensure 100% compliance). ·Continue projects identified during the Records Management Departmental Survey. ·Continue to strive to have our Records Management Program recognized for excellence on national and international records and information management platforms. ·Continue to increase the City of Georgetown’s digital presence and facilitate digital transformation. ·Continue to look for ways to improve processes (citizens and COG staff). C I T Y S E C R E T A R Y : 7 .0 0 F T E S A D M I N I S T R A T I V E S E R V I C E S L E G A L C I T Y C O U N C I L 76 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: CITY SECRETARY The City Secretary Department is projected to finish FY2021 2.1% below budget. The FY2022 Budget increased 16.8% relative to FY2021 projections. This includes an additional $58,052 to add a Open Records Request Coordinator. The addition of this position will help the City Secretary Department handle the continual increase of open records requests. PERFORMANCE MANAGEMENT HIGHLIGHT 77 C O M M S E R V I C E S & E M E R G E N C Y M A N A G E M E N T A N I M A L S E R V I C E S C O M M U N I T Y S E R V I C E S Mission Statement: 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. CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T CODE COMPLIANCE Code Enforcement monitors existing property for continued compliance with fire, building, and nuisance development codes and ordinances. FY2021 Major Accomplishments ·Implemented a “Step” advancement program to further the professional growth and development of, and increase the retention of Code Compliance Officers. ·Trained and integrated three new Code Compliance Officers. ·Implemented MyPermitNow “Solution Center” Code Compliance software. ·Updated Code Compliance webpage with current Mission Statement, and improved education delivery to the public. ·Streamlined court case submission process to minimize case rejections/returns for correction. ·Completed a comprehensive 2-day Code Enforcement Officer Survival training. FY2022 Major Goals ·Achieve Step-Level 1 or greater for all Code Officers. ·Convert one Code Compliance Officer position to a Field Supervisor position. ·Implement new “Bandit Sign” GIS map with Smartphone upload application. ·Continue to revise nuisance ordinances to ensure alignment with State law and best practices. ·Continue to increase Code Compliance’s participation in community events and presence with neighborhood associations. ·Explore process for accreditation through the American Association of Code Enforcement. ·Complete all SOP/SOGs in draft status and update all outdated SOP/SOGs. C O D E C O M P L I A N C E : 6 .0 0 F T E S C O D E C O M P L I A N C E 78 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: CODE COMPLIANCE The Code Compliance Department is projected to finish FY2021 7.4% below budget. The FY2022 Budget increased 14.8% relative to FY2021 projections. This includes an additional $11,615 for a Code Compliance Field Supervisor Reclass. Other contributing factors include the monthly cost for the Code module of My Permit Now, as well as market and merit increases, PERFORMANCE MANAGEMENT HIGHLIGHT 79 C O M M U N I C A T I O N S & P U B L I C E N G A G E M E N T Mission Statement: To share stories that serve as catalysts for connections, while promoting and taking care of the identity of the City . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T COMMUNICATIONS & PUBLIC ENGAGEMENT Communications provides content and information for City websites, social media sites, YouTube sites , the City Reporter resident newsletter and other mediums . FY2021 Major Accomplishments ·Completed the branding project for the City, including updating our logo use guidelines, developing templates, and creating brand look, feel, and voice standards. This work will inform future projects, including hiring a communications firm for crisis management and the website redesign. ·Managed emergency communications during and after Winter Storm Uri, including writing content, updating the website, sending out news releases, posting to social media, responding to reporter questions, and monitoring and responding to comments and messages on social media. In 11 days, we sent out 15 news releases, and our 352 posts had a combined reach of more than 1.7 million. · FY2022 Major Goals ·Hire a website content specialist, a new position that will lead the website transition and take ownership over website content and strategy. ·Lead RFP and project to build and transition to a new City website. ·Purchase a social listening tool to improve our ability to post, track, respond, and adjust messaging on social media platforms and a public engagement tool to enhance our ability to interact with and engage residents. ·Create standards and processes for options to have hybrid/live town halls. ·Develop mandatory, Citywide training for communications and the social media policy; targeted trainings will be provided to additional stakeholders. C O M M U N I C A T I O N S A N D P U B L I C E N G A G E M E N T : 6 .0 0 F T E S 80 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: COMMUNICATIONS AND PUBLIC ENGAGEMENT The Communications and Public Engagement Department is projected to finish FY2021 2.3% below budget. The FY2022 Budget increased 30.7% relative to FY2021 projections. This includes an additional $85,184 to hire a Website Content Specialist who will be responsible for maintaining the city website. Also included is $80,000 for Contracted Website Redesign Services to modernize the city website and implement a more sustainable model for timely updates. PERFORMANCE MANAGEMENT HIGHLIGHT 81 Mission Statement : Foster a lifestyle of preparedness and be a champion of resiliency . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T COMMUNITY SERVICES The Community Services Department oversees Animal Services , Code Compliance, and Emergency Management Operations . FY2021 Major Accomplishments ·Completed a draft to update the hazard mitigation action plan and submitted to the State for review. ·Responded to Winter Storm URI and conducted an after-action review related to the city’s response to the disaster. ·Completed an extensive maintenance and repair project to improve functionality of the outdoor warning siren system. ·Continued virtual EOC for COVID-19 response and provided weekly reports on COVID-19 data within the City and County. FY2022 Major Goals ·Facilitate completion of action items identified in the Winter Storm Uri after-action review. ·Begin efforts to develop department-specific continuity of operations plans (COOPs), update the emergency operations plan, and threat- specific responses. ·Update emergency management website to better connect community with resources. ·Rebuild and train the Preparedness Committee. ·Develop multi-year training and exercise plan and explore process to rollout citywide emergency management training program for employees. C O M M U N I T Y S E R V I C E S & E M E R G E N C Y M A N A G E M E N T : 2 .0 0 F T E S C O M M S E R V I C E S & E M E R G E N C Y M A N A G E M E N T A N I M A L S E R V I C E S C O M M U N I T Y S E R V I C E S C O D E C O M P L I A N C E 82 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: COMMUNITY SERVICES The Community Services Department is projected to finish FY2021 1.6% below budget. The FY2022 Budget increased 11.4% relative to FY2021 projections. $5,00 for outdoor warning siren maintenance was added to the department's base budget. Other contributing factors include an increase for market and merit raises. 83 F A C I L I T I E S P U B L I C W O R K S Mission Statement: Provide exceptional and friendly service at competitive prices while guiding the transformation from traditional solid water services to a circular economy CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T ENVIRONMENTAL SERVICES Solid Waste and Recycling Services provides curbside collection and disposal services for solid waste, recycling , and yard trimming . These services are provided through an outsourced services contract with a third party provider. FY2021 Major Accomplishments ·Completed the A3 illegal dumping process. ·Completed and implemented the new TDS contract. ·Completed the HHW RFP and City guidelines. ·Completed and implemented the UMAX upgrade for MUD pricing. ·Completed education programs for schools. FY2022 Major Goals ·Conduct a Citywide Cost of Service Study. ·Update the Transfer Station Operations Manuel. ·Have four HHW collections. ·Have two Neighborhood cleanups. ·Have two downtown waste audits. ·Have two recycling participation counts. ·Have one community impact initiative. ·Maintain City programs such as: yard trimmings, medication kiosk, battery recycling, Christmas tree and lights, recycling etc. E N V I R O N M E N T A L S E R V I C E S : 0 .0 0 F T E S A I R P O R T P U B L I C W O R K S & S T R E E T S E N V I R O N M E N T A L S E R V I C E S S T O R M W A T E R 84 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: ENVIRONMENTAL SERVICES The Environmental Services Department is projected to finish FY2021 on budget. The FY2022 Budget increased 0.4% relative to FY2021 projections. This includes $50,000 added to the department's base budget to provide further resources for Household Hazardous Waste collections. PERFORMANCE MANAGEMENT HIGHLIGHT 85 F I R E S U P P O R T S E R V I C E S F I R E Mission Statement: Our mission is to prepare, prevent , protect , and provide professional services to the City of Georgetown and surrounding region. CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T FIRE AND EMS 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 . FY2021 Major Accomplishments ·Integrated and began operations of fire stations 6 and 7. ·Expanded officer development curriculum for improved leadership, interactions, and culture. ·Enhanced quality assurance/quality improvement program through the establishment of the promoted paramedic (paramedic II) position. ·Expanded and diversified the hiring and recruitment process. ·Completed transition to Image Trend for record management software. ·Expanded Fire & Life Safety Division to keep up with city-wide growth. ·Worked to overcome major obstacles and continue to provide excellence service to our citizens during Winter Storm Uri. FY2022 Major Goals ·Complete Center for Public Safety Excellence (CPSE) accreditation process. ·Hire business systems analyst to assist with all business programs, processes, and data analysis. ·Hire logistics coordinator to assist with data entry, Workday processes, and inventory. ·Integrate mentorship program to equip new firefighters with the skills and knowledge required to be successful. ·Expand the number of paramedics in the department by partnering with an accredited paramedic program. ·Implement new company officer development program. F I R E A N D E M S : 1 6 2 .0 0 F T E S F I R E E M E R G E N C Y S E R V I C E S E M E R G E N C Y M E D I C A L S E R V I C E S 86 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: FIRE AND EMS The Fire and EMS Department is projected to finish FY2021 0.3% below budget. The FY2022 Budget increased 9.7% relative to FY2021 projections. This includes an additional $129,185 to add a Training Officer position and $100,226 for Medical Supplies and Equipment to help the Fire and EMS department handle the significant growth in call volume and meet the evolving standards of care requirements. PERFORMANCE MANAGEMENT HIGHLIGHT 87 I N S P E C T I O N S E R V I C E S Mission Statement : To provide exceptional service to all customers by sharing our knowledge and expertise to protect their health, safety , and investments . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T INSPECTION SERVICES 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. FY2021 Major Accomplishments ·Started new processes with different departments to help with work flow. ·Maintained turnaround times on plan reviews despite the massive growth we experienced. ·Continued to provide next day inspections for the most part despite massive growth. FY2022 Major Goals ·Continue to work on new processes to help create a free-flowing process. ·Continue training staff to stay up with the ever- changing trends in the construction industry. ·Continue training staff to accomplish the goal of creating a full combo inspector. ·Continue training staff to decrease turnaround time on some permits. I N S P E C T I O N S E R V I C E S : 1 9 .0 0 F T E S 88 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: INSPECTION SERVICES The Inspection Services Department is projected to finish FY2021 7.0% below budget. The FY2022 Budget increased 22.9% relative to FY2021 projections. This includes a Permit Technician and Building Plans Examiner to help support the City's increased demand for permits and plan reviews. PERFORMANCE MANAGEMENT HIGHLIGHT 89 L I B R A R Y Mission Statement : The Georgetown Public Library engages , enlightens , and empowers the community . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T LIBRARY AND ARTS & CULTURE The Georgetown Library houses and administers a collection of more than 113,000 items, including books , magazines, foreign language resources , and reference materials. FY2021 Major Accomplishments ·Reinstated traditional library services in the wake of the COVID-19 pandemic. ·Increased home delivery services using new outreach services van. ·Increased use of ebooks, downloadable audiobooks, and other electronic resources. ·Implemented public-use Chromebooks system. ·Implemented outdoor children’s programming in Chautauqua Park and in Forest Street alleyway between the Library and the Historic Light and Water Works buildings. FY2022 Major Goals ·Develop a complete annual suite of outdoor program offerings for Forest Street alleyway. ·Increase availability of downloadable ebooks, audiobooks, and other electronic resources. ·Recruit a proprietor and reopen the Library café. L I B R A R Y A N D A R T S A N D C U L T U R E : 6 .0 0 F T E S 90 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: LIBRARY AND ARTS AND CULTURE The Library and Arts and Culture Department is projected to finish FY2021 0.5% above budget. The FY2022 Budget increased 19.8% relative to FY2021 projections. This includes an additional $63,000 to expand the Library's Electronic Materials and $40,640 to fund the incremental cost to upgrade the current Art and Culture Coordinator position to full time to enhance programming and events. PERFORMANCE MANAGEMENT HIGHLIGHT 91 F I N A N C E A D M I N I S T R A T I O N P U R C H A S I N G M U N I C I P A L C O U R T A C C O U N T I N G F L E E T F I N A N C E Mission Statement : To build trust by providing quality service that is timely , consistent , and accurate . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T MUNICIPAL COURT Municipal Court oversees the judicial processing of Class C misdemeanors in the City . FY2021 Major Accomplishments ·Provided support to the Texas Municipal Courts Education Center for the annual Teen Court Planning Seminar in order to provide participants with tools to start or enhance a teen court program. ·Implemented a drive-through set-up for compliance eligible cases, improving efficiency for customers and Police officers. ·Maintained performance results greater than 95% on the Access and Fairness Survey. ·Improved clearance rate of outgoing cases back to >100% to ensure cases were being processed timely. ·Eliminated backlog of outstanding cases due to Covid-19. ·Reduced docket benchmark for Arraignment hearings back to 30 days. FY2022 Major Goals ·Review and update processes and judicial standing orders to improve efficiency. ·Cross-train across all staff positions to ensure continuing coverage and timely processing of cases. ·Maintain accuracy of case file audit at 100%. ·Increase participation and successful completion of Teen Court program to >86%. ·Maintain clearance rate of cases >100% to ensure cases are being processed timely. ·Safely transition back to in-person court hearings. ·Upgrade court software to the cloud for improved flexibility and efficiency. ·Implement additional technology features to move the Court towards a completely paperless environment. M U N I C I P A L C O U R T : 5 .5 0 F T E S 92 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: MUNICIPAL COURT The Municipal Court is projected to finish FY2021 4.9% below budget. The FY2022 Budget increased 10.7% relative to FY2021 projections. This includes an increase in technology allocation, as well as market and merit raises. PERFORMANCE MANAGEMENT HIGHLIGHT 93 P A R K S P A R K S A D M I N I S T R A T I O N G A R E Y P A R K P A R K S Mission Statement : To take pride in creating and preserving outdoor spaces for the enjoyment of everyone . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T PARKS, PARKS ADMIN, & GAREY PARK 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. FY2021 Major Accomplishments ·Continued ADA improvements in parks and along trails. ·Completed demolition of Tennis Center Pool. ·Began Parks and Recreation Master Plan. ·Completed design of South San Gabriel River Trail at Wolf Crossing. ·Completed design of Heritage Gardens. ·Completed arbor care and park irrigation annual service contracts. ·Promoted parks with social media campaigns. ·Began community input for University Park renovations. ·Completed equestrian obstacle course at Garey Park. ·Maintained greater than 85% customer satisfaction for park use. FY2022 Major Goals ·Complete Parks and Recreation Master Plan. ·Host 4th annual Arbor Day Tree adoption which provides 400 trees to residents ·Complete landscape maintenance service contract for parks and cemeteries. ·Complete construction of undeveloped parks utilizing parkland dedication funding. ·Complete hike and trail extension at Wolf Crossing. ·Implement work order system for park maintenance. ·Complete design of phase three of San Gabriel Park. ·Acquire land for a southeast community park. ·Complete renovations at Heritage Gardens, University Park, Pinnacle Park, and Raintree Park. ·Develop Parks annual report. P A R K S D E P A R T M E N T : 3 0 .5 0 F T E S 94 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: PARKS The Parks Department is projected to finish FY2021 2.6% below budget. The FY2022 Budget increased 11.9% relative to FY2021 projections. This includes an additional $89,601 to add a Parks and Recreation Manager to ensure the success of new departmental policies and initiatives. PERFORMANCE MANAGEMENT HIGHLIGHT 95 P L A N N I N G Mission Statement : The Georgetown Planning Department is committed to actively preserving the community ’s heritage, and shaping its future by implementing the City’s adopted vision and promoting a high quality built environment. CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T PLANNING The Planning Department coordinates the development review process in accordance with the 2030 Comprehensive Plan and the Unified Development Code. The Department reviews and develops recommendations on annexations and development applications. FY2021 Major Accomplishments ·Amended the Landscaping and Tree Preservation portions of the UDC. ·Kicked off the Small Area Plans for TRG and San Jose Neighborhoods. ·Implemented fully a customer service survey program. ·Updated the Historic District Design Guideline. ·Administered the City's Home Repair Program and continued its partnership with Habitat for Humanity of Williamson County (HFHWC) using 130,000$ budgeted by the City of Georgetown. ·Repaired 17 homes (24 people, 46% elderly/disabled) through the $130,000 HFHWC partnership. FY2022 Major Goals ·Complete the Small Area Plans for TRG and San Jose Neighborhoods. ·Transition the Development Engineering Services to the Planning Department. ·Amend the Condo Developments portion of the UDC. ·Update the 2030 Future Land Use Plan. ·Improve the development review process for shot clock required applications and applications exceeding 3 reviews. ·Update to the Subarea Profiles. ·Develop a Historic Tax Credit Presentation. ·Enhance the 2030 Comprehensive Plan guidelines for Multi-family development. P L A N N I N G : 1 7 .0 0 F T E S 96 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: PLANNING The Planning Department is projected to finish FY2021 3.8% below budget. The FY2022 Budget increased 59.9% relative to FY2021 projections. This includes an additional $500,000 for diagnostics and editing of the Unified Development Code (UDC) to examine the development process and regulations as the City continues to grow. Other contributing factors include $161,045 for a Principal Planner and Engineering Tech to support and increase efficiency of the development process. PERFORMANCE MANAGEMENT HIGHLIGHT 97 P O L I C E A D M I N I S T R A T I O N P O L I C E O P E R A T I O N S P O L I C E Mission Statement : To be the standard in law enforcement through leadership , innovation , and a commitment to excellence . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T POLICE DEPARTMENT Police Operations receives and responds to routine and emergency calls for service. Responsibilities include community problem solving, directed patrols , and investigations. FY2021 Major Accomplishments ·Trained all staff in the Arbinger Developing and Implementing an Outward Mindset and Outward Leadership Training. ·Added two officers to the Patrol Division. ·Managed effectively police response and activities during Winter Storm Uri. ·Continued to maintain high levels of officer training in the COVID environment. ·Signed the IACP “One Mind” pledge to commit to better responses to mental health incidents. FY2022 Major Goals ·Reduce motor vehicle crashes. ·Reduce incidents of burglary of motor vehicles. ·Conduct annual physicals for all sworn staff. ·Conduct Lumina Spark assessments for staff. ·Realign and reassess patrol beats to increase coverage and decrease response times. ·Implement the CommUNITY initiative through stakeholder sessions. ·Implement the K9 program. P O L I C E D E P A R T M E N T : 1 2 7 .5 0 F T E S 98 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: POLICE DEPARTMENT The Police Department is projected to finish FY2021 0.9% below budget. The FY2022 Budget increased 15.8% relative to FY2021 projections. This includes an additional $202,701 to add two Police Patrol Officers to the department to assist with the continued rise of service calls. Also included is $102,956 for Digital Forensics Hardware/Software which will greatly increase the Police department's internal capacity. PERFORMANCE MANAGEMENT HIGHLIGHT 99 Mission Statement: Expand and maintain the transportation network through passionate public service by a dedicated team of skilled professionals. CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T PUBLIC WORKS & STREETS 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. FY2021 Major Accomplishments ·Established GoGeo Limited Paratransit Interlocal Agreement. ·Monitored and reported activity related to the implementation of the GoGeo Transit System. ·Approved the 2021 Mobility Bond to fund Overall Transportation/Bicycle/Sidewalk Master Plans. ·Established the 2021 Winter Storm Debris removal program. ·Completed a Retro reflectivity study on all City signs and every attribute has been entered into GPS. ·Completed School Zone Striping. FY2022 Major Goals ·Develop Williams Drive Access Management Plan and Schematic. ·Begin Overall Transportation Plan Update. ·Work with CAMPO on Austin Avenue Corridor Plan. ·Begin implementing Bicycle Master Plan. ·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. P U B L I C W O R K S A N D S T R E E T S : 2 8 .0 0 F T E S F A C I L I T I E S P U B L I C W O R K S A I R P O R T P U B L I C W O R K S & S T R E E T S E N V I R O N M E N T A L S E R V I C E S S T O R M W A T E R 100 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: PUBLIC WORKS AND STREETS The Public Works and Streets Department is projected to finish FY2021 2.6% below budget. The FY2022 Budget increased 36.6% relative to FY2021 projections. This includes an additional $144,141 to add a Public Works Assistant Director to increase communication, efficiency and employee accountability within the department. $505k is also included for the Overall Transportation Plan Amendment and Williams Drive Access Management Study, PERFORMANCE MANAGEMENT HIGHLIGHT 101 T E N N I S C E N T E R R E C R E A T I O N Mission Statement : To create an environment that provides opportunities for positive experiences and personal growth . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T RECREATION 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. FY2021 Major Accomplishments ·Implemented online booking capabilities for park pavilion reservations. ·Completed resurface of six pickleball courts at McMasters Athletic Complex. ·Added pickleball lines at Georgetown Tennis Center to create four additional courts. ·Incorporated Net Promotor Score (Customer’s Willingness to recommend our programs and facilities) into our Performance Management Plan. ·Extended Recreation Center cardio equipment lease for an additional year. ·Renewed Recreation Software Contract for an additional five years. ·Implemented standardized process for recreation program selection, design and evaluation. FY2022 Major Goals ·Utilize GIS mapping to identify diverse, underserved populations. ·Implement a marketing strategy plan to re- engage members to return to the Recreation Center post COVID. ·Replace Recreation Center strength equipment. ·Improve technology support for offsite registrations associated with special events. ·Establish a department wide volunteer program. ·Develop cost recovery policy. ·Continue to expand program offerings including tennis and pickleball tournaments and leagues. ·Implement Net Promotor Score for outdoor rentals (Customer loyalty). ·Expand department sponsorship and donation program. ·Develop recreation annual report. R E C R E A T I O N D E P A R T M E N T : 3 0 .5 0 F T E S R E C R E A T I O N & R E C P R O G R A M S 102 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: RECREATION The Recreation Department is projected to finish FY2021 4.5% below budget. The FY2022 Budget increased 17.3% relative to FY2021 projections. This includes an additional $2,000 for a Social Media Monitoring Tool as well as $3,000 to establish McMaster Pickleball programs and tournaments. PERFORMANCE MANAGEMENT HIGHLIGHT 103 WWW.GEORGETOWN.ORG FY2022 BUDGET GENERAL FUND FIVE YEAR MODEL ASSUMPTIONS: Sales Tax: Starting at 9% increase for FY2023, progressively decreasing to 3% increase in FY2027 PILOT: Electric, Water & Stormwater 4% increase annually Garbage Charges: 5% annually, ESD Contract: 6% annually, Planning Fees & Permits: 5% increase annually, EMS Revenues: 3% increase annually, General Fund Allocation Revenue: 4% annual increase Salaries: 5% growth for public safety salaries, 3% growth for all over cost centers TDS Contract: 5% increase annually, Joint Service Allocation: 5% increase annually Continue to include public safety over-hire, additional $250k for 3 new PD K9 staff in FY2023 and $250k for half of Fire Station 8 staffing in FY2025 90-day Operating Contingency being calculated, $20k increase to Benefit Payout Reserve annually 104 WWW.GEORGETOWN.ORG FY2022 BUDGET General Fund FY2022 Adopted FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected Beginning Fund Balance 21,533,929 18,062,382 18,130,750 18,142,153 18,872,710 19,995,766 Revenues FY2022 Adopted FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected Administrative Charges 2,721,543 2,230,405 1,919,621 1,996,406 2,076,262 2,159,312 Fees 8,321,834 8,647,707 8,986,806 9,339,684 9,706,920 10,089,118 Fines 311,150 317,373 323,720 330,195 336,799 343,535 Franchise Taxes 6,266,830 6,517,503 6,778,203 7,049,331 7,331,305 7,624,557 Garbage Charges 10,600,000 11,130,000 11,686,500 12,270,825 12,884,366 13,528,585 Grant Revenue 185,000 - - - - - Interest Income 80,000 122,064 101,811 102,153 102,210 104,528 Interlocal Agreement Revenue 5,700,557 6,026,295 6,371,251 6,736,573 7,123,474 7,533,244 Misc Revenue 855,935 894,373 934,645 976,842 1,021,059 1,067,393 Other Taxes 420,000 428,400 436,968 445,707 454,622 463,714 Penalties 85,000 86,700 88,434 90,203 92,007 93,847 Permits 4,849,750 5,092,238 5,346,849 5,614,192 5,894,901 6,189,647 Property Taxes 17,100,000 18,126,000 18,941,670 19,604,628 20,290,790 21,000,968 Rental Revenue 54,040 55,121 56,223 57,348 58,495 59,665 Sales Taxes 23,955,859 26,111,886 28,200,837 30,441,896 31,683,641 32,634,150 Transfers In 394,222 345,407 345,407 345,407 345,407 345,407 Transfers In - Payment in Lieu of Taxes (PILOT) 8,871,270 10,051,121 10,453,166 10,871,292 11,306,144 11,758,390 Revenue Total 90,772,990 96,182,592 100,972,112 106,272,682 110,708,400 114,996,058 Expenses FY2022 Adopted FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected CC0001 Non-Departmental 1,237,635 1,115,635 1,115,635 1,115,635 1,115,635 1,115,635 CC0107 Planning 3,043,678 2,852,544 2,951,391 3,045,756 3,143,897 3,246,006 CC0202 Parks Administration 734,701 766,454 798,022 830,149 863,714 898,787 CC0210 Library 3,295,247 3,431,370 3,562,225 3,692,814 3,829,070 3,971,286 CC0211 Parks 2,965,312 3,097,494 3,213,277 3,324,811 3,441,168 3,562,605 CC0212 Recreation 4,630,251 4,825,764 5,007,677 5,185,649 5,371,162 5,564,599 CC0213 Tennis Center 512,912 534,146 553,760 572,843 592,693 613,344 CC0215 Garey Park 1,063,906 1,109,872 1,151,439 1,191,373 1,232,972 1,276,318 CC0218 Arts and Culture 190,659 214,659 222,855 230,767 239,008 247,594 CC0316 Municipal Court 616,073 640,733 665,722 691,447 718,381 746,594 CC0402 Fire Support Services/Administration 4,636,775 4,787,557 4,968,826 5,153,256 5,345,568 5,546,148 CC0422 Fire Emergency Services 16,859,238 17,576,142 18,367,468 19,432,124 20,299,666 21,210,411 CC0448 EMS 3,548,753 3,607,413 3,762,073 3,916,251 4,077,951 4,247,588 CC0533 Environmental Services 9,707,764 10,190,652 10,494,872 10,703,769 10,916,845 11,134,181 CC0536 Inspection Services 1,769,388 1,836,129 1,903,889 1,973,622 2,046,449 2,122,541 CC0602 Administrative Services 2,255,217 2,231,608 2,306,437 2,380,037 2,456,373 2,535,573 CC0605 Community Services 400,264 415,587 429,961 444,064 458,703 473,904 CC0634 City Council Services 205,570 212,627 219,006 225,095 231,357 237,796 CC0635 City Secretary Services 1,154,634 1,203,580 1,248,956 1,293,252 1,339,432 1,387,591 CC0638 General Government Contracts 6,299,645 6,584,826 7,908,061 8,787,367 9,210,454 9,654,509 CC0655 Communications/Public Engagement 1,078,475 1,048,140 1,083,309 1,116,596 1,151,114 1,186,921 CC0702 Police Administration 2,809,065 2,939,237 3,059,982 3,177,988 3,301,212 3,429,907 CC0742 Police Operations 16,958,879 17,314,996 18,132,103 18,982,246 19,876,092 20,816,058 CC0744 Animal Services 1,231,600 1,284,495 1,332,855 1,381,696 1,432,675 1,485,905 CC0745 Code Compliance 598,221 622,031 645,722 669,856 695,099 721,515 CC0802 Public Works 1,982,576 1,520,818 1,560,564 1,599,101 1,639,150 1,680,783 CC0846 Streets 4,458,098 4,149,714 4,294,622 4,424,562 4,559,508 4,699,713 Expense Total 94,244,537 96,114,224 100,960,709 105,542,125 109,585,344 113,813,813 FY2022 Adopted FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected Ending Fund Balance 18,062,382 18,130,750 18,142,153 18,872,710 19,995,766 21,178,011 Contingency 15,824,255 15,159,015 15,782,020 16,476,993 17,143,231 17,841,076 Benefit Payout Reserve 340,000 360,000 370,000 390,000 410,000 430,000 Economic Stability Reserve 1,467,563 1,844,347 1,920,146 2,004,701 2,085,760 2,170,664 Available Fund Balance 430,564 767,388 69,987 1,016 356,776 736,270 105 THIS PAGE INTENTIONALLY LEFT BLANK. 106 ELECTRIC FUND Spinning Spur Turbines 107 ELECTRIC FUND Electric Fund Summary .............................. 109 Energy Services .......................................... 114 Electric Fund Five-Year Projections ........... 116 108 WWW.GEORGETOWN.ORG FY2022 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. FISCAL YEAR 2021 Total operating revenues are projected to be $91.4 million, or 5.51% increase over the FY2021 budget. During the January budget amendment, the electric sales revenue was decreased by $5 million as part of a 1 cent reduction in the Power Cost Adjustment (PCA). Despite healthy customer growth, we expect Electric Sales revenue to be weaker than the FY2021 budget due to June, July, and early August having milder than usual weather. Developer contributions are also projected to end the year at $6.1 million, compared to the $1.5 million budget. Total operating expenses are projected to be $132.2 million which is over the budget of $130.6 million. The overage is due to a projected $1.4 million expense to write off uncollectible bill revenues that are older than 120 days in the Non-departmental cost center. The City hired a collections agency this summer and they are making progress reducing our outstanding receivables. Additionally, the $200K vacancy factor is budgeted in the Electric Administration cost center but vacancy savings are realized in the projections in the other cost centers. The largest expense in operations is purchased power, which incurred an additional $48 million in extra ordinary energy costs due to the February Winter Storm Uri. These extra ordinary energy costs were funded by bond proceeds from a 9.5 year debt-financing that will be repaid with Electric PCA revenue. Excluding the extra ordinary winter storm energy costs of $48 million, net purchased power costs are expected to be $59.5 million, which is in line with the budget. Net purchased power includes curtailment related expenses, congestion revenue rights, and renewable energy credits under non-operating revenue. During the June budget amendment, the Electric fund also recognized about $290K in personnel overtime and other operations costs related to the Winter Storm. Total non-operating revenue is $57.5 million for FY2021. This includes $6 million in bond proceeds for capital projects and vehicles, $48 million in bond proceeds for the Winter Storm energy costs, and $2.5 million from the sale of renewable energy credits. Total non-operating expenses are projected to be $12.5 million. The $8.2 million in capital project expenses include capitalized labor, as well as a Transfer In from the Georgetown Economic Development Corporation GEDCO to fund some of the electric distribution infrastructure needed for the Titan development project. Debt service represents $4.3 million of the total. Total fund balance is projected to be $32.2 million as of September 30, 2021. The operational contingency reserve is projected to be $4.0 million at year-end while the rate stabilization reserve is projected at $18.6 million, and the non- 109 WWW.GEORGETOWN.ORG FY2022 BUDGET operating contingency is projected to be $3.4 million. $4.5 million of proceeds from the 2020 sale of the transformers is reserved to pay the existing debt on the assets. FISCAL YEAR 2022 Total operating revenues are budgeted to be $92.8 million. Electric sales revenue is budgeted to increase slightly due to commercial and residential customer growth. Total operating expenses are $81.4 million with adopted service level enhancements. Net purchased power costs, including curtailment, and REC sales under non- operating revenue, are expected to be $54.4 million. The amount of labor budgeted to be capitalized in T&D and Electrical Engineering is $2 million. Base budget increases include legal expenses, merit, market, health and retirement personnel costs, as well as returning travel and training budgets to pre- pandemic levels, uniforms for staff, and food. The Electric Fund continues to pursue cost efficiencies through debt-financing new and replacement vehicles, updating cost allocations between funds, and seeking the outsourcing of the warehouse function. Total non-operating revenues are budgeted at $10.2 million. $8.5 million of this revenue is from bond proceeds for capital projects and vehicles. $1 million is revenue from the sale of Renewable Energy Credits (part of net purchased power), and $665K is the value of selling the third tranche of the fiber system to the IT Fund. Total non-operating expenses are budgeted to be $17.3 million, an increase of 38.1% relative to FY2021 projections. These are comprised of $7.4 million in capital projects related to electric system growth and enhancements. $9.7 million is for debt payments. The large increase in debt payments includes the $5.3 million annual principal and interest payment for the extreme energy costs of Winter Storm Uri. Staff continue to monitor legislative actions related to the winter storm and evaluating potential impacts to the City’s existing debt-financed obligation for the storm and debt coverage reserves. Adopted service level enhancements include programing to meet the business needs for the utility. These include: • Operational Technology: Utility Operational Technology Manager: A new technology team is being adopted to enhance our effectiveness in utilization of existing and future utility technology. The operational technology group is created to serve both the Electric and Water utilities by supporting the technical and utility specific technology to improve outage management, the effectiveness and the Automated Metering Infrastructure (AMI), the Outage Management System (OMS) and the Supervisory Control and Data Acquisition (SCADA) systems. The Utility Operational Technology manager will provide strategic and technological leadership to this group.  Adopted Ongoing: $127,973 110 WWW.GEORGETOWN.ORG FY2022 BUDGET  Adopted One-time: $38,000  Adopted Total Cost: $165,973 • Operational Technology: Network Administrator: This position is needed to support the network upgrades and maintenance needed to support SCADA and AMI.  Adopted Ongoing: $99,776  Adopted One-time: $3,000  Adopted Total Cost: $102,776 • Operational Technology: Electric Engineering Analyst: This position is needed to provide support and maintenance of the Advanced Metering Infrastructure (AMI) and Meter Data Management (MDM).  Adopted Ongoing: $89,347  Adopted One-time: $3,000  Adopted Total Cost: $92,347 • Electric Systems Operations: Utility Systems Locator: An additional locator position is needed due to system growth, to cover benefit leave time on the team, and to manage the increasing late ticket count. The request includes a vehicle.  Adopted Ongoing: $62,402  Adopted One-time: $38,000  Adopted Total Cost: $100,402 • Transmission and Distribution: Pressure Digger Vehicle: Currently, Electric has one pressure digger that is shared between 4 crews. Last year, between replacing old poles and setting new poles, we set over 200 poles. Since October 1, 2021 we have replaced or set new, 250 poles and we are projecting an additional 150 poles to replace or set new. At this volume it has become increasingly challenging to stay productive sharing one pressure digger between four crews and the large projects. We have approximately 8,000 poles. Considering poles have about a 40-year life expectancy, we are on track to replace about 200 poles a year and this number is not taking into account CIP poles we are currently installing. A second pressure digger would give us the ability to meet the replacement goal, as well as maintain productivity at a high rate. This vehicle will be debt-financed and is shown as a transfer out to the Fleet Fund, which will purchase the vehicle on behalf of Electric.  Adopted Ongoing: $3,500  Adopted One-time: $405,000  Adopted Total Cost: $408,500 • Transmission and Distribution Services: Underground Inspection Program: The electric distribution system has significant underground assets that need to be inspected and maintained on a periodic basis. This funding request is for a contractor to provide an underground inspection and maintenance program.  Adopted Ongoing: $150,000  Adopted One-time: $0  Adopted Total Cost: $150,000 111 WWW.GEORGETOWN.ORG FY2022 BUDGET Total fund balance is budgeted to be $36.7 million by September 30, 2022. This balance meets the 90-day operating contingency reserve of $6.4 million. It also reserves $18.6 million for rate stabilization for purchased power. The non- operating reserve for debt service and cash-funded capital projects is $6 million. The bond proceed reserve to pay the remaining debt on the 2020 sale of transformers is $4 million. 112 FY2020 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 6,614,742 28,133,711 28,133,711 32,262,067 - 32,262,067 Operating Revenue 40002:Sales Taxes 7,358 5,000 5,000 5,000 - 5,000 40005:Franchise Taxes - 115,732 - - - - 41002:Penalties 529,508 553,724 547,759 600,000 - 600,000 42001:Interest Income 10,703 5,000 20,828 11,000 - 11,000 43001:Fees 614,274 685,000 868,887 691,000 - 691,000 43004:Administrative Charges 3,192,618 3,222,103 3,222,103 3,539,712 - 3,539,712 43601:Electric Sales Revenue 85,733,316 78,982,278 79,081,809 85,541,593 - 85,541,593 44502:Developer Contributions 4,476,298 1,500,000 6,100,000 2,500,000 - 2,500,000 70001:Transfers In 500,000 1,562,058 1,562,058 - - - Operating Revenue Total 95,064,075 86,630,895 91,408,444 92,888,305 - 92,888,305 Operating Expense City of Georgetown Only 252,201 - - - - - CC0001 Non-Departmental 4,831,749 5,506,375 6,668,720 6,476,362 487,000 6,963,362 CC0521 Electric Technical Services 619,871 727,388 717,148 813,589 318,242 1,131,831 CC0522 Electric Administration 9,419,346 8,738,792 8,944,477 9,711,489 - 9,711,489 CC0524 Metering Services 1,795,658 2,022,094 2,029,912 2,119,825 - 2,119,825 CC0525 T&D Services 3,931,610 3,122,421 3,089,942 3,467,567 - 3,467,567 CC0526 Systems Engineering 177,536 - 80,506 - - - CC0537 Electric Resource Management 60,083,255 108,334,393 108,331,349 55,493,445 - 55,493,445 CC0555 Electric Systems Operations 1,446,533 1,610,228 1,639,454 1,774,600 62,534 1,837,134 CC0557 Electrical Engineering 929,174 663,952 715,684 653,402 - 653,402 Operating Expense Total 83,486,935 130,725,643 132,217,192 80,510,279 867,776 81,378,055 Available Operating Fund Balance 18,191,882 (15,961,037) (12,675,037) 44,640,093 (867,776) 43,772,317 Non-Operating Revenue 44001:Grant Revenue 1,860 - - - - - 45001:Misc Revenue 195,508 35,000 233,023 35,000 - 35,000 45004:Sale of Property 10,813,949 10,000 2,526,604 1,665,840 - 1,665,840 46001:Bond Proceeds 5,055,000 54,648,625 54,065,000 7,986,500 475,000 8,461,500 46002:Bond Premium - - 652,424 - - - Non-Operating Revenue Total 16,066,317 54,693,625 57,477,051 9,687,340 475,000 10,162,340 Non-Operating Expense CC0001 Non-Departmental 3,924,104 4,375,805 4,373,805 9,912,271 - 9,912,271 CC0526 Systems Engineering 1,030,860 - - - - - CC0557 Electrical Engineering 1,255,863 8,166,143 8,166,142 7,400,000 - 7,400,000 Non-Operating Expense 6,210,827 12,541,948 12,539,947 17,312,271 - 17,312,271 Ending Fund Balance 28,047,373 26,190,640 32,262,067 37,015,162 (392,776) 36,622,386 Reserves AFR Adjustment 86,338 - - - - - Operating Contingency Reserve 4,142,159 4,018,754 4,018,754 6,188,798 237,763 6,426,561 Rate Stabilization Reserve - - 18,600,000 18,600,000 - 18,600,000 Non-Operating Reserve 1,755,000 10,594,999 3,486,903 6,049,061 - 6,049,061 Transformer Reserve 4,448,314 4,448,314 4,448,314 4,069,154 - 4,069,154 Reserves Total 10,431,811 19,062,067 30,553,971 34,907,013 237,763 35,144,776 Available Fund Balance 17,788,238 7,128,573 1,708,097 2,108,149 (630,539) 1,477,610 Electric Services FY2021 FY2022 E N E R G Y S E R V I C E S E L E C T R I C E N G I N E E R I N G R E S O U R C E M A N A G E M E N T E L E C T R I C S E R V I C E S Mission Statement: Provide reliable energy, responsive restoration , and real-time utility system information, maintaining diverse communications , technologies, and systems that support reliable utility and city operations. CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T ELECTRIC SERVICES Provide reliable energy , responsive restoration, and real-time utility system information , maintaining diverse communications, technologies, and systems that support reliable utility and city operations. FY2021 Major Accomplishments ·Established excellent distribution system reliability evidenced by CAIDI of 90.2 minutes (goal < 116 minutes) and SAIFI of 0.57 (goal < 1). ·Earned APPA’s RP3 (reliable public power provider) diamond level designation. A RP3 designation is a sign of a utility's dedication to operating an efficient, safe, and reliable distribution system. ·Staffed the employee safety and training group and administered lineman training. ·Brought the Engineering project management tasks successfully in-house. This group was responsible for $6m in new development revenue. FY2022 Major Goals ·Implement an electric service portal (ANB system upgrades) to include line extension applications and pole attachment applications. ·Complete the cost of service study and implement the changes. ·Partners software full implementation to improve design, workflow and other processes. ·Implement underground asset maintenance program. ·Downtown conversion and contingency plan for updating to match standard system voltage and to have contingency plans until completed. ·Adopt engineering and data driven operations and maintenance strategies. ·Improve system planning processes to proactively address utility infrastructure hardening and EV and DER penetration. E L E C T R I C S E R V I C E S : 8 0 .0 0 F T E S 114 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: ELECTRIC SERVICES The Electric Services Department is projected to finish FY2021 in line with budget. The FY2022 Budget decreased 37% relative to FY2021 projections. This is due to the purchase power cost associated with winter storm Uri, FY2022 includes four new positions, as well as a new pressure digger to help the department meet the growing pole replacement needs. PERFORMANCE MANAGEMENT HIGHLIGHT 115 ELECTRIC FUND FIVE YEAR MODEL the model includes an additional $48 million in bond proceeds in FY2021 to pay for the extreme winter weather event unbudgeted purchase power costs. This debt obligation will be financed over 10 years and is included in the debt service payment starting in FY2022. The debt will be repaid from the Power Cost Adjustment (PCA) revenue. Operating Revenue Assumptions • Electric Charges o A growth factor of 1.75% for electric charges (FY2022 – FY2027) o PCA set at 1.375 cents per kWh (FY2023 – FY2027) • Other Revenue o Shared Services Allocation Revenue – 1.75% FY2022 Budget FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected Beginning Fund Balance 32,262,067 36,622,386 40,883,190 45,081,644 48,994,884 52,154,883 FY2022 Budget FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected Operating Revenue - Electric Charges 85,541,593 87,038,571 88,561,746 90,111,577 91,688,529 94,439,185 Other Revenue 7,346,712 4,249,870 4,346,530 4,445,962 4,556,017 4,692,697 Operating Revenue Total 92,888,305 91,288,441 92,908,276 94,557,539 96,244,546 99,131,882 FY2022 Budget FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected Operating Expenditure - Purchased Power 55,493,445 52,000,000 52,000,000 52,000,000 52,908,988 54,496,257 Electric Operations 25,884,610 22,936,092 24,408,997 26,214,676 27,447,229 28,270,646 Operating Expenditure Total 81,378,055 74,936,092 76,408,997 78,214,676 80,356,217 82,766,903 FY2022 Budget FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected Non-Operating Revenue Bond Proceeds 10,162,340 5,646,278 5,455,940 4,706,493 5,250,000 5,407,500 Non-Operating Revenue Total 10,162,340 5,646,278 5,455,940 4,706,493 5,250,000 5,407,500 FY2022 Budget FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected Non-Operating Expenditure Debt Service 9,912,271 10,209,453 10,482,178 10,860,792 10,978,331 11,307,681 Electric CIP 7,400,000 7,528,370 7,274,586 6,275,324 7,000,000 7,210,000 Non-Operating Expenditure Total 17,312,271 17,737,823 17,756,764 17,136,116 17,978,331 18,517,681 FY2022 Budget FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected Ending Fund Balance 36,622,386 40,883,190 45,081,644 48,994,884 52,154,883 55,409,681 Operating Contingency Reserve 6,426,561 6,619,358 6,817,939 7,022,477 7,233,151 7,450,146 Rate Stabilization Reserve 18,600,000 19,158,000 19,732,740 20,324,722 20,934,464 21,562,498 Non-Operating Reserve 6,049,061 6,230,533 6,417,449 6,609,972 6,808,271 7,012,520 Transformer Reserve 4,069,154 3,866,935 3,656,291 3,437,221 3,208,040 2,968,749 Non-Operating Expenditure Total 1,477,610 5,008,364 8,457,226 11,600,492 13,970,956 16,415,769 o Other Electric Charges – 5% o All other accounts grow at 2% each year Operating Expense Assumptions • Purchase Power o Costs estimated at $52 million FY2023 – FY2027 • Electric Operations Expenses o 5% increase year-to-year o Includes averaging assumptions about salary, benefit, and operating contracts and supplies Non-Operating Revenue Assumptions • Bond Proceeds o 100% of capital projects debt financed in FY2022 o In years FY2023 – FY2025 capital projects are debt funded at 75% Non-Operating Expense Assumptions • Debt Service o Includes principal and interest payment on the $48 million issued in FY2022 o Includes principal and interest on the self-supporting CO’s for electric capital projects for FY2022 o Includes principal and interest on existing revenue bonds outstanding • CIP o 5-year CIP schedule reflects projects for growth, including new infrastructure, expansion of existing infrastructure, and technology projects to improve asset management. THIS PAGE INTENTIONALLY LEFT BLANK. 118 WATER FUND San Jose Splash Pad 119 WATER FUND Water Services Fund Summary.................. 121 Water Services and Irrigation .................... 126 Water Fund Five-Year Projections ............. 128 120 WWW.GEORGETOWN.ORG FY2022 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 for the Payment in Lieu of Taxes (PILOT). FISCAL YEAR 2021 Total operating revenues are projected to be $92 million, which is 29% higher than the current budget. The higher-than- expected revenue is primarily the result of Impact Fees and Developer Contributions received. Water Services has continued to see record setting growth inside the City limits and in the service territory outside the City limits. The City is now averaging adding 370 new water meters a month and 3,388 new wastewater connections per year over the past two years. Impact fees help pay for the costs of eligible infrastructure. Total operating expenditures are projected to be $47.4 million, or on budget. Increased chemical costs, sludge hauling costs, repair and maintenance of aging mechanical equipment, updated multi-year rate study, and increased lab testing expenses for the rate study have all lead to increased operating expenses. Winter Storm Uri resulted in $900K of personnel overtime and operations expenses that were added during the June budget amendment. The June amendment also re-organized Conservation activities from Customer Care to Water Services to better align utility programs. Total non-operating revenues are $18.9 million, which includes $15 million of bond proceeds for projects funded through debt. The Sale of Property revenue is for the Chisholm Trail Special Utility District building sold to the City of Florence for $1.3 million. Total non-operating expenditures are projected to be at budget for $124.2 million. Capital projects that are not completed during this fiscal year will be re-appropriated in the following year. There is a correction between the Systems Engineering cost center and Wastewater and Water cost centers to account for a correction in capital spending, thus reflecting a negative projection. Debt service is $7 million. Total fund balance is projected to be $64.7 million, which meets the $9.1 million operating contingency reserve, as well as a non-operating contingency of $10 million. FISCAL YEAR 2022 Budgeted operating revenues total $92.2 million, a 0.25% increase from FY2021 projection. The increase reflects moderate customer growth, as well as the continuation of a high volume of impact fees. Phase 2 of a water rate study is in progress, and results will be presented to the Water Board and Council in the Fall. Budgeted operating expenses total $57.9 million, which represents a 22.18% over FY2021 projections. This is primarily due to the increase in the wholesale water purchases, laboratory services, and increases to the Joint Services Fund allocation for a large shift in online payments during the pandemic resulting in increased credit card fee expense. Base budget increases also include merit, market, and benefit increases for employees. The proposed changes to service level enhancements services are discussed in more detail below. 121 WWW.GEORGETOWN.ORG FY2022 BUDGET Budgeted non-operating revenues total $18.1 million, which includes $16.6 million in bond proceeds for Water and Wastewater Capital Improvement Projects (CIP). The target is to fund the 5-year CIP with 50% debt and 50% cash from impact fees; individual years will vary based on projects. Historically, the City has sold water infrastructure debt with a 20 year amortization. Because the City is significantly increasing infrastructure costs over the next five years due to growth, the Council has reviewed a cost benefit analysis and directed staff to amortize the large treatment plants over 25 years. This aligns with the useful life of the plants and allows for spreading the rate impact over more users. Budgeted non-operating expenses total $58 million. Debt service and issuance costs total $8.2 million. New CIP projects total $49.8 million. With the continued strong residential growth in the area, an update of the Water/Wastewater Master Plan will be conducted over the next six months to update system wide planning efforts. FY2022 represents one of the largest investments in utility infrastructure in the City’s history. New capital improvements include $14.2 million of wastewater improvements, including construction of the new Wolf Ranch lift station ($1.7 million for design) and decommissioning the interceptor lift station, $2.5 million for design and easements of the rerouted gravity line. Wastewater service expansion projects include construction of the expansion of the Cimarron Hills plant at $4.5 million and the design and permitting of the expansion of the Pecan Branch for 3MGD at $5 million. Two plant rehabilitation projects are proposed, where a plant undergoes substantial capital maintenance. This includes design work at the San Gabriel Park Plant costing $2 million and the Dove Springs plant costing $500,000. Water projects are also significant for FY2022, with $35.5 million in projects. Water line construction for economic development expansion around Aviation drive is funded at $2.1 million, while the construction of a line on CR262 is funded for $2.5 million. The Carriage Oaks line is being designed for $600,000, with anticipated construction in the next fiscal year. A pump station at Stonewall Ranch is being designed in FY2022, with construction planned in a future year. Tank rehabilitation, resiliency projects, SCADA improvements, and a $3 million rehabilitation of the Southside Plant are also planned for the upcoming year. A new South Lake Water Treatment Plant is under design and the first phase of construction will begin in the fall at a cost of $20 million in FY2022. The Council has directed the construction of the plant to be delivered in two phases – the first phase at 22 MGD to be online in FY2025 and the second 22MGD phase to be constructed shortly thereafter. The total cost of the plant is $160 million and will address treatment capacity for all of the raw water the City currently has obligated. The City is working with the Brazos River Authority and other regional partners to identify and obligate ground water to meet future growth needs. Adopted Enhancements total $4.1 million. The detail is as follows: •Water Administration o Assistant Director: The water utility system continues to exceed the growth rate of the City. This position will provide operational oversight to support the continued growth, as well as analysis and support of infrastructure planning and coordination. Proposed Ongoing: $80,791 Proposed One-time: $4,000 Proposed Total Cost: $84,791 122 WWW.GEORGETOWN.ORG FY2022 BUDGET o Compliance Officer: This new position will provide operational support for the City’s backflow inspection program, pending industrial pretreatment program, as well as additional support during enforcement of watering restrictions and other water ordinance enforcement efforts that cannot be done by city code compliance, but need to be enforced within the City’s Certified service area.  Proposed Ongoing: $59,324  Proposed One-time: $41,000  Proposed Total Cost: $100,324 o Marketing Specialist: This position will support the City’s on-going efforts to promote conservation and utility programs that will help educate and promote programs that manage the peak water demand reducing the need for costly infrastructure expansion.  Proposed Ongoing: $60,305  Proposed One-time: $3,000  Proposed Total Cost: $63,305 o Conservation Digital Marketing: This request would increase the methods utilized to reach customers related to conservation efforts and enforcement, including neighborhood signs, newspaper ads, flyers, videos on cable and at movie theaters, as well as social media marketing. Proposed Ongoing: $100,000 o Aquifer Storage Recovery: This request continues the work currently underway with the Brazos River Authority on the feasibility of storing treated water deep in the aquifer to utilize during peak water demand. Proposed One-time: $250,000 o Automated Metering Infrastructure: The City has initiated a request for proposal to implement a master plan for AMI throughout the City’s water utility area. This request funds the first year of a two year project to upgrade and modernize equipment to reduce on-going operational cost and reduce equipment failure. Also increasing communications with metering and conservation program. Proposed One-time: $1,500,000 • Water Plant Management o Plant Technicians (3): These positions will extend the hours of the on-site management of water treatment plants and begin building a team to support the new plant expansion currently being constructed and the new plant currently in design. They will also provide succession planning for the department.  Proposed Ongoing: $202,965  Proposed One-time: $35,000  Proposed Total Cost: $237,000 • Wastewater Plants o Plant Technicians (3): These positions will extend the hours of the on-site management of the wastewater treatment plants, staff plant expansion currently in design to be expanded and provide succession planning and knowledge transfer for the department.  Proposed Ongoing: $201,965  Proposed One-time: $36,000  Proposed Total Cost: $237,965 123 WWW.GEORGETOWN.ORG FY2022 BUDGET • Water Operations o Water Technicians (4): These positions support maintenance of water infrastructure for the continued historic residential growth in the 350 square mile water utility service area.  Proposed Ongoing: $244,386  Proposed One-time: $87,000  Proposed Total Cost: $331,386 o Water Meter Installation Team (6): The current practice of allowing builders to install residential meters has become more problematic as growth continues, which creates billing errors that affect revenues. A plan has been developed to implement the best practice of having utility staff oversee the installation of the meters. This plan provides a supervisor, a scheduler/planner and four technicians to begin a program to validate the meter installations by builders and then phase in to fully take over the meter installation process. These costs would be partially offset by increases in the tap fees.  Proposed Ongoing: $330,770  Proposed One-time: $227,000  Proposed Total Cost: $557,770 • Water Leak Repair and Wastewater Smoke Testing. This request is to contract for water system repairs that were identified in last year’s satellite imagery technology study in order to decrease the amount of unidentified water loss in the system. Funding will also be used to detect inflow and infiltration in the wastewater system in order to make repairs to limit rainwater making its way into the system. This reduces treatment flows and costs. Proposed Ongoing: $500,000. • Customer Communication Platform. This request is to implement a texting system that will work with current technology to contact customers when water outages occur in their area. Proposed Ongoing: $26,000 Total fund balance is projected to be $59 million, meeting the contingency requirement for both 90 days of operations of $10.6 million and the non-operational contingency of $10 million. The current rate study includes a sub-project to reconcile and improve the tracking of impact fees moving forward. In FY2022, $3.2 million of impact fee revenue is reserved for future use for related capital projects. 124 WWW.GEORGETOWN.ORG FY2022 BUDGET Fund Schedule Water Services 12/16/21 11:10 AM FY2020 FY2021 FY2022 Actuals Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 92,139,373 125,458,053 125,458,054 64,751,535 - 64,751,535 Operating Revenue 41002:Penalties 305,880 255,000 355,000 315,000 - 315,000 41602:Impact Fees 27,891,155 18,800,000 32,500,000 31,890,000 - 31,890,000 42001:Interest Income 1,475,880 237,250 492,336 390,000 - 390,000 43001:Fees 6,644,405 4,290,000 7,655,000 7,877,000 - 7,877,000 43005:Rental Revenue 61,178 55,000 60,000 50,000 - 50,000 43602:Water Charges 35,208,127 32,150,000 35,100,000 36,100,000 - 36,100,000 43603:Wastewater Charges 14,282,982 14,200,000 14,000,000 14,500,000 - 14,500,000 43604:Irrigation Charges 513,679 300,000 300,000 300,000 - 300,000 44502:Developer Contributions 661,160 625,000 1,496,239 767,240 - 767,240 Operating Revenue Total 87,044,447 70,912,250 91,958,575 92,189,240 - 92,189,240 Operating Expense City of Georgetown (Only) 210,469 - - - - - CC0001 Non-Departmental 4,185,524 4,223,814 4,713,430 4,428,426 623,000 5,051,426 CC0526 Systems Engineering 6,889,929 - (639,847) - - - CC0527 Water Services Administration 22,687,827 26,369,169 26,232,898 31,159,907 2,179,494 33,339,401 CC0528 Water Distribution 2,504,866 3,207,552 3,911,851 4,017,500 249,530 4,267,030 CC0529 Water Plant Management 3,549,313 4,326,865 3,910,271 4,445,752 250,474 4,696,227 CC0530 Wastewater Operations 737,073 896,265 834,706 1,101,100 57,895 1,158,995 CC0531 Wastewater Plant Management 3,214,958 4,013,950 3,704,111 3,796,648 203,113 3,999,762 CC0532 Irrigation Operations 249,041 295,000 295,000 295,000 - 295,000 CC0553 Water Operations 3,921,396 4,173,316 4,463,681 4,608,496 530,578 5,139,074 Operating Expense Total 48,150,395 47,505,930 47,426,102 53,852,831 4,094,084 57,946,915 Available Operating Fund Balance 131,033,425 148,864,373 169,990,527 103,087,945 (4,094,084) 98,993,860 Non-Operating Revenue 44001:Grant Revenue 338 - - - - - 45001:Misc Revenue 559,186 1,112,500 1,262,350 1,302,000 - 1,462,000 45004:Sale of Property 735,404 1,327,774 1,327,774 - - - 46001:Bond Proceeds 9,375,000 16,300,000 14,975,000 16,600,000 - 16,600,000 46002:Bond Premium - - 1,415,140 - - - Non-Operating Revenue Total 10,669,927 18,740,274 18,980,264 17,902,000 - 18,062,000 Non-Operating Expense CC0001 Non-Departmental 3,132,964 4,083,411 3,887,651 5,129,217 - 5,129,217 CC0524 Metering Services - 750,000 750,000 - - - CC0526 Systems Engineering 4,204,457 99,671,405 99,630,405 22,700,000 - 22,700,000 CC0527 Water Services Administration - - 6,037 - - - CC0528 Water Distribution 77,506 1,159,424 781,316 - - - CC0529 Water Plant Management - 2,757 2,757 - - - CC0530 Wastewater Operations 7,527,210 3,026,798 3,026,798 2,803,196 - 2,803,196 CC0531 Wastewater Plant Management - 2,050,000 2,050,000 2,250,000 - 2,250,000 CC0532 Irrigation Operations 125,075 121,879 121,929 308,000 - 308,000 CC0553 Water Operations 1,241,338 13,962,363 13,962,363 24,850,000 - 24,850,000 Non-Operating Expense 16,308,549 124,828,037 124,219,256 58,040,412 - 58,040,412 Ending Fund Balance 125,394,803 42,776,610 64,751,535 62,949,532 (4,094,084) 59,015,448 Reserves AFR Adustment 63,251 - - - - - Contingency Reserve 9,480,045 9,127,742 9,127,742 9,263,992 1,349,118 10,613,110 Non-operating Reserve 10,000,000 10,000,000 10,000,000 10,000,000 - 10,000,000 Impact Fee Reserve - - 3,190,000 - 3,190,000 Reserves Total 19,543,296 19,127,742 19,127,742 22,453,992 1,349,118 23,803,110 Available Fund Balance 105,851,507 23,648,868 45,623,793 40,495,540 (5,443,202) 35,212,338 125 Mission Statement : 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 . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T WATER SERVICES & IRRIGATION 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. FY2021 Major Accomplishments ·Met or exceeded regulatory standards for water service. ·Provided reliable water and wastewater service during COVID 19 and Peak demand. ·Completed first phase of rate study. ·Completed Leander Interconnect to obtain contracted 3 mgd additional. ·Rehabilitated 12 pumps during off peak to improve system reliability. ·Rehabilitated 2 production wells during off peak season to improve system reliability. ·Established a team to assist with conservation and enforcement efforts. More proactive approach to conservation. ·Analyzed High Strength Ordinance and high strength customers to improve plant operations. FY2022 Major Goals ·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 conforming wastewater service by operating and maintaining the system in a cost efficient, effective, and safe manner. ·Participate in North Lake WTP Expansion Project. ·Participate in South Lake WTP construction project. ·Review / Update Infor data and usage for improved results. ·Impliment Senate Bill 3 Requirements. ·Start and Complete Resiliancy Study. ·Complete Master Plan/ Integrated Resource Plan. W A T E R S E R V I C E S A N D I R R I G A T I O N : 9 1 .5 0 F T E S W A T E R S E R V I C E S C O N S E R V A T I O N W A T E R C O N T R O L C E N T E R P L A N T O P E R A T I O N S 126 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: WATER, WASTEWATER, & IRRIGATION OPERATIONS The Water Services Department is projected to finish FY2021 in line with budget. The FY2022 budget increased by 22% over FY2021 projections. This includes 20 new FTE's in the fund, as well as $1.5 million for Automated Metering Infrastructure. Other enhancements include Aquifer Storage Recovery, Water Leak Repair and Wastewater Smoke Testing, and a Customer Communication Platform. PERFORMANCE MANAGEMENT HIGHLIGHT 127 WWW.GEORGETOWN.ORG FY2022 BUDGET WATER FUND FIVE YEAR MODEL At the time of producing this document, the City in engaged with a consultant on updating the Water Fund 5-year model. Assumptions in the current model are from the previous update with adjustments by staff. Assumptions are outlined below. Operating Revenue Assumptions Water/Wastewater/Irrigation Charges o Consistent with rate increase + customer growth Impact Fees o Modeled to account for CIP Revenue offsets o Flat FY2023 – FY2027 FY2022 Budget FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected Beginning Fund Balance 64,751,535 59,015,448 85,012,664 102,899,827 84,603,114 65,757,501 FY2022 Budget FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected Operating Revenue - Water Charges 50,900,000 65,455,075 65,549,348 66,697,932 68,698,870 70,759,836 Impact Fees 31,890,000 14,400,000 28,200,000 9,600,000 9,888,000 10,184,640 Other Revenue 9,399,240 6,312,500 6,312,500 6,312,500 6,501,875 6,696,931 Operating Revenue Total 92,189,240 86,167,575 100,061,848 82,610,432 85,088,745 87,641,407 FY2022 Budget FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected Operating Expenditure - Irrigation 295,000 299,421 304,724 311,317 320,656 330,276 Non-Departmental 5,051,426 5,202,969 5,359,058 5,519,830 5,685,424 5,855,987 Wastewater Distribution 1,158,995 1,193,765 1,229,578 1,266,465 1,304,459 1,343,593 Wastewater Plant Management 3,999,762 4,063,592 4,150,134 4,250,366 4,377,877 4,509,214 Water Administration 33,339,401 34,339,583 35,369,771 36,430,864 37,523,790 38,649,503 Water Distribution 4,267,030 4,395,041 4,526,892 4,662,699 4,802,580 4,946,657 Water Operations 5,139,074 5,211,329 5,681,796 6,465,759 6,659,731 6,859,523 Water Plant Management 4,696,227 4,837,114 4,982,227 5,131,694 5,285,645 5,444,214 Operating Expenditure Total 57,946,915 59,542,813 61,604,179 64,038,993 65,960,163 67,938,968 FY2022 Budget FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected Non-Operating Revenue Bond Proceeds 18,062,000 50,500,000 41,000,000 6,800,000 7,004,000 7,214,120 Non-Operating Revenue Total 18,062,000 50,500,000 41,000,000 6,800,000 7,004,000 7,214,120 FY2022 Budget FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected Non-Operating Expenditure Debt Service 5,129,217 12,406,067 15,823,717 18,286,233 18,834,820 19,399,865 Water CIP 52,911,195 38,721,479 45,746,789 25,381,918 26,143,376 26,927,677 Non-Operating Expenditure Total 58,040,412 51,127,546 61,570,506 43,668,151 44,978,196 46,327,541 FY2022 Budget FY2023 Projected FY2024 Projected FY2025 Projected FY2026 Projected FY2027 Projected Ending Fund Balance 59,015,448 85,012,664 102,899,827 84,603,114 65,757,501 46,346,519 Operating Contingency Reserve 10,613,110 12,000,000 12,360,000 12,730,800 13,112,724 13,506,106 Non-Operating Reserve 10,000,000 15,000,000 15,450,000 15,913,500 16,390,905 16,882,632 Impact Fee Reserve 3,190,000 7,528,370 5,274,586 4,275,324 4,403,584 4,535,691 Non-Operating Expenditure Total 35,212,338 50,484,293 69,815,240 51,683,490 31,850,288 11,422,090 128 WWW.GEORGETOWN.ORG FY2022 BUDGET Operating Expense Assumptions  ROI – Average increase of 4% (FY2023-FY2027)  Franchise Fees – Average increase of 4% (FY2023-FY2027)  Salaries: o 2.25% increase  Benefits – Average increase of 6.25% over 4 years. o FY2022 = 5% o FY2024 = 6% o FY2025 = 8% o FY2026 = 3% o FY2027 = 3%  Operational Expenses o 2.5% increase operational expenses  Wholesale Water Contracts o FY2023 – FY2025 = average increase of 6%  Staffing – 14% increase in total FTEs FY2022 – FY2027 Non-Operating Revenue Assumptions  Consistent with consultant assumptions based on future project and funding needs. Non-Operating Expense Assumptions o Balance of funding through impact fees, cash, and debt. o Debt service needs reflect impact of bond issuance. 2021 83 Support Mgr, BA, Project Mgr, CC Supv, WS Techs (2), Sys Op 2022 86 CC Supv, Plnt Op, Locate 2023 88 WS Techs (2) 2024 90 Plnt Maint Supv, I&C Tech 2025 95 W Plt Supv, Plnt Op (2), WS Techs (2) 129 THIS PAGE INTENTIONALLY LEFT BLANK. 130 Georgetown Municipal Airport OTHER ENTERPRISE FUNDS 131 OTHER ENTERPRISE FUNDS Airport Fund Summary .................................. 133 Airport ........................................................ 136 Stormwater Drainage Fund Summary ........... 138 Stormwater Drainage ................................. 142 132 WWW.GEORGETOWN.ORG FY2022 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 2021 Total operating revenues are projected to be $3.8 million, 3.5% less than budget. Operating revenue continues to increase as the fuel market improves. Along with increase in fuel sales and the volume of gallons sold, the fuel sales are within 4% of budget. The Airport Fund budget was amended by $500,000 to account for the increase revenue generated from fuel sales. Total operating expenditures are projected to be $4 million, 9.9% less than the current budget. The decrease in expenses is largely tied to operating capital for a TXDOT project that is budgeted for in FY2021 but was closed out in FY2020. Total non-operating revenues of $872,186 reflect grant revenue from the federal CARES act as well as bond proceeds for the construction of a storage facility at the Airport. Total non-operating expenditures are projected to come in at budget in FY2021. Non-operating expenses include funds for debt service payments of $158,931 and the capital improvement projects to construct a storage facility. Total fund balance is projected to be $1.3 million as of September 30, 2021. The contingency reserve amount is projected to be $332,917 and the debt service reserve amount is $184,099. FISCAL YEAR 2022 Budgeted operating revenues total $4 million. Overall, revenues are projected to remain consistent with the FY2021 projection as activity at the Airport continues to trend to pre-COVID levels. Budgeted operating expenditures total $4.4 million, a decrease of 4% over the prior year approved budget. The variance from the prior year budget is primarily driven by a decrease in operating capital for equipment. The Airport was able to purchase a skid steer/track loader in FY2021. Budgeted non-operating revenues total $109,000. There are no planned capital improvement projects in FY2022. The Airport anticipates TXDOT grant funding for taxiway A1 reconstruction in future years. The City match for TXDOT funded projects is 10% of the total project. Budgeted non-operating expenditures total $184,226, reflecting debt service. 133 WWW.GEORGETOWN.ORG FY2022 BUDGET Adopted Enhancements total $45,000 related to a market rate and lease term analysis. The Market Rate Analysis will be used to analyze and apply property values for all airport assets. This will include currently developed land as well as undeveloped land, and land with easements. Once this analysis is complete, the airport will have a tool that can be used to set lease rates for undeveloped land as well as land on which there are easements  Adopted Ongoing: $0  Adopted One-time: $45,000  Adopted Total Cost: $45,000 Total ending fund balance is budgeted to be $778,761 as of September 30, 2022. The fund will hold a 90-day contingency for personnel and operations per the adopted Fiscal and Budgetary Policy. In FY2022, this amount totals $342,905. This fund will also hold a debt service reserve of $186,458. 134 WWW.GEORGETOWN.ORG FY2022 BUDGET Fund Schedule Airport Operations FY2020 FY2021 FY2022 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 1,259,036 1,463,500 1,463,500 1,254,102 - 1,254,102 Operating Revenue 40001:Property Taxes 57,018 40,000 57,000 57,000 - 57,000 42001:Interest Income 18,257 3,000 3,129 3,025 - 3,025 43606:Airport Charges 3,227,142 3,908,500 3,754,800 3,910,097 - 3,910,097 Operating Revenue Total 3,302,416 3,951,500 3,814,930 3,970,122 - 3,970,122 Operating Expense Personnel 438,514 464,472 465,860 502,721 - 502,721 Operations 2,536,470 3,559,192 3,416,469 3,757,516 45,000 3,802,516 Operating Capital 110,461 404,067 105,255 65,000 - 65,000 Operating Expense Total 3,085,444 4,427,731 3,987,583 4,325,237 45,000 4,370,237 Available Operating Fund Balance 1,476,008 987,269 1,290,847 898,987 (45,000) 853,987 Non-Operating Revenue 44001:Grant Revenue 129,193 - 157,000 108,000 - 108,000 45001:Misc Revenue 570 5,000 1,000 1,000 - 1,000 46001:Bond Proceeds - 700,000 650,000 - - - 46002:Bond Premium - - 64,186 - - - Non-Operating Revenue Total 129,763 705,000 872,186 109,000 - 109,000 Non-Operating Expense CIP Expense - 750,000 750,000 - - - Debt Service 146,562 158,931 158,931 184,226 - 184,226 Non-Operating Expense Total 146,562 908,931 908,931 184,226 - 184,226 Ending Fund Balance 1,459,209 783,338 1,254,102 823,761 (45,000) 778,761 Reserves AFR Adjustment 4,291 - - - - - Contingency Reserve 256,021 332,917 332,917 342,905 - 342,905 Debt Service Reserve 143,431 141,478 184,099 186,458 - 186,458 Reserves Total 403,743 474,395 517,016 529,363 - 529,363 Available Fund Balance 1,064,048 308,943 737,086 294,399 (45,000) 249,399 135 Mission Statement : Provide a superior regional gateway to aviation customers through passionate , team -oriented service excellence . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T AIRPORT 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. FY2021 Major Accomplishments ·Purchased and installed cattle guards on north gate. ·Cleared trees from line of sight from control tower to Genesis. ·Updated Control Tower rotating beacon. Parts are on hand. ·Installed a new style lift cable guide in Hangar-I ·Installed AST shade cover. FY2022 Major Goals ·Install an emergency generator. ·Install solar taxiway lights on Twy Juliet ·Install LED lights and timer switches in Hangars C, E, F, and G. ·Plan and possible start maintenance on hangar. ·T-Hangar construction Site 4, between main and north gates. ·Update the door mechanisms in BB and CC Hangar. ·Install a new style lift cable guide in Hangar-J A I R P O R T : 7 .0 0 F T E S F A C I L I T I E S P U B L I C W O R K S A I R P O R T P U B L I C W O R K S & S T R E E T S E N V I R O N M E N T A L S E R V I C E S S T O R M W A T E R 136 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: AIRPORT The Airport Department is projected to finish FY2021 8.5% below budget. The FY2022 Budget decreased 7.8% relative to FY2021 projections. The variance from the prior year budget is primarily driven by a decrease in operating capital for equipment. PERFORMANCE MANAGEMENT HIGHLIGHT 137 WWW.GEORGETOWN.ORG FY2022 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 2021 Total operating revenues are projected to be $3.9 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 FY2021 budget by $13,100. Total operating expenditures are projected to be $2.8 million, or 2.5% under FY2021 budget. Total non-operating revenues are projected at $0. The Stormwater Fund utilized prior year proceeds to fund capital projects instead of issuing additional proceeds in FY2021. Total non-operating expenditures for capital projects and debt service total $2.2 million, which is on target with budget. Total fund balance is projected to be $2.3 million as of September 30, 2021. This fund holds a contingency that is projected to be $389,470 and a reserve for debt service of $480,662. FISCAL YEAR 2022 Budgeted operating revenues total $4 million. Overall, operating revenues are budgeted to increase slightly due to continued customer growth. Budgeted operating expenses total $3.9 million, an increase of 38.5% from FY2021 projection. This variance is primarily due to a proposed service level request for a Stormwater Inspector, and $500,000 for infrastructure improvements and various drainage and flood mitigation maintenance. Budgeted non-operating revenues are $500,000 to continue the effort on curb and gutter repair. The chart to the right identifies Stormwater Drainage revenues by source. 138 WWW.GEORGETOWN.ORG FY2022 BUDGET Non-operating expenses are budgeted to be $991,140. Capital Improvement Projects total $500,000 in FY2022 and include improvements to curb and gutter. Debt service is at $491,140. Adopted enhancements total $123,081 for a Stormwater Inspector. Continued growth in the city has greatly increased the amount of development and public transportation projects. The addition of the Right of Way permitting process within the Public Works Department has created a need for a new level of project inspection.  Proposed Ongoing: $85,200  Proposed One-time: $38,000  Proposed Total Cost: $123,200 Total fund balance is projected to be $1.9 million at the end of FY2022. Per Fiscal and Budgetary Policy, this fund has a 90-day reserve for operations. This amount for FY2022 totals $413,189. In addition, a debt service reserve has been established at $486,959, representing one year of debt payments. 139 WWW.GEORGETOWN.ORG FY2022 BUDGET FUND SCHEDULE Stormwater Services FY2020 FY2021 FY2022 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 2,672,731 3,478,178 3,478,178 2,301,927 - 2,301,927 Operating Revenue 41002:Penalties 25,133 - 35,000 32,000 - 32,000 42001:Interest Income 35,258 10,000 7,591 6,800 - 6,800 43605:Stormwater Charges 4,133,417 3,820,000 3,833,100 3,922,000 - 3,922,000 Operating Revenue Total 4,193,808 3,830,000 3,875,692 3,960,800 - 3,960,800 Operating Expense Personnel 595,424 626,032 599,666 655,595 78,507 734,102 Operations 1,733,856 1,960,720 1,874,552 2,359,911 6,730 2,366,641 Operating Capital 525,901 11,429 47,848 500,000 - 500,000 Transfers 428,606 301,000 305,767 276,780 38,000 314,780 Operating Expense Total 3,283,787 2,899,181 2,827,833 3,792,286 123,237 3,915,524 Available Operating Fund Balance 3,582,752 4,408,997 4,526,036 2,470,441 (123,237) 2,347,203 Non-Operating Revenue 44001:Grant Revenue 1,280 - - - - - 45001:Misc Revenue - 21,000 - - - - 45004:Sale of Property 450 - - - - - 46001:Bond Proceeds 655,000 - - 500,000 - 500,000 Non-Operating Revenue Total 656,730 21,000 - 500,000 - 500,000 Non-Operating Expense CIP Expense 313,273 1,722,749 1,722,749 500,000 - 500,000 Debt Service 438,655 501,360 501,360 491,140 - 491,140 Non-Operating Expense Total 751,928 2,224,109 2,224,109 991,140 - 991,140 Ending Fund Balance 3,487,555 2,205,888 2,301,927 1,979,301 (123,237) 1,856,064 Reserves AFR Adjustment (9,377) - - - - - Contingency Reserve 545,203 389,470 389,470 413,189 - 413,189 Debt Service Reserve 436,765 480,662 480,662 486,959 - 486,959 Reserves Total 981,968 870,132 870,132 900,148 - 900,148 Available Fund Balance 2,496,210 1,335,756 1,431,795 1,079,153 (123,237) 955,916 140 THIS PAGE INTENTIONALLY LEFT BLANK. 141 Mission Statement : Ensure water quality for future generations , keep Georgetown beautiful through environmental awareness , and provide timely responses with pride and dedication . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T STORMWATER DRAINAGE 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. FY2021 Major Accomplishments ·Reviewed and tested software, consulted with IT and made a proposal using current software until more data is available. ·Submitted annual MS4 report and permit renewal to TCEQ. ·Completed 80% of the updates for departmental mowing areas to include additions and current contracts. ·Expanded community volunteer group participation to include storm drain inlet marking. ·Completed Outsourcing SWP3 inspections and recordkeeping for Transfer Station. ·Filled Engineering Technician position to assist in ROW and stormwater inspections. ·Inspected 50% of active construction sites. FY2022 Major Goals ·Integrate current stormwater data from GIS into INFO system for better tracking of data. ·Update and develop the Stormwater Standard Operating Procedures and guidelines. ·Develop process for Stormwater permitted sites and illicit discharge tracking in MY Permit Now. ·Continue community education and volunteer groups for inlet marking. ·Evualate process for more proactive education and compliance of Contractors obtaining land development permits. ·Inspect 50% of active construction sites by end of fiscal year (new goal in SWMP). ·Attend 50% of preconstruction meetings for SWP3 by end of fiscal year (new goal in SWMP). ·Host 2 HHW events in City Limits. S T O R M W A T E R D R A I N A G E : 9 .5 0 F T E S F A C I L I T I E S P U B L I C W O R K S A I R P O R T P U B L I C W O R K S & S T R E E T S E N V I R O N M E N T A L S E R V I C E S S T O R M W A T E R 142 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: STORMWATER DRAINAGE The Stormwater Drainage Department is projected to finish FY2021 5.6% above budget. The FY2022 Budget decreased 3.4% relative to FY2021 projections, This decrease is largely due to the timing of Capital projects, FY2022 includes the addition of a Stormwater Inspector position. PERFORMANCE MANAGEMENT HIGHLIGHT 143 THIS PAGE INTENTIONALLY LEFT BLANK. 144 SPECIAL REVENUE FUNDS Red Poppy Festival 2016 145 SPECIAL REVENUE FUNDS Special Revenue Funds Overview ............ 147 Convention & Visitors Bureau .................. 152 Council Discretionary Fund ...................... 156 GTEC Budget ............................................. 158 GEDCO Budget ......................................... 160 Street Maintenance Fund ........................ 162 Tax Increment Reinvestment Zones (TIRZ) .................................................................. 164 146 WWW.GEORGETOWN.ORG FY2022 BUDGET SPECIAL REVENUE FUNDS OVERVIEW 201 - CVB/TOURISM 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. Special Revenue Funds FY2022 Beginning Fund Balance FY2022 Revenues FY2022 Expenditures FY2022 Ending Fund Balance 201 - Tourism 1,271,504 1,160,000 1,495,938 935,566 203 - Street Maintenance 4,637,731 5,327,969 3,875,000 6,090,700 206 - Council Discretionary 4,700,145 150 - 4,700,295 209 - PEG Fee 298,537 169,286 125,000 342,823 212 - Conservation 924,990 75,000 120,000 879,990 221 - Library SRF 154,133 140,000 130,000 164,133 228 - Tree Fund 2,283,691 505,000 400,000 2,388,691 231 - Parks SRF 448,491 307,125 425,216 330,400 234 - Parkland Dedication SRF 3,423,739 1,256,300 1,700,000 2,980,039 237 - Cemetery 651,725 174,000 103,000 722,725 246 - Court Fees 40,685 54,350 35,000 60,035 247 - Juvenile 28,437 1,100 2,500 27,037 248 - Court Child Safety 8,730 2,250 200 10,780 249 - Court Technology 52,387 10,150 3,500 59,037 250 - Permitting 543,019 186,000 79,115 649,904 253 - CDBG (1,456) 100,000 100,000 (1,456) 256 - Main Street Façade 41,838 63,500 85,000 20,338 262 - Fire Billing 303,530 295,100 364,000 234,630 268 - Police Seizures Federal 32,553 - 30,000 2,553 269 - Police Seizures State 3,160 - - 3,160 271 - Abandoned Vehicles 7,163 - 6,163 1,000 274 - Animal Services SRF 168,161 60,800 114,751 114,210 275 - Municipal Jury Fund 355 200 - 555 278-American Rescue Plan 4,014,753 4,014,753 25,000 8,004,506 350 - Village PID 651,019 523,274 884,150 290,143 354 - Parks at Westhaven PID 4 20,000 20,000 4 355 - Bluffview PID - 10,000 10,000 - 362 - Downtown TIRZ 424,033 420,497 765,500 79,030 365 - Rivery TIRZ 665,131 852,534 621,119 896,546 368 - Gateway TIRZ 347,407 47,098 10,500 384,005 374 - Wolf Lakes TIRZ 1,632 10,504 5,250 6,886 400 - GTEC 22,698,301 14,369,938 10,624,327 26,443,912 420 - GEDCO 992,725 2,686,484 2,052,921 1,626,288 147 WWW.GEORGETOWN.ORG FY2022 BUDGET 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. 206 - CITY COUNCIL DISCRETIONARY FUND This SRF was created in July of 2015 and holds year end one-time available General Fund balance not allocated in the budget. These funds will be expended at the direction of the City Council for specific purposes. 209 - 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. 212 - 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 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. 221 - 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 - 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. 231 - PARKS RESTRICTED FUND This fund is used to account for transfers in, donations, and grants. Funds are used for equipment replacement for parks. 234 - 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. 237 - 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. 246 - 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. 247 – JUVENILE COURT This fund contributes to funding the salary and benefits of a juvenile case manager that is employed by the Municipal Court. 148 WWW.GEORGETOWN.ORG FY2022 BUDGET 248 – COURT CHILD SAFETY FUND The fund tracks the revenues and expenses related to the Court Child Fees as outlined by statute. 249 – COURT TECHNOLOGY FUND The fund tracks the revenues and expenses related to Court Technology Fees as outlined by statute. 250 - 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. 253 - 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. 256 - 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. 262 - 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. 268 – POLICE SEIZURES FUND FEDERAL This fund is used to account for properties and revenues seized by the Georgetown Police Department. Federal 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 the law. 269 – POLICE SEIZURES FUND STATE This fund is used to account for properties and revenues seized by the Georgetown Police Department. 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. 271 - ABANDONED VEHICLE FUND This fund is used to track costs and related revenues for vehicles that have been impounded and are later auctioned. 274 - 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. 275 – MUNICIPAL JURY FUND This fund is for juror reimbursements or other jury services as allowed under state statute. 149 WWW.GEORGETOWN.ORG FY2022 BUDGET 278 – AMERICAN RESCUE PLAN GRANT FUND This fund is for grant revenue from the federal American Rescue Plan. Appropriate expenses under the act will be reimbursed from this grant from 2021 through 2026. 350 – VILLAGE PID FUND The fund tracks the revenues and expenses relate to the Village PID. 354 – PARKS AT WESTHAVEN PID FUND The fund tracks the revenues and expenses relate to the Parks at Westhaven PID. 355 – BLUFFVIEW PID FUND The fund tracks the revenues and expenses relate to the Bluffview PID. 362 - 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. 365 - 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. 368 - 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. 374 – WOLF LAKES TIRZ This TIRZ was created by Ordinance No. 2018-76, located entirely in Williamson County. The TIRZ is bounded by Wolf Ranch Parkway to the west and River Hills subdivision to the north. The purpose of the zone is to provide economic and qualitative benefits by facilitating a program of public improvements that provide for the development of a mixed-use development with business/corporate offices, retail, entertainment, and enhanced quality of life features for residents. 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. 150 WWW.GEORGETOWN.ORG FY2022 BUDGET TOURISM 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 local HOT rate in Georgetown is 7%. FISCAL YEAR 2021 Total revenues are projected to be $899,850, 14.3% less than the FY2021 budget. This decrease is due to the impact of the COVID19 pandemic, which impacted the travel industry dramatically. The overnight stays in Georgetown are beginning to trend upward again. Estimates reflect a conservative approach due to uncertainty of the pandemic’s impact on the remainder of the fiscal year. Total expenditures in FY2021 are projected to total $1.3 million or 11.8% lower than the current budget, reflecting adjustments made in spending to address the reduced revenues. Many programs that are accounted for in this fund, including the Red Poppy Festival, have been cancelled due to the pandemic. The City rescheduled the April 2021 Red Poppy Festival to October, and plans to hold the 2022 festival on its traditional April date. Total fund balance at year-end is anticipated to be $1.3 million in 2021 with a contingency reserve of $305,771. FISCAL YEAR 2022 Budgeted revenues in FY2022 total $1.2 million. Hotel Occupancy Taxes are conservatively forecasted. As of May 2021, the City is beginning to see revenues surpassing pre-COVID19 pandemic levels. The City anticipates 2022 will continue to see growth in Hotel Occupancy Tax revenues. Budgeted expenditures in FY2022 total $1.5 million. Overall, expenses are projected to increase by 14.7% relative to FY2021 projections. The expenditure plan outlines continued efforts to promote Georgetown as a destination. A fall and spring Poppy Fest are planned and the fiscal impacts of two festivals are included in the estimates. There are no adopted enhancements to the Tourism Fund; however, the staff conference support position that was frozen during the pandemic is anticipated to be filled. Total fund balance is anticipated to be $935,566 in FY2022. Per Fiscal and Budgetary Policy, there is $337,842 of personnel and operating costs reserved to meet the fund’s 90-day contingency requirement. The capital reserve is held for future use to expand the visitors center and CVB offices, which will be further reviewed with the City Council in FY2022. 0 20 40 60 80 100 120 140 160 ThousandsHotel Occupancy Tax Revenues 2018-19 2019-20 2020-21 151 WWW.GEORGETOWN.ORG FY2022 BUDGET FUND SCHEDULE Tourism FY2020 FY2021 FY2022 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 1,551,889 1,282,917 1,675,963 1,271,504 1,271,504 Revenue 40008:Other Taxes 984,751 900,000 850,000 1,000,000 - 1,000,000 42001:Interest Income 21,323 5,000 5,000 5,000 - 5,000 44504:Donations 2,772 - - - - - 44505:Sponsorship 44,500 50,000 5,000 50,000 - 50,000 45001:Misc Revenue 78,983 95,000 39,850 105,000 - 105,000 45003:Misc Reimbursements 114 - - - - - Revenue Total 1,132,443 1,050,000 899,850 1,160,000 - 1,160,000 Expense Personnel 367,959 435,456 355,688 435,215 - 435,215 Operations 611,776 1,014,085 919,987 1,024,501 - 1,024,501 Transfers 28,634 28,634 28,634 36,222 - 36,222 Expense Total 1,008,369 1,478,175 1,304,309 1,495,938 - 1,495,938 Ending Fund Balance 1,675,963 854,742 1,271,504 935,566 - 935,566 Reserves AFR Adjustmenets - - - - - - Contingency 273,376 305,771 305,771 337,842 - 337,842 Capital Reserve - - - 597,724 - 597,724 Reserves Total 273,376 305,771 305,771 935,566 - 935,566 Available Fund Balance 1,402,587 548,971 965,733 0 - 0 152 THIS PAGE INTENTIONALLY LEFT BLANK. 153 Mission Statement : To increase the economic impact of Georgetown by promoting the community as a tourist and meeting destination . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T CONVENTION & VISITORS BUREAU 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. FY2021 Major Accomplishments ·Developed POPPtoberfest website (rescheduled Red Poppy Festival). ·Coordinated Best of Georgetown Contest, Spring Fling, and POPPtoberfest (rescheduled Red Poppy Festival). ·Redesigned Meeting & Conference Grant Program to assist hotels with recruiting new meetings, conferences, and sports groups. ·Continued working with a Public Relations Professional to promote Georgetown in unique, creative, and authentic ways. FY2022 Major Goals ·Implement Downtown Audio Guide Walking Tour. ·Conduct hospitality training for visitor contact points (hotel front desks, restaurants, downtown merchants, convenience stores, etc.). ·Develop a promotional video to continue to build awareness of and promote Georgetown as a leisure, meeting and conference destination. ·Participate in travel/group business tradeshows to promote Georgetown as a meeting and conference destination. ·Coordinate the 22nd Annual Red Poppy Festival, Best of Georgetown Contest, Lighting of the Square and Christmas Stroll Parade. C O N V E N T I O N & V I S I T I O R S B U R E A U : 5 .0 0 F T E S E C O N O M I C D E V E L O P M E N T D O W N T O W N D E V . / M A I N S T R E E T E C O N O M I C D E V E L O P M E N T T O U R I S M / C V B 154 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: CONVENTION AND VISITORS BUREAU The Convention and Visitors Bureau Department is projected to finish FY2021 11.9% below budget. The FY2022 Budget increased 14.5% relative to FY2021 projections. This increase is due too continued and increasing efforts to promote Georgetown as a destination. While there are no proposed enhancements, a staff conference position that was frozen during the pandemic is anticipated to be filled. PERFORMANCE MANAGEMENT HIGHLIGHT 155 WWW.GEORGETOWN.ORG FY2022 BUDGET COUNCIL DISCRETIONARY FUND This Special Revenue Fund (SRF) was created in July of 2015 and holds 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. FY2021 The Council transferred $110,983 to the General Fund to provide funding for a consultant to help staff prepare small area plans for the San Jose and the Track Ridge Grasshopper neighborhoods. During a year-end budget amendment, the Council Discretionary Fund will receive $4.7 million in revenue from a transfer in from the General Fund. Significant one-time savings at the end of Fiscal Year 2020 can be attributed to strong growth in sales tax revenues and property tax revenues across the city, as well as conservative expenditures due to the pandemic. FY2022 Per fiscal policy, the Council may hold these funds until they identify appropriate one-time uses. FUND SCHEDULE Council Discretionary FY2020 FY2021 FY2022 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 109,384 110,483 110,966 4,700,145 -4,700,145 Revenue 42001:Interest Income 1,582 500 162 150 -150 70001:Transfers In - - 4,700,000 - - - Revenue Total 1,582 500 4,700,162 150 -150 Expense Transfers Out - 110,983 110,983 - - - Expense Total -110,983 110,983 - - - Ending Fund Balance 110,966 -4,700,145 4,700,295 -4,700,295 Reserves Contingency - - - - - - Capital Reserve - - - - - - Reserves Total - - - - - - Available Fund Balance 110,966 -4,700,145 4,700,295 -4,700,295 156 THIS PAGE INTENTIONALLY LEFT BLANK. 157 WWW.GEORGETOWN.ORG FY2022 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 2021 Total revenues are projected to be $18.3 million, which includes $7.4 million of bond proceeds budgeted for the Aviation Drive Project. Sales tax collections are projected to end the year at $10.2 million, 23.4% more than budget. Sales tax collections remained strong throughout the year due to strong economic growth despite the pandemic. Total expenses are projected to be $26.7 million. Projects in progress for this year include Aviation Drive, Southeast Inner Loop, Rabbit Hill Road, and Highway 29. Total fund balance is projected to be $22.7 million by September 30th 2021, which includes a debt service reserve of $3.5 million and a contingency reserve of $2 million. FISCAL YEAR 2022 Budgeted revenues are expected to total $14.4 million, a 21.7% decrease from 2021 projections. Bond proceeds are budgeted at $3.7 million to fund the adopted roadway improvements for Costco and Project Diana. Interest revenue is expected to continue to decrease because of low rates. Budgeted expenses total $10.6 million. This includes $3.7 million for the capital projects previously mentioned. A reserve of $2.7 million is appropriated in Operations for economic development projects that may come up during the fiscal year. GTEC’s total self-supporting debt service payments include $944,500 in the fund, and $3.2 million of transfers out to the General Debt service fund. The Joint Services Fund allocation decreased due to an updated distribution of Legal Department workload. The General Fund allocation decreased because the Planning Department is no longer allocated out to other funds. Total fund balance is projected to be $26.4 million by September 30th 2022. This fund is budgeted to meet the policy of allocating 25% of sales tax as a contingency reserve. This fund also meets a debt service reserve of $3.9 million. 158 WWW.GEORGETOWN.ORG FY2022 BUDGET FUND SCHEDULE GTEC FY2020 FY2021 FY2022 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 21,649,668 31,029,698 31,029,699 22,698,301 - 22,698,301 Revenue 40002:Sales Taxes 8,491,326 8,255,000 10,187,500 10,645,938 - 10,645,938 42001:Interest Income 272,223 60,000 24,544 24,000 - 24,000 46001:Bond Proceeds 4,740,000 8,000,000 7,405,000 3,700,000 - 3,700,000 46002:Bond Premium - - 731,229 - - - Revenue Total 13,503,548 16,315,000 18,348,273 14,369,938 - 14,369,938 Expense Operations 470,487 2,387,337 2,386,565 2,747,716 - 2,747,716 Operating Capital 234,936 - 0 - - - Capital 135,633 20,476,813 20,476,813 3,700,000 - 3,700,000 Debt Service 879,100 1,053,050 1,053,050 944,500 - 944,500 Transfers 2,403,361 2,763,242 2,763,242 3,232,111 - 3,232,111 Expense Total 4,123,518 26,680,442 26,679,671 10,624,327 - 10,624,327 Ending Fund Balance 31,029,699 20,664,256 22,698,301 26,443,912 - 26,443,912 Reserves Contingency 1,984,375 1,984,375 1,984,375 2,617,664 - 2,617,664 Debt Service Reserve 3,602,792 3,494,232 3,494,232 3,918,959 - 3,918,959 Reserves Total 5,587,167 5,478,607 5,478,607 6,536,623 - 6,536,623 Available Fund Balance 25,442,532 15,185,649 17,219,694 19,907,289 - 19,907,289 159 WWW.GEORGETOWN.ORG FY2022 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 2021 Total revenues are projected to be $2.6 million, which is a 23.5% percent increase over budget. This increase is due to stronger than estimated sales tax collections throughout the pandemic. Total expenses are projected to be $7.3 million, which is less than the budgeted amount of $10.1 million. This is largely due to the timing of certain projects not being expensed in the current fiscal year. Total fund balance as of September 30th, 2021 is projected to be $992,725 with a sales tax contingency reserve of $505,468 and a reserve for debt service of $202,769. FISCAL YEAR 2022 Budgeted revenues are expected to total $2.7 million. Sales tax is projected to increase 4.5% over 2021 projections. Budgeted expenses total $2.1 million. This includes the cost of all currently anticipated Economic Development projects for FY2022, including $100,000 for the startup of a small business loan program. GEDCO’s share of Joint Services and General Fund Allocations total $347,604. The debt service payment is $92,048. Total fund balance is projected to be $1.6 million as of September 30th, 2022. This meets the contingency requirement of reserving 25% of budgeted sales tax revenue, as well as the debt service reserve requirement. 160 WWW.GEORGETOWN.ORG FY2022 BUDGET FUND SCHEDULE GEDCO FY2020 FY2021 FY2022 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 4,976,732 8,845,777 5,740,067 992,725 - 992,725 Revenue 40002:Sales Taxes 2,122,831 2,063,750 2,546,875 2,661,484 - 2,661,484 42001:Interest Income 98,282 19,000 25,000 25,000 - 25,000 Revenue Total 2,221,114 2,082,750 2,571,875 2,686,484 - 2,686,484 Expense Operations 1,145,778 8,850,174 6,028,476 1,758,104 - 1,758,104 Debt Service 104,211 90,572 90,572 92,048 - 92,048 Transfers 207,789 1,200,169 1,200,169 202,769 - 202,769 Expense Total 1,457,778 10,140,915 7,319,217 2,052,921 - 2,052,921 Ending Fund Balance 5,740,067 787,612 992,725 1,626,288 - 1,626,288 Reserves Contingency 689,467 505,468 505,468 665,371 - 665,371 Debt Service Reserve - 202,769 202,769 204,019 - 204,019 Reserves Total 689,467 708,237 708,237 869,390 - 869,390 Available Fund Balance 5,050,600 79,375 284,488 756,898 - 756,898 161 WWW.GEORGETOWN.ORG FY2022 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 2021 Total revenues are projected to be $5.1 million, which represents an increase of 23.5% relative to the FY2021 budget. The City brought in strong sales tax revenues in the second half of fiscal year 2021, leading the fund to end stronger than originally budgeted despite the COVID19 pandemic. Total expenditures are projected to be just below $4 million, completing the program, which included $681,000 of repairs to North East Inner Loop, close to the intersection at FM971, which was damaged during the February Winter Storm and is not eligible for FEMA reimbursement. Total fund balance is projected to be $4.6 million. This fund has a reservation of $750,000 budgeted in FY2021. 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 2022 Budgeted revenues total $5.3 million, which represents a 4.3% increase to the FY2021 projection. Budgeted expenditures total $3.9 million. The budget proposes to spend the current year’s sales tax revenues, as well as supplementing some General Fund street maintenance activity. This conservative balance can address volatility of sales tax revenues. It also allows setting aside some funding towards future budgets where scheduled maintenance may be more than one year of sales tax revenue. Total fund balance is budgeted to be $6.1 million. This will cover the Arterial Reservation of $750,000. The remaining fund balance is available so that variations in yearly projects can be accommodated, even when they exceed one year of sales tax revenue. Street maintenance funding is provided by this fund as well as in the General Fund in the streets department. 162 WWW.GEORGETOWN.ORG FY2022 BUDGET FUND SCHEDULE Street Tax FY2020 FY2021 FY2022 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 3,273,561 3,530,550 3,530,550 4,637,731 4,637,731 Revenue 40002:Sales Taxes 4,245,663 4,127,500 5,093,750 5,322,969 - 5,322,969 42001:Interest Income 50,115 8,500 13,000 5,000 - 5,000 Revenue Total 4,295,778 4,136,000 5,106,750 5,327,969 - 5,327,969 Expense Operations 975,529 681,858 718,027 - - - Operating Capital 286,205 - 3,281,543 3,875,000 - 3,875,000 Capital 2,777,055 4,375,000 - - - - Expense Total 4,038,789 5,056,858 3,999,570 3,875,000 - 3,875,000 Ending Fund Balance 3,530,550 2,609,692 4,637,731 6,090,700 - 6,090,700 Reserves Contingency - - - - - - Arterial Reserve 750,000 750,000 750,000 750,000 - 750,000 Reserves Total 750,000 750,000 750,000 750,000 - 750,000 Available Fund Balance 2,780,550 1,859,692 3,887,731 5,340,700 - 5,340,700 163 WWW.GEORGETOWN.ORG FY2022 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 164 WWW.GEORGETOWN.ORG FY2022 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 165 WWW.GEORGETOWN.ORG FY2022 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 166 WWW.GEORGETOWN.ORG FY2022 BUDGET WOLF LAKES TAX INCREMENT REINVESTMENT ZONE The Wolf Lakes Tax Increment Reinvestment Zone (TIRZ) was created by Ordinance #2018-76, and the duration is through December 31, 2049. The purpose of the TIRZ is to provide economic and qualitative benefits by facilitating a program of public improvements that provide for the development of a mixed-use development with business/corporate offices, retail, entertainment, and enhanced quality of life features for residents. Other development within the TIRZ is anticipated to include single and multifamily residential development and commercial/retail space, as allowed by the PUD Ordinance (defined below). The Wolf Lakes village master plan and zoning have been developed with an integrated approach to retail as well as an intentional capacity to secure significant corporate office space that will be secured by walkable residential uses. Retail has three related components: (i) lifestyle retail (150K to 300K SF), (ii) standalone regional retail, and (iii) village retail including cinemas, regional specialty restaurants, boutique soft goods, etc. The plan relates the three types of retail, potential hospitality and “live-work-play” corporate office into a cohesive village context. This design/market approach is predicted to significantly drive higher property values, as the focus of the development model is on context and diversity rather than reliance on single tenant success. The developers have provided projections of the build out of the PUD through the village concept compared to conventional build to suit development for individual retailers. The synergistic value of the village live- work-play is anticipated to be dramatically higher than traditional development. The scale of the development, as well as the vision for the planned unit development requires a significant investment in infrastructure that does not meet current market returns for developers. The cost of supporting public infrastructure has created a situation where the property would not develop without tax increment financing or other incentives. The structure of the tax increment is through a reimbursement basis, therefore placing the risk of the financing development costs and the risk of valuation fluctuations on the developers. 167 THIS PAGE INTENTIONALLY LEFT BLANK. 168 INTERNAL SERVICE FUNDS 2017 Georgetown Wellness 5K 169 INTERNAL SERVICE FUNDS Internal Service Funds Overview ................... 171 Fleet Services ................................................. 172 Facilities Maintenance ................................... 176 Information Technology ................................ 182 Self-Insurance Fund ....................................... 188 170 WWW.GEORGETOWN.ORG FY2022 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: 171 WWW.GEORGETOWN.ORG FY2022 BUDGET FLEET SERVICES FUND The Fleet Services 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 2021 Total revenues are projected to be $8.5 million, which represents an increase of approximately 1% relative to the FY2021 budget. The slight increase is due to insurance proceeds from a hail storm event. Most revenues in this fund are based on the replacement and maintenance schedules of all vehicles in the City. Total expenditures are projected to be $8.7 million, coming in under the 2021 budget. The Fleet Department saw savings in vehicle body repairs during fiscal year 2021. The FY2020 AFR Adjustment resulted in a higher 2021 beginning fund balance due to prior year adjustments between when vehicles were ordered and when they were received. January and June budget amendments added 3 vehicles for new positions associated with development services. Total fund balance is projected to be $5.1 million at the end of September 30, 2021. A 90-day contingency operational reserve of $519,976 is included, as well as a reserve for future capital equipment replacement of $1.9 million. FISCAL YEAR 2022 Budgeted revenues total $9.1 million, which represents an increase of 7.4%. 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 $9.2 million. A list of new and replacement vehicles is available in the reference section. Base increases include the replacements for $2.9 million of public safety vehicles funded through short term debt financing, $586,000 for Electric vehicles and equipment funded through short term debt financing, and $1.3 million for allocation- funded vehicles for other departments. Adopted enhancements in this fund include vehicles for new staff positions in other funds. Total fund balance is projected to be $5 million at the end of September 30, 2022. A 90-day contingency operational reserve of $549,558 is included, as well as a reserve for future capital equipment replacement of $1.4 million. 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. This balance could offset part of the debt-financing for a new facility. There is also $493,000 reserved for fire vehicle purchases; a contribution from the ESD 8 interlocal agreement in FY2021 January budget amendment. 172 WWW.GEORGETOWN.ORG FY2022 BUDGET FUND SCHEDULE Fleet Services Fund FY2020 FY2021 FY2022 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 4,286,069 5,382,062 5,382,062 5,134,768 - 5,134,768 Revenue 42001:Interest Income 53,776 25,000 25,000 25,000 - 25,000 43004:Administrative Charges 3,035,144 3,290,358 3,290,358 3,387,608 197,460 3,585,068 45001:Misc Revenue - - 1,996 - - - 45002:Insurance Proceeds 539,749 128,602 222,021 327,241 - 327,241 45004:Sale of Property 193,714 - - - - - 70001:Transfers In 3,582,200 4,955,366 4,949,566 3,451,500 1,727,500 5,179,000 Revenue Total 7,404,583 8,399,326 8,488,941 7,191,349 1,924,960 9,116,309 Expense Personnel 811,653 851,903 826,147 908,011 - 908,011 Operations 1,175,058 1,796,993 1,494,331 1,806,040 68,010 1,874,050 Operating Capital 4,318,878 3,027,995 6,415,758 1,268,500 882,500 2,151,000 Capital - 3,644,500 - 3,451,500 845,000 4,296,500 Transfers 562,000 - - - - - Expense Total 6,867,590 9,321,391 8,736,236 7,434,051 1,795,510 9,229,561 Ending Fund Balance 4,823,062 4,459,998 5,134,768 4,892,066 129,450 5,021,516 Reserves AFR Adjustment 559,000 - - - - - Contingency 491,595 519,976 519,976 549,558 - 549,558 Fire Vehicle Reserve 493,000 - 493,000 Capital Reserve 1,197,760 1,864,191 1,864,191 1,418,240 - 1,418,240 Reserves Total 1,130,355 2,384,167 2,384,167 2,460,798 - 2,460,798 Available Fund Balance 3,692,707 2,075,831 2,750,601 2,431,268 129,450 2,560,718 173 F I N A N C E A D M I N I S T R A T I O N P U R C H A S I N G M U N I C I P A L C O U R T A C C O U N T I N G F L E E T F I N A N C E Mission Statement : Keeping the Fleet operational with pride and professionalism . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T FLEET SERVICES 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. FY2021 Major Accomplishments ·Recognized for the 13th year in a row as an Automotive Service Excellence Blue Seal program. ·Averaged 96% of units completed within 60 days of notice for vehicle inspections. ·Averaged 98% satisfaction rate on customer satisfaction survey. ·Replaced several pieces of shop equipment due to age including a tire machine, MIG welder, and a new inspection machine. ·Cleaned and reorganized shop storage rooms for improved efficiency. ·Reclassified a mechanic position to a support position to improve the work order processing and parts ordering process. FY2022 Major Goals ·Maintain ASE Blue Seal recognition. ·Keep the fleet operational and safe by maintaining greater than 95% of units completed within 30 days of notice for vehicle inspections. ·Improve the organization of vehicles at the shop, and the impound yard. ·Increase professionalism for mechanics by obtaining additional ASE, and EVT Certifications. ·Purchase 45 replacement vehicles, including 2 Fire Engine Trucks, and 11 PD patrol units. ·Add 30 new vehicles to Fleet, including a regional SWAT van, and new pressure digger. ·Improve City resiliency to extreme weather events by implementing recommendations from the Winter Storm Uri After Action report. F L E E T S E R V I C E S : 1 0 .0 0 F T E S 174 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: FLEET SERVICES The Fleet Services Department is projected to finish FY2021 6.3% below budget. The FY2022 Budget increased 5.6% relative to FY2021 projections. Funds are transferred into Fleet Services to finance repair and replacement for City vehicles and equipment. The FY2022 Fleet budget accounts for over 25 new vehicles and heavy equipment. PERFORMANCE MANAGEMENT HIGHLIGHT 175 WWW.GEORGETOWN.ORG FY2022 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 2021 Total revenues are projected to be $3.8 million, which is consistent with the FY2021 budget. Total expenditures are projected to be $4.4 million, which is 3.7% less than FY2021 budget, reflecting savings in utilities and maintenance of various equipment. The Facilities Fund had a mid-year amendment to cover the overtime and operations costs related to the February Winter Storm Uri. The mid-year amendment also included electrostatic fogging expense due to COVID, remodeling for the Library Café to attract a new tenant, and mold remediation at the Recreation Center indoor pool. Total fund balance is projected to be $2.3 million as of September 30, 2021. The Facilities Fund includes a contingency reserve of $473,982 and a capital reserve of $1.3 million. FISCAL YEAR 2022 Budgeted revenues are estimated to be $4.7 million, which represents a 24.5% increase from the FY2021 projection. This adjustment is due to a full year of the new city center buildings, as well as a full year of operations of two new fire stations. Most of the increase is from General Fund, to pay for projects Facilities is managing for Parks, Library, and Public Safety buildings. Budgeted expenditures are budgeted to be $5.2 million, an increase of 19.5% from the FY2021 projection. This increase in base is due to the increased technology allocation, increases to remodeling services, landscaping and security services. The adopted changes are detailed below. •New HVAC System: Replacement of six air conditioning units at the Recreation Center that are in very poor condition with either coils (condenser, reheat, and evaporator) that have significant deterioration and/or bad compressors. The cost of repairs exceeds half the cost of new units and the newer more energy efficient units will save on-going utility costs. Adopted Ongoing:$0 Adopted One-time:$400,000 Adopted Total Cost:$400,000 •Building Maintenance Technician: As the City of Georgetown continues to build new facilities there is a need for an additional building maintenance technician. Facilities Maintenance Department currently maintains over 575,000 square feet with three maintenance technicians and one foreman. The square footage has increased by approximately 25,000 with the opening of Fire Station 6 and 7. Adopted Ongoing:$66,731 Adopted One-time:$50,000 Adopted Total Cost:$116,731 176 WWW.GEORGETOWN.ORG FY2022 BUDGET • Georgetown Municipal Complex Gate Security: Currently the drive thru GMC gate and utility bay overhead doors are not on the City's access control system. The gate is secured by a chain and combination lock which, when removed, does not always get reinstalled. This is an access concern and a safety concern for staff working on site during overnight hours. Adding the gate and overhead doors to access control will increase the level of security to the site.  Adopted Ongoing: $0  Adopted One-time: $82,000  Adopted Total Cost: $82,000 Total fund balance is budgeted to be $1.7 million as of September 30, 2022. The fund will hold a 90-day contingency for personnel and operations per the adopted Fiscal and Budgetary Policy. In FY2022, this amount totals $281,055. The target for capital asset replacement reserve is $2.3 million. In the FY2022 budget, this reserve amount totals $1.5 million. The facilities fund will need to increase allocation revenues in the future to build this reserve to compliance. 177 WWW.GEORGETOWN.ORG FY2022 BUDGET FUND SCHEDULE Facilities Maintenance Fund FY2020 FY2021 FY2022 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 2,197,104 2,878,469 2,878,468 2,271,982 2,271,982 Revenue 42001:Interest Income 32,507 6,500 8,722 6,500 - 6,500 43004:Administrative Charges 3,505,776 3,733,880 3,733,880 4,664,244 - 4,664,244 44001:Grant Revenue 57,339 - - - - - 45001:Misc Revenue 8,164 - 7,916 2,000 - 2,000 45002:Insurance Proceeds - - 2,974 1,000 - 1,000 Revenue Total 3,603,786 3,740,380 3,753,491 4,673,744 - 4,673,744 Expense Personnel 478,708 638,926 606,717 674,185 60,662 734,847 Operations 2,170,652 3,353,747 3,227,401 3,525,940 88,076 3,614,016 Operating Capital 263,011 533,461 525,860 409,261 400,000 809,261 Transfers - - - - 50,000 50,000 Expense Total 2,912,372 4,526,134 4,359,978 4,609,386 598,738 5,208,125 Ending Fund Balance 2,888,518 2,092,716 2,271,982 2,336,339 (598,738) 1,737,601 Reserves AFR Adjustment (10,050) - - - - - Contingency 184,934 473,982 473,982 281,055 - 281,055 Capital Reserve 1,464,435 1,332,299 1,332,299 1,456,546 - 1,456,546 Reserves Total 1,659,419 1,806,281 1,806,281 1,737,601 - 1,737,601 Available Fund Balance 1,229,099 286,435 465,701 598,738 (598,738) (0) 178 THIS PAGE INTENTIONALLY LEFT BLANK. 179 Mission Statement: Maintain and improve facilities through teamwork and a commitment to consistent service. CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T FACILITIES MAINTENANCE 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. FY2021 Major Accomplishments ·Completed Recreation Center Natatorium HVAC replacement. ·Completed Recreation Center indoor pool modifications (mold abatement). ·Renovated Art Center Studio and IT office. ·Repaired various buildings from damage caused by Winter Storm Uri. ·Replaced various HVACs Citywide. ·Continued monthly maintenance inspections and process improvements. ·Completed various projects at the Animal Shelter. ·Completed remodel of Library Café. ·Completed various flooring and painting projects throughout the City buildings. ·Completion of Fire Station No. 6. and No.7 ·Completion of Downtown Parking Lot Addition (across from the Library). FY2022 Major Goals ·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. ·Continue goals of Facilities Performance Management Plan. ·Expand Animal Shelter Temporary kennel. ·Begin construction of Transfer Station. ·Complete GMC Remodel Phase 1. F A C I L I T I E S M A I N T E N A N C E : 8 .0 0 F T E S F A C I L I T I E S P U B L I C W O R K S A I R P O R T P U B L I C W O R K S & S T R E E T S E N V I R O N M E N T A L S E R V I C E S S T O R M W A T E R 180 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: FACILITIES MAINTENANCE The Facilities Maintenance Department is projected to finish FY2021 3.4% below budget. The FY2022 Budget increased 18.3% relative to FY2021 projections. This increase in base is due to the increased technology allocation, and increases to remodeling services, landscaping and security services. This includes $116,731 for a Building Maintenance Technician to assist the department as the City continues to build new facilities. PERFORMANCE MANAGEMENT HIGHLIGHT 181 WWW.GEORGETOWN.ORG FY2022 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. In 2019, the IT Fund began to purchase the City’s fiber infrastructure asset from the Electric Fund, since the system serves the whole City. It will take several years to complete the full purchase of the asset. FISCAL YEAR 2021 Total revenues are projected to end the year just below the budgeted $9.7 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 $10 million, which is less than the budget of $10.2 million. Savings in IT Infrastructure cost center is due to savings in supplies, personnel, and computer hardware. January and June budget amendments included equipment for new personnel in other funds, a small facility remodel, and an increase to the ongoing expense of relocating fiber that was previously budgeted in the Electric Fund. Total fund balance is projected to be $1.7 million as of September 30, 2021. After accounting for the contingency policy requirement of $1.1 million, the fund is able to contribute $674,969 to the 5-year capital reserve. This reserve has been drawn down as the fund has purchased the fiber asset from Electric. Future revenue allocations will need to increase to rebuild the 5-year capital reserve. FISCAL YEAR 2022 Budgeted revenues total $11.9 million, a 22.6% increase from the 2021 projection. This increase in budget is primarily due to the allocated costs for the City’s Fiber network. The third year of a four-year plan includes a $666,000 installment. The fourth and final installment in FY2023 is for $725,000. The IT Allocation will need to spread the impact to other funds over multiple years. The revenue increase is also to cover the adopted changes noted below. Budgeted expenditures total $11.9 million, which represents a 19% increase from the 2021 projection. The increase in the base includes the $666,000 fiber asset purchase from the Electric Fund. Other increases in expenditures will invest in system security and resiliency. Adopted Enhancements: •IT Infrastructure: Zerto Disaster Recovery (DR) Software: Zerto was implemented in FY2021 to streamline management of the disaster recovery datacenter and improve cyber resiliency. The software has performed extraordinarily well in cutting the time costs of managing DR. We would like to move all City servers into the Zerto tool. Currently, we only use Zerto for mission critical servers to improve recovery times. •Ongoing Cost: $0•One-Time Cost: $100,000•Total Cost: $100,000 182 WWW.GEORGETOWN.ORG FY2022 BUDGET • IT Infrastructure: Security Information and Event Software (SIEM): This adopted software is a core security system that was strongly recommended to be implemented by external security auditors. It collects cybersecurity information from other systems, uses artificial intelligence to analyze the information, and guides IT staff on actions to take to mitigate risks. • Ongoing Cost: $0 • One-Time Cost: $50,000 • Total Cost: $50,000 • IT Applications: Lead System Analyst: The IT workload associated with maintaining the integrations and functions for the UMAX utility customer management system has increased. A supervisor and one dedicated System Analyst are not adequate for this type of system. We are currently unable to sufficiently cross train. This position was recommended as part of the Gartner utility technology study, conducted last year to help identify strategies to ensure efficiency and effectiveness of existing and future systems. • Ongoing Cost: $111,127 • One-Time Cost: $3,000 • Total Cost: $114,127 • IT Management: Cloud Phone Answering System: Implementation of a Cloud phone answering system is the first step in creating some form of 311 system. The Cloud system will allow the City to handle an extraordinary number of citizen phone calls during an emergency event such as a utility outage. The initial upgrade costs are included in the Customer Care cost center in the Joint Services Fund. • Ongoing Cost: $24,000 • One-Time Cost: $0 • Total Cost: $24,000 • IT Management: Third Party Business Process Analyst Support: IT received the most demerits from cybersecurity auditors for not having our cybersecurity policies and practices well documented. City staff agrees with that finding. Over the past year, IT has made an extraordinary effort to successfully document multiple policies and processes. However, city staff found that the logistics of doing such a large amount of processes overwhelms staff and management and distracts from key objectives. We would like to pilot the use of third-party business process analysts to reduce these time costs. • Ongoing Cost: $0 • One-Time Cost: $20,000 • Total Cost: $20,000 • IT Management: Cloud Strategy and Infrastructure Optimization Plan: A formal plan to transition our City or cloud products where possible will increase our flexibility and reliability for services. While cloud services have annual costs, savings can be realized in staff support and infrastructure maintenance and replacement. This item was recommended by the General Government and Finance Board. • Ongoing Cost: $0 • One-Time Cost: $75,000 • Total Cost: $75,000 183 WWW.GEORGETOWN.ORG FY2022 BUDGET • IT Fiber: Vehicle for New Fiber Employee: IT added a second employee in FY 2021 for fiber management. This person is a field employee and will need an all-terrain, all weather vehicle to perform field work and carry tools to fiber line locations. • Ongoing Cost: $5,700 • One-Time Cost: $35,000 • Total Cost: $40,700 Total fund balance is projected to be $1.8 million as of September 30, 2022. This includes a 90-day contingency of $1.2 million plus a reserve for capital of $603,294. Future revenue allocations will need to increase to rebuild the 5-year capital reserve. 184 WWW.GEORGETOWN.ORG FY2022 BUDGET FUND SCHEDULE Information Technology Fund FY2020 FY2021 FY2022 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 2,452,003 1,981,749 1,981,749 1,728,418 - 1,728,418 Revenue 42001:Interest Income 21,005 8,000 4,070 8,000 - 8,000 43004:Administrative Charges 7,644,778 9,614,591 9,614,591 11,766,494 - 11,766,494 44001:Grant Revenue 180 - - - - - 45001:Misc Revenue 1,531 - 52 - - - 70001:Transfers In 53,860 96,000 96,000 - 139,000 139,000 Revenue Total 7,721,354 9,718,591 9,714,712 11,774,494 139,000 11,913,494 Expense City of Georgetown (Only) 99,121 - - - - - CC0001 Non-Departmental 588,274 - - - 35,000 35,000 CC0648 IT Fiber - 365,910 316,823 341,436 11,700 353,136 CC0649 IT Applications - 1,350,327 1,377,695 1,429,691 114,268 1,543,959 CC0650 IT Public Safety - 432,973 447,254 485,543 7,500 493,043 CC0651 IT Infrastructure 7,144 2,277,864 2,127,191 2,518,770 150,000 2,668,770 CC0652 IT Management 6,696,738 5,726,996 5,699,080 6,505,978 265,500 6,771,478 Expense Total 7,391,278 10,154,069 9,968,043 11,281,417 583,968 11,865,385 Ending Fund Balance 2,782,080 1,546,271 1,728,418 2,221,496 (444,968) 1,776,528 Reserves AFR Adjustment (800,331) - - - - - Contingency 651,790 1,053,449 1,053,449 1,173,234 - 1,173,234 Reserve for Capital 915,742 335,263 674,969 603,294 - 603,294 Reserves Total 767,201 1,388,712 1,728,418 1,776,528 - 1,776,528 Available Fund Balance 414,217 157,559 0 444,968 (444,968) (0) 185 F I B E R A P P L I C A T I O N S P U B L I C S A F E T Y I N F R A S T R U C T U R E M A N A G E M E N T I N F O R M A T I O N T E C H N O L O G Y Mission Statement: Driving technical innovation with exceptional service . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T INFORMATION TECHNOLOGY 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. FY2021 Major Accomplishments ·Completed the Workday ERP implementation. ·Completed comprehensive Cybersecurity Policy. ·Completed the FBI CJIS cybersecurity audit. ·Increased automation of the City’s disaster recovery data center. ·Implemented ArcGIS Enterprise mapping system. ·Completed 85% of strategic work plan despite COVID and winter storm impacting workloads. ·Completed key initiatives in Gartner CIS study. ·Implemented Multi-Factor Authentication access security. ·Completed 2021 IT Catalyst Plan (strategic plan). FY2022 Major Goals ·Take aggressive action to implement highly effective cybersecurity measures. ·Assess and implement strategies to efficiently move the organizations physical infrastructure to the Cloud. ·Define and document key cybersecurity policies and processes. ·Implement and maintain key business applications. ·Continue to improve and enhance the City’s on- premise infrastructure and associated operations. I N F O R M A T I O N T E C H N O L O G Y : 3 9 .0 0 F T E S 186 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: INFORMATION TECHNOLOGY The Information Technology Department is projected to finish FY2021 16.1% below budget. The FY2022 Budget increased 19.3% relative to FY2021 projections. This includes an additional $114,127 to add a Lead System Analyst to the department to account for increases in IT workload. Other contributing factors include software and services to increase the IT department's functionality and cybersecurity. PERFORMANCE MANAGEMENT HIGHLIGHT 187 WWW.GEORGETOWN.ORG FY2022 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. 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 2021 Total revenues are projected to be $10.6 million, which is 16.1% over budget. This is largely attributed to stop-loss insurance proceeds which are driven by medical claims. Total expenditures are projected to be $10.7 million, which is 13% over budget. The City has incurred higher than anticipated medical and pharmacy claims in FY2021. Total ending fund balance is projected to be $4.9 million as of September 30, 2021. FISCAL YEAR 2022 Total revenues are budgeted to be $11.3 million, which is with a 7% increase over FY2021 projections. Revenue projections assume stop-loss proceeds will decrease, that medical premiums will increase by 10% in January for both employees and employer, and that dental premiums will increase by 3% in January for both employee and employer. There were no premium increases during 2021 and expenses increased necessitate these 188 WWW.GEORGETOWN.ORG FY2022 BUDGET increases. A premium credit incentivizing employee annual physicals is also built into the budget. This incentive would allow for premium reductions if employees complete an annual physical. This is a strategic tool to improve employee health and, over time, bend the cost curve. Total expenses are budgeted to be $12.3 million. Medical and pharmacy claims are budgeted at 16% higher than the FY2021 projection. Stop loss is also budgeted conservatively at 11% higher than the FY2021 projection. Fund balance on September 30, 2022 is projected to be $3.8 million, with both the IBNR and Rate Stabilization reserves fully funded at $1,096,923 and $1,575,000 respectively. FUND SCHEDULE Self Insurance Fund FY2020 FY2021 FY2022 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 3,916,290 4,395,560 5,083,507 4,889,648 - 4,889,648 Revenue 42001:Interest Income 57,580 20,000 20,000 20,000 - 20,000 44501:Contribution Revenue 9,136,855 8,675,000 9,026,451 10,257,909 - 10,257,909 45001:Misc Revenue 46,101 - 104,226 114,684 - 114,684 45002:Insurance Proceeds 867,868 400,000 1,403,979 900,000 - 900,000 Revenue Total 10,108,405 9,095,000 10,554,657 11,292,593 - 11,292,593 Expense 51001:Administrative Expense 972,268 1,050,740 1,001,230 1,063,366 - 1,063,366 51004:Contractual Services - - 272,705 279,184 - 279,184 53004:Insurance Expense 442,157 435,470 322,345 344,000 - 344,000 53014:Recruitment Expense 124,114 144,500 - - - - 53021:Claims Expense 7,402,649 7,880,000 9,152,236 10,650,843 - 10,650,843 Operations Total 8,941,188 9,510,710 10,748,516 12,337,393 - 12,337,393 Ending Fund Balance 5,083,507 3,979,850 4,889,648 3,844,848 - 3,844,848 Reserves Rate Stabilization 1,532,000 1,575,000 1,575,000 1,575,000 - 1,575,000 IBNR 650,000 675,000 675,000 1,096,923 - 1,096,923 Reserves Total 2,182,000 2,250,000 2,250,000 2,671,923 - 2,671,923 Available Fund Balance 2,901,507 1,729,850 2,639,648 1,172,925 - 1,172,925 189 THIS PAGE INTENTIONALLY LEFT BLANK. 190 JOINT SERVICES FUND Blue Hole Park 191 JOINT SERVICES FUND Joint Services Fund Summary ..................... 193 Accounting ................................................... 198 Conservation ............................................... 200 Customer Care............................................. 202 Economic Development .............................. 204 Engineering .................................................. 206 Finance Administration ............................... 208 HR & Organizational Development ............. 210 Organizational and Operational Excellence 210 Purchasing ................................................... 212 Legal ............................................................ 214 192 WWW.GEORGETOWN.ORG FY2022 BUDGET JOINT SERVICE FUND The Joint Service Fund is composed of departments providing administrative support to the City. Systems Engineering and Customer Care provide support to the City’s utility and capital project functions. 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 an 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 2021 Total revenues are projected to be $18.1 million, which is on budget. Total expenditures are projected to be $18.3 million, which represents a decrease of 2.1% relative to budget. During the fiscal year, city management maintained a budget contingency plan outlined in the fiscal and budgetary policy in response to the COVID19 pandemic. Salary savings for open positions account for most of the savings. The non- departmental cost center projections are higher than budget because vacancy savings are budgeted here for the entire fund, while actual personnel savings are realized in each department. Also, originally the Finance Administration department budgeted a cost allocation study in 2021. Unfortunately, due to the demands of Winter Storm recovery, the department will move this study to fiscal year 2022. The Joint Services Fund was amended in January for salary market increases, bill print expenses, to add resources to Customer Care from the Gartner Study recommendations, and to complete the Transportation Impact Fee study. The Fund was amended in June to account for increases in credit card fee expenses. During the pandemic, many customers across the City switched to paying online with a credit card for their utility bill, permitting fees, and other charges. The City expects this trend to continue after the pandemic recedes, and is planning to increase revenues to offset the expenses. The June budget amendment also included adding an Accounting Specialist and a Human Resources Generalist to assist both departments with high growth in workload demands. Positions from Conservation and Customer Care were also re- organized to other departments that more closely align with their job functions. Ending fund balance is projected to be just below $2 million as of September 30, 2021. This is $1.6 million below the 90 day contingency reserve policy of $3.6 million. FISCAL YEAR 2022 193 WWW.GEORGETOWN.ORG FY2022 BUDGET Total revenues are budgeted to be $21.7 million, which represents an increase of 20% relative to the FY2021 projection. Departments in the fund saw increased expenses overall as the number of city staff and the size of departments continue to grow significantly in reflection of the city population growth and demand for services. The largest drivers of costs are technology related expenses in Customer Care, engineering and development related expenses in Systems Engineering, and credit card fees across the organization. Total expenditures are budgeted to be $21.3 million, an increase of 16.3% from FY2021 projections. Several large increases are included in the base budget. These include the credit card fee expense increase of $350,000 over the 2020 original budget as customers changed to online payments during the pandemic. Fees will be increased to the customer to recover the City’s cost. Other base increases include merit and market increases for personnel, technology allocation increases for the utility billing system, and the full-year cost of 2 positions added to the fund in the 2021 mid-year budget amendment referenced above. The Citywide Human Resources cost center base budget is increasing for recruitment expenses for Fire and Police, and property and casualty insurance cost increases. With the voters’ approval of the 2021 mobility bond, acceleration of water infrastructure improvements and continued growth, staff proposes to transition the oversight of development engineering review from Systems Engineering to the planning department. This will provide more capacity for the staff in System Engineering to deliver infrastructure, as well as more consistency in the new development process review. The proposed date is to transition this on January 1, and staff is working through a plan to ensure a seamless transition for customers. Below are highlights of the proposed service level enhancements represented in the Changes column in the Joint Service Fund. A full list is available in the reference section of this book. 194 WWW.GEORGETOWN.ORG FY2022 BUDGET Proposed Enhancements: • Accounting: • Payroll Specialist: Since the implementation of the new payroll software in 2019, the special projects and testing requirements have been non-stop. With only one payroll specialist and one supervisor for review each pay period, any testing and special projects have to be managed during non-payroll weeks. Special projects in the last year were the ESick configuration citywide for COVID, payroll commitments for budget, new benefits deductions for HR, and dispatch/control center time keeping. Having a second payroll specialist will provide additional resources for testing and special projects while still being able to maintain two employees working on payroll every two weeks.  Proposed Ongoing: $55,025  Proposed One-time: $8,000  Proposed Total Cost: $63,031 • Temporary Personnel for GASB 87 Implementation: The Governmental Accounting Standards Board pronouncement 87 on lease accounting is required to be implemented for the FY2022 audit. Reviewing the pronouncement, gathering lease information citywide, and creating a tracking process will require a part-time temporary position during FY2022.  Proposed Ongoing: $0  Proposed One-time: $30,000  Proposed Total Cost: $30,000 • Purchasing: • Warehouse Vehicle and Equipment: Half-ton extended cab pickup for warehouse deliveries to customers that do not require the existing box truck and a stretch wrap machine for efficient application of inventory wrap.  Proposed Ongoing: $5,700  Proposed One-time: $36,500  Proposed Total Cost: $42,200 • Customer Care: • Cloud Contact Center: Expand functionality of existing phone system to increase call capacity and to provide a message to customers when the max number of calls are received. The service also adds email and chatbot capability for self service, and allows staff to work onsite or remotely during emergency events.  Proposed Ongoing: $38,000  Proposed One-time: $75,000  Proposed Total Cost: $113,000 • Lockbox Services: This service will help efficiently process mail payments that currently make up 15% of the customer base and take up to 4 hours per day to process by staff.  Proposed Ongoing: $75,000  Proposed One-time: $0  Proposed Total Cost: $75,000 195 WWW.GEORGETOWN.ORG FY2022 BUDGET • System Engineering: • Utility Coordinator: The city continues to see significant growth thus there is an increase in new utility extensions across the city. The department is requesting this position to serve as the single point of contact for franchise utilities, TxDOT, Wilco as well as other jurisdictions. This position will assist with TxDOT utility relocations, Western District utility relocations, and reimbursements for various utility relocations. They will work on interlocal agreements, utility relocation agreements, and utility Advanced Funding Agreements.  Proposed Ongoing: $83,870  Proposed One-time: $41,000  Proposed Total Cost: $124,870 • Inspection Supervisor: The city is seeing substantial development growth. The city had 59 active projects as of March 2020, and in March 2021 the city was handling 94 active projects. This position will relieve workload, providing preliminary walks, final walks, engineering calls, and provide guidance on City CIP projects. This will also provide succession planning for the team.  Proposed Ongoing: $105,775  Proposed One-time: $44,000  Proposed Total Cost: $149,775 • New Development Consultant Support: New Development Consultant Support includes $125,000 Plan Review, $125,000 Utility Evaluation, $200,000 Traffic Impact Analysis. Increase from $121,000 PR + $150,000 TIA in current year.  Proposed Ongoing: $179,000  Proposed One-time: $0  Proposed Total Cost: $179,000 • Human Resources: • Development of Supervisors: These funds will provide HR staff with training on how to administer 360 degree performance reviews for supervisors and mid-level managers. This initiative is part of feedback from a prior employee satisfaction survey, but has been postponed several years due to higher priorities.  Proposed Ongoing: $0  Proposed One-time: $25,000  Proposed Total Cost: $25,000 • Legal Services: • Assistant City Attorney: Assistant City Attorney position has not been added to the department since 2014. Given the City’s growth, a fourth attorney is needed to meet demand for contracting and other legal services.  Proposed Ongoing: $107,951  Proposed One-time: $3,000  Proposed Total Cost: $110,951 196 WWW.GEORGETOWN.ORG FY2022 BUDGET Ending fund balance is projected to be $2.4 million as of September 30, 2022, which is applied to contingency 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. A fully funded reserve would be $3.6 million. FUND SCHEDULE Joint Services 12/16/21 11:05 AM FY2020 FY2021 FY2022 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 1,415,206 2,157,365 2,157,365 1,974,965 - 1,974,965 Revenue 41002:Penalties 20,152 - 25,000 - - - 42001:Interest Income 20,038 6,250 6,250 6,250 - 6,250 43001:Fees 15,965 173,600 14,000 11,600 - 11,600 43003:Permits 415,975 - - - - - 43004:Administrative Charges 17,275,170 17,912,066 17,912,066 21,575,774 - 21,575,774 43005:Rental Revenue - - 100 - - - 44001:Grant Revenue 1,114 - - - - - 45001:Misc Revenue 5,175 - 431 - - - 45002:Insurance Proceeds 97,865 - 70,000 - - - 45003:Misc Reimbursements 127,236 83,000 91,356 120,000 - 120,000 70001:Transfers In 313,405 - - 25,000 - 25,000 Revenue Total 18,292,095 18,174,916 18,119,203 21,738,624 - 21,738,624 Expense City of Georgetown (Only) 385,272 - - - - - CC0001 Non-Departmental 1,564,778 965,999 1,246,402 800,000 123,500 923,500 CC0302 Finance Administration 920,758 1,222,909 1,025,554 1,212,443 11,000 1,223,443 CC0315 Accounting 1,060,292 1,302,383 1,358,423 1,497,456 94,453 1,591,909 CC0317 Purchasing 849,795 996,521 937,558 1,063,585 9,700 1,073,285 CC0321 Customer Care 4,944,285 5,955,711 5,867,947 6,791,073 188,000 6,979,073 CC0503 Organizational and Operational Excellence 276,233 342,009 323,516 365,374 14,640 380,014 CC0526 Systems Engineering 2,215,851 2,757,957 2,755,159 2,971,502 373,433 3,344,935 CC0534 Conservation 576,512 779,365 565,331 608,462 38,500 646,962 CC0547 Business System Services 1,013,281 - - - - - CC0637 Economic Development 550,462 593,007 575,708 655,188 - 655,188 CC0639 Human Resources 1,269,411 1,507,953 1,481,634 1,732,266 4,200 1,736,466 CC0640 Citywide Human Resources 1,008,990 1,219,444 1,127,024 1,329,125 25,000 1,354,125 CC0654 Legal 1,001,715 1,055,716 1,037,349 1,259,194 108,113 1,367,308 Expense Total 17,637,635 18,698,974 18,301,604 20,285,669 990,540 21,276,209 Ending Fund Balance 2,069,666 1,633,307 1,974,965 3,427,920 (990,540) 2,437,380 Reserves AFR Adjustment 87,699 - - - - - Contingency Reserve 1,070,215 1,633,307 1,633,307 2,437,380 - 2,437,380 Reserves Total 1,157,914 1,633,307 1,633,307 2,437,380 - 2,437,380 Available Fund Balance 1,087,150 (0) 341,658 990,540 (990,540) 0 197 F I N A N C E A D M I N I S T R A T I O N P U R C H A S I N G M U N I C I P A L C O U R T A C C O U N T I N G F L E E T F I N A N C E Mission Statement: Compliance + Accurate Financial Information = Trust . Our formula to adapt , educate , and build relationships creating a basis for informed decision -making. CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T ACCOUNTING Accounting is responsible for keeping accurate financial records for the City and providing financial related information to City management and policy makers. FY2021 Major Accomplishments ·Maintained public trust by successfully completing our first Annual Comprehensive Financial Report in the new financial software system (Workday) and received a clean audit opinion. ·Maintained customer service with successful and timely completion of payroll and the accounts payable check run during Winter Storm Uri. ·Enhanced the use of Workday by successfully converting Emergency Communications and the Control Center to Workday time tracking. ·Streamlined several quarterly and annual software processes in payroll and accounts payable. ·Improved on-time payment for a heavily used Library vendor using lean process improvement. FY2022 Major Goals ·Improve customer service satisfaction for training and information provided by the Accounting department. ·Improve customer service satisfaction with continued enhancement of the Workday system through collaboration with HR, IT and other departments. ·Improve customer service satisfaction with increased staffing for more timely and accurate reporting and responses. ·Complete a cable franchise audit to ensure compliance. ·Improve the efficiency of the preparation of the Annual Comprehensive Financial Report and various internal reports through enhancements in Workday and Adaptive reporting. A C C O U N T I N G : 1 4 .0 0 F T E S 198 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: ACCOUNTING The Accounting Department is projected to finish FY2021 4.3% above budget. The FY2022 Budget increased 17.2% relative to FY2021 projections. This includes an additional $63,031 to add a Payroll Specialist to the department to provide further resources for testing and special projects. Other contributing factors include an increase in market and merit raises. PERFORMANCE MANAGEMENT HIGHLIGHT 199 W A T E R S E R V I C E S C O N S E R V A T I O N W A T E R Mission Statement : Reach beyond compliance by creating innovative programs and engaging the community to plan for the future and preserve community resources . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T CONSERVATION The Conservation Department provides stewardship and management of our natural resources through application of environmentally sound practices . FY2021 Major Accomplishments ·Hired new Conservation Coordinator. ·Improved efficiency in identification of wrong day irrigation. ·Worked with IT team to create an app assisting with field enforcement. ·Began rebuilding process on Conservation programming. FY2022 Major Goals ·Increase the scale of enforcement efforts. ·Increase programming and customer assistance. ·Review ordinances pertaining to Conservation. C O N S E R V A T I O N : 1 .0 0 F T E S C O N T R O L C E N T E R P L A N T O P E R A T I O N S 200 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: CONSERVATION The Conservation Department is projected to finish FY2021 27.5% below budget. The FY2022 Budget increased 14.4% relative to FY2021 projections. This includes an additional $38,500 for UMAX Support Contract- Regression Testing. PERFORMANCE MANAGEMENT HIGHLIGHT 201 C U S T O M E R C A R E M E T E R I N G S E R V I C E S C U S T O M E R C A R E Mission Statement : 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. CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T CUSTOMER CARE 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 services. FY2021 Major Accomplishments ·Enhanced customer service levels by implementing new customer programs “Pick Your Own Due Date” and “GNF Round Up”. ·Designed and implemented phase one of new downtown garbage service billing. ·Contracted with 3rd party collection agency to facilitate collection efforts. ·Procured bill print/mail contract for utility bills and late notices. ·Implemented process to default all new residential accounts to paperless billing. ·Incorporated behavior based training into department to provide ongoing development of customer service skills. FY2022 Major Goals ·Realign departmental structure to enhance customer service. ·Evaluate the transition of the current CIS software to Cloud based. ·Implement Cisco phone system upgrade to enhance customer experience. ·Create customer awareness of program through campaigns in partnership with CAPE. ·Participate in Utility Rate Study and implement rate recommendations. ·Evaluate convenience fee options and implement Council direction. ·Provide customer support for summer peak demand initiatives. ·Review and document changes to existing Sales tax exemption process. C U S T O M E R C A R E : 2 6 .0 0 F T E S 202 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: CUSTOMER CARE The Customer Care Department is projected to finish FY2021 1.5% below budget. The FY2022 Budget increased 18.9% relative to FY2021 projections. This includes an additional $113,000 for a Cisco Phone Cloud Contact Center to expand the functionality of the existing phone system as well as $75,000 for Lockbox Services to increase the efficiency of processing payments made by mail. PERFORMANCE MANAGEMENT HIGHLIGHT 203 E C O N O M I C D E V E L O P M E N T D O W N T O W N D E V . / M A I N S T R E E T E C O N O M I C D E V E L O P M E N T Mission Statement : To purposefully support a business -friendly environment where companies can and want to grow . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T ECONOMIC DEVELOPMENT Economic Development markets the community to business prospects, encourages partnerships between private and public entities, and promotes a dynamic and balanced local economy. FY2021 Major Accomplishments ·Completed five economic development projects totaling over $163 million in estimated capital investment and 2.47 million square feet of development including NorthPark35 Phase I, Texas Outdoor Power Equipment, Loram Technologies, Gateway Commerce 35, and Stonelake Logistics Park. ·Brought nine new businesses to downtown including Tejas Meat Supply, Foundry 42, District Six, Mikey V’s Taco Shop, Hydrate Smoothie & Juice Bar, City Post Chophouse, Kilwins, Grow Salon, and Wish Well House. ·Completed over 60 business retention visits and more than 430 touches. ·Held the 5th Annual Economic Development Symposium and 2nd Annual Blazin’ Beer Crawl. ·Hosted free workshops for National/Georgetown Small Business Week. · FY2022 Major Goals ·Complete the economic development strategic plan update. ·Continue business retention outreach and visits. ·Hold annual events including the Economic Development Symposium, Swirl, Blazin’ Beer Crawl, small business workshops and business appreciation luncheons. ·Launch a small business loan pilot program. ·Partner with the WilCo EDP to host a Site Selector Fam Tour in conjunction with the Red Poppy Festival. ·Continue working with developers and land owners on strategic infrastructure investments to encourage employment center development. ·Update and refresh marketing materials including the aerial map and community profile. E C O N O M I C D E V E L O P M E N T : 4 .0 0 F T E S T O U R I S M / C V B 204 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: ECONOMIC DEVLOPMENT The Economic Development Department is projected to finish FY2021 2.9% below budget. The FY2022 Budget increased 13.8% relative to FY2021 projections. This includes the reinstatement of $23k for travel and programming related funded that was paused in FY2021 due to COVID. Other contributing factors include increases for market and merit raises, PERFORMANCE MANAGEMENT HIGHLIGHT 205 S Y S T E M S E N G I N E E R I N G Mission Statement : Facilitate system maintenance and growth for our stakeholders through ownership and exceptional engineering services . . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T SYSTEMS ENGINEERING 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. FY2021 Major Accomplishments ·Adopted Transportation Impact Fees ·Competed North West Boulevard Bridge ·2021 Mobility Bond support and development ·Completed San Gabriel Wastewater Treatment Plant belt press ·South East Inner Loop bid awarded and completed ·Designed and installed multiple traffic signals and pedestrian flashers FY2022 Major Goals ·Western District policy updates ·Complete design for Leander Road ·Construction of the Berry Creek interceptor ·Implement inspector step program ·Update the Pavement Condition index ·Continue with 2021 Mobility Bond projects currently under design S Y S T E M S E N G I N E E R I N G : 4 .0 0 F T E S 206 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: SYSTEMS ENGINEERING The Systems Engineering Department is projected to finish FY2021 0.1% below budget. The FY2022 Budget increased 21.4% relative to FY2021 projections. This includes an additional $274,645 to add both an Inspection Supervisor position and a Utility Coordinator position to the department to account for the substantial development growth the city is experiencing. PERFORMANCE MANAGEMENT HIGHLIGHT 207 F I N A N C E A D M I N I S T R A T I O N P U R C H A S I N G M U N I C I P A L C O U R T A C C O U N T I N G F L E E T F I N A N C E Mission Statement : Sound financial leadership with a collaborative and innovative approach . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T FINANCE ADMINISTRATION 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. FY2021 Major Accomplishments ·Completed the Enterprise Resource Planning software implementation with the third and final phase – the budget development function. ·Stabilized end user’s experience with improved change management, reporting and training on the new software system. ·Mitigated financial risk from Winter Storm Uri with the successful placement of a 9.5 year debt instrument to pay off the extreme energy market costs. ·Sold the first tranche of the 2021 Mobility Bond. ·Monitored state legislation and administrative rules for financial impact on the City of Georgetown. ·Monitored and reported to management and the Council the continued economic impacts of the pandemic, including federal grant status. FY2022 Major Goals ·Optimize the City’s internal Cost Allocation Model through a consultant review study. ·Support the Electric and Water utilities with rate reviews and updates to financial processes. ·Support the Parks Cost Recovery Study results and implementation. ·Improve customer experience with the new software system through incremental business process updates. ·Explore options to mitigate cost increases from customer usage of online credit card payments. ·Award a bank depository contract. ·Seek to upgrade the City’s General Obligation and Revenue bond ratings. ·Implement the Council’s goals related to growth management and infrastructure funding. F I N A N C E A D M I N I S T R A T I O N : 6 .0 0 F T E S 208 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: FINANCE ADMINISTRATION The Finance Administration Department is projected to finish FY2021 16.1% below budget. The FY2022 Budget increased 19.3% relative to FY2021 projections, This includes an additional $10,000 to expand the department's intern program. Other contributing factors include an increase for market and merit raises as well as increased costs for appraisal contracts. PERFORMANCE MANAGEMENT HIGHLIGHT 209 H U M A N R E S O U R C E S O R G A N I Z A T I O N A L & O P E R A T I O N A L E X C E L L E N C E H U M A N R E S O U R C E S & O R G A N I Z A T I O N A L D E V E L O P M E N T Mission Statement : To foster employee development and well -being while exemplifying our commitment to the City ’s core values . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T HR AND OOE 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 . FY2021 Major Accomplishments ·Continued support of city organization through pandemic including policies, leave, testing, safety, training, planning and support. ·Deployed public dashboards with performance metrics. ·Engaged service areas and updated business action plans. ·Advanced the Lean Green Belt workshops and trained 50% of City staff. ·Shepherded 29 A3 improvement efforts, resulting in 47 Process Improvement Level 1 Certifications and saving over $230,000. ·Held OOE Academy End of Year Awards celebration to recognize those that have completed the Lean Process Improvement Certification. FY2022 Major Goals ·Continue support of city organization through pandemic including policies, leave, testing, safety, training, planning and support. ·Support Employee Engagement Survey and follow-up activities. ·Launch Lean Black Belt class. ·Evaluate and expand public dashboards. ·Continue to rollout Lean Great Belt and encourage staff to start and complete A3 improvement efforts (foster a continuous improvement mindset). ·Increase opportunities to engage staff in effective ways to build consensus so that in- depth analysis, process improvement, and solutioning can occur. ·Implement new Learning Management System. H U M A N R E S O U R C E S A N D O O E : 1 6 .0 0 F T E S C I T Y W I D E H U M A N R E S O U R C E S 210 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: HUMAN RESOURCES AND OOE The Human Resource and OOE Department is projected to finish FY2021 4.5% below budget. The FY2022 Budget increased 18.4% relative to FY2021 projections. This includes an additional $25,000 to provide HR staff with training on 360 degree performance reviews and $14,640 to the OOE department for Power BI licensing. PERFORMANCE MANAGEMENT HIGHLIGHT 211 F I N A N C E A D M I N I S T R A T I O N P U R C H A S I N G M U N I C I P A L C O U R T A C C O U N T I N G F L E E T F I N A N C E Mission Statement : Provide dedicated quality and efficient customer service to our community through being innovative , responsible , and transparent every step of the way . CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T PURCHASING 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. FY2021 Major Accomplishments ·Leveraged existing IT tool to go-live with Purchasing Dashboard and electronic intake form to track and report on workload and provide increased transparency to customers. ·Provided advance change management training to City employees on financial system (Workday) processes and procure-to-pay procedures. ·Continued updating purchasing / warehouse policies and manual to be more consistent with Workday and best practices. ·Installed new Warehouse racking allowing for improved inventory organization. ·Installed a safer Warehouse dock door and fans to improve circulation. ·Updated Purchasing website for more accurate and useful information. FY2022 Major Goals ·Partner with IT, OOE, Legal and City Secretary to implement an automated contract routing process. ·Improve customer satisfaction with timeliness by reducing the number of steps in the City’s mid- level purchasing policy. ·Improve customer satisfaction with timeliness by implementing purchasing templates with Legal department. ·Provide and schedule professional development opportunities to entire Purchasing / Warehouse team. ·Enhance communication opportunities between Purchasing / Warehouse and all City departments through outreach opportunities. ·Improve customer satisfaction with timeliness by implementing a contract renewal process. P U R C H A S I N G : 9 .0 0 F T E S 212 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: PURCHASING The Purchasing Department is projected to finish FY2021 5.9% below budget. The FY2022 Budget increased 14.5% relative to FY2021 projections. This includes an additional $42,200 for a half-ton extended cab pickup for warehouse deliveries to customers that do not require the existing box truck and a stretch wrap machine for efficient application of inventory wrap. PERFORMANCE MANAGEMENT HIGHLIGHT 213 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T LEGAL The Legal Department provides in -house legal services for the City Council, Staff , Boards, and Commissions . the Department supervises outside counsel, issues legal opinions on the City Charter , City Ordinances, policies and procedures, and represents the City in litigation. FY2021 Major Accomplishments · Facilitated and managed the Charter Amendment Election process • Provided legal review on contracts, policies, ordinances, resolutions, procurements, and other matters to facilitate legal compliance with local, state, and federal law • Managed contracted law firms and city staff attorneys • Implemented pilot program to provide citywide real estate services • Managed litigation matters • Coordinated review and legal advice on public information requests, subpoenas • Coordinated with Municipal Court Prosecutor • Managed legal matters regarding employment, utility, aviation, economic development, and other matters as needed to facilitate city services FY2022 Major Goals · Prepare the Legal Department for growth and future legal needs • Provide effective legal services to facilitate City Council objectives • Facilitate citywide real estate services L E G A L : 6 .0 0 F T E S C I T Y S E C R E T A R Y A D M I N S I T R A T I V E S E R V I C E S L E G A L C I T Y C O U N C I L 214 CITY OF GEORGETOWN F Y 2 0 2 2 A N N U A L B U D G E T DEPARTMENT BUDGET: LEGAL DEPARTMENT The Legal Department is projected to finish FY2021 1.7% below budget. The FY2022 Budget increased 31.8% relative to FY2021 projections. This includes an additional $107,951 to add an Assistant City Attorney to the department in response to the City's continued growth. 215 THIS PAGE INTENTIONALLY LEFT BLANK. 216 CAPITAL PROJECTS Southwest Bypass Construction 217 CAPITAL IMPROVEMENT PROJECTS Capital Projects Summary ....................... 219 Operations & Maintenance .................... 223 General Capital Project Fund .................. 225 CIP Project Detail .................................... 226 218 WWW.GEORGETOWN.ORG FY2022 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 2021 Budget expenses for FY2021 CIP totals $113 million. General Capital Projects (GCP) totals $52.4 million and includes funds for streets, transportation, new public safety vehicles, regional trail development, and new breathing units for firefighters. Water Services CIP totals $49.8 million. Water related improvements total $36 million and include funding for South Lake Water Treatment Plant. The plant is under design and the first phase of construction will begin in the fall at a cost of $20 million in FY2022. Wastewater related improvements total $14.2 million and includes the Cimarron Hills Wastewater Treatment Plant Expansion, as well as lift station upgrades. Electric Services CIP totals $7.4 million and includes system improvements to help address growth in the City and $1.1 million for the purchase of replacement vehicles and a pressure digger. GTEC projects total $3.7 million and roadway and infrastructure improvements for upcoming development. January •Departmental meetings to prioritize CIP projects February •Division meetingsto coordinate projects March •Develop funding strategy April-May •Present CIP to Boards and City Council September •Council adopts CIP with Annual Budget 51.58% 44.70% 3.28% 0.44% FY2022 CIP Enterprise Funds General Capital Projects GTEC Other Enterprise Funds 219 WWW.GEORGETOWN.ORG FY2022 BUDGET 5 YEAR CIP SUMMARY 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. 220 WWW.GEORGETOWN.ORG FY2022 BUDGET 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. 5 YEAR SUMMARY BY PROJECT 45,000,000 , 39.84% 9,690,000 , 8.58% 25,061,500 , 22.19% 28,700,000 , 25.41% 4,500,000 , 3.98% FY2022 FUNDING TYPE General Obligation, GO Certificate ofObilgation, CO Revenue Bonds Impact Fees Cash 221 WWW.GEORGETOWN.ORG FY2022 BUDGET 222 WWW.GEORGETOWN.ORG FY2022 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 FY2022, the Fleet Department will be adding several Public Safety Vehicles. These vehicles will have an estimated maintenance cost of $7,650 per year for the next five years with an annual increase of 2% in each of the following years. Facilities: Facilities plans to do $1,750,000 of CIP in FY2022. Starting in FY2022, the Public Safety Training and Operations Center Phase II will require an estimated $10,000 of maintenance per year. Staff is anticipating a 2% to maintain the facility in each of the following years. Parks: The City anticipates an annual O&M impact of $5,100 per year for the next five years for the maintenance of the new trail development. Wastewater: In FY2022, Wastewater CIP will require additional O&M a lift station and Cimarron Hills Wastewater Treatment plant. The combined ongoing O&M impact of these projects is estimated to be $183,600 in FY2022. Water: Water CIP is estimated to be over $36.0 million in FY2022. Staff anticipates an annual O&M impact of $229,500 per year with an ongoing escalator of 2% in each of the following fiscal years. Department O&M Type FY2022 FY2023 FY2024 FY2025 FY2026 Parks Operations 5,100 5,202 5,306 5,412 5,520 Facilities Maintenance 10,000 10,200 10,404 10,602 10,814 Fleet Vehicle Maintenance 7,650 7,803 7,959 8,118 8,281 Water Operations 229,500 234,090 238,772 243,547 248,418 Wastewater Operations 183,600 187,272 191,017 194,838 198,735 Stormwater Operations 9,180 9,364 9,551 9,742 9,937 223 WWW.GEORGETOWN.ORG FY2022 BUDGET Stormwater: Stormwater plans to do $500,000 of CIP projects in FY2022. Staff anticipates ongoing O&M impact of curb and gutter maintenance, infrastructure improvements, and flood mitigation projects to cost $47,774 over the next five years. 224 WWW.GEORGETOWN.ORG FY2022 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: Capital Project FY2020 FY2021 FY2022 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 43,083,284 38,336,098 38,336,098 30,704,575 30,704,575 Revenue 42001:Interest Income 547,254 280,000 105,389 100,000 - 100,000 43001:Fees 26,582 115,000 45,000 45,000 - 45,000 46001:Bond Proceeds 14,895,000 23,573,278 55,250,000 50,490,000 370,000 50,860,000 46002:Bond Premium - - 1,772,685 - - - 70001:Transfers In 1,262,000 99,950 99,950 525,000 - 525,000 Revenue Total 16,730,836 24,068,228 57,273,024 51,160,000 370,000 51,530,000 Expense Operations 35,755 - (0) - - - Operating Capital 2,647,673 - 0 - - - Capital 15,463,490 55,492,399 55,492,399 48,150,000 - 48,150,000 Debt Service 126,558 480,666 6,042,148 1,010,000 - 1,010,000 Transfers 3,204,546 3,370,000 3,370,000 2,865,000 370,000 3,235,000 Expense Total 21,478,023 59,343,065 64,904,547 52,025,000 370,000 52,395,000 Ending Fund Balance 38,336,098 3,061,261 30,704,575 29,839,575 0 29,839,575 Reserves Contingency - - - - - - Mobility Bond Proceeds - - 28,000,000 28,000,000 - 28,000,000 TIA Reserve 2,100,000 2,100,000 - - - - Reserves Total 2,100,000 2,100,000 28,000,000 28,000,000 - 28,000,000 Available Fund Balance 36,236,098 961,261 2,704,575 1,839,575 0 1,839,575 225 WWW.GEORGETOWN.ORG FY2022 BUDGET PROJECTS WITH FUNDING IN FY2022: • Berry Creek Drive Intersection Improvements • San Gabriel Park Renovations • Georgetown Municipal Complex Renovation • Public Safety Vehicles – Fire • Public Safety Vehicles – Police • FY2021 Mobility Bond Projects o Austin Avenue o DB Wood o Williams Drive o Leander Road o Sam Houston • Southeast Community Park Land Acquisition • Radio Replacement • Regional Trail Development • Southeast Inner Loop • Fire Logistics Building • SCBA Replacement • 2015 Road Bond Priority 1 - Downtown Sidewalks • D.B. Wood (SH 29 to Oak Ridge) • Intersection Improvements FUNDING SOURCES: In FY2022, general government capital projects are funded by Certificate of Obligation Bonds and General Obligation Bonds. FY2022 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 FY2021. A 5-year breakdown of cost types per project is included later in this section. 45,000,000 , 89.13% 5,490,000 , 10.87% GENERAL CAPITAL PROJECTS - FY2022 FUNDING TYPE General Obligation, GO Certificate of Obilgation, CO 226 WWW.GEORGETOWN.ORG FY2022 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 FY2022: • Pressure Digger • Replacement Vehicles • New Development • Sectionalization Improvements • Substation Feeder Exits and Extensions • System Improvements – Power Quality • System Improvements - Capacity Upgrades WATER/WASTEWATER PROJECTS WITH FUNDING IN FY2022: • Cimarron Hills Wastewater Treatment Plant Expansion • Edwards Aquifer Recharge Zone (EARZ) • Lift Station Upgrades • San Gabriel Wastewater Treatment Plant Rehabilitation • Pecan Branch Wastewater Treatment Plant Rehabilitation • Dove Springs Wastewater Treatment Plant Rehabilitation • South Lake Water Treatment Plant • Miscellaneous Line Upgrades • Round Rock Elevated Storage Tank • Carriage Oaks Transmission • Stonewall Pump Station Expansion • South Lake Plant Transmission West (W23-01) FUNDING SOURCES: Enterprise Capital Improvement Projects are funded by Revenue Bonds, Certificate of Obligation Bonds, and cash for FY2021. • Southside Water Treatment Plant Rehabilitation • Southwest Bypass Water Line • Tank Maintenance • Tank Rehabilitation • Wolf Ranch Expansion and Force Main • CR262 Waterline • Water and Wastewater Master Plan • Interceptor Lift Station Removal and Gravity Main • SCADA Upgrades • System Resiliency • CR200 Line Improvements (CO-1) STORMWATER PROJECTS WITH FUNDING IN FY2022: • Curb and Gutter 25,061,500 , 43% 28,700,000 , 49% 4,500,000 , 8% ENTERPRISE FUND PROJECTS - FY2022 FUNDING TYPE Revenue Bonds Impact Fees Cash 227 WWW.GEORGETOWN.ORG FY2022 BUDGET FY2022 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 FY2021. A 5-year breakdown of cost types per project is included later in this section. 228 WWW.GEORGETOWN.ORG FY2022 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 FY2021: • Costco • Project Diana FUNDING SOURCES: In FY2022, GTEC projects are funded by CO bonds. FY2021 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 FY2022. 3,700,000 , 100% GTEC FUND PROJECTS -FY2022 FUNDING TYPE Certificate of Obilgation, CO 229 THIS PAGE INTENTIONALLY LEFT BLANK. 230 DEBT Garey Park Groundbreaking 231 DEBT Debt Management Policy .......................... 232 Outstanding Debt Summary ................... 233 Utility Debt ................................................. 234 Utility Debt Coverage ................................. 239 Proposed Debt Issue .................................. 240 Authorized GO Debt ................................... 244 Debt Service Fund ...................................... 245 232 WWW.GEORGETOWN.ORG FY2022 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+ 7/29/2021 A+ 7/13/2021 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. 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. Allowable levy per $100 valuation 1.50 $ Proposed levy for debt service (included in total adopted rate of $0.401) 0.239681 Percentage of allowable levy used 14.9% 233 WWW.GEORGETOWN.ORG FY2022 BUDGET Outstandind Debt Summary - By Type as of 10/1/2021 Outstanding Debt % FY2022 Principal & Interest Enterprise Debt CO - Self Supporting Airport 1,200,000 4% 100,340 Electric 6,040,000 21% 467,200 Stormwater 3,489,310 12% 331,156 Water 18,300,000 63% 1,307,458 CO - Self Supporting Total 29,029,310 100% 2,206,154 Public Property Finance Contractual Obligation Bonds Electric 48,025,000 100% 5,301,240 Public Property Finance Contractual Obligation Bonds Total 48,025,000 100% 5,301,240 Refinanced GO - Self Supporting Airport 164,735 5%41,138 Electric 2,061,599 68% 468,710 Stormwater 826,458 27% 149,505 Refinanced GO - Self Supporting Total 3,052,792 100% 659,354 Refinanced Revenue Bonds Electric 346,500 5%58,212 Irrigation 118,800 2%19,958 Wastewater 1,184,700 16% 199,030 Water 5,600,000 77% 720,600 Refinanced Revenue Bonds Total 7,250,000 100% 997,800 Utility Revenue Bonds Electric 29,379,299 36% 3,444,929 Irrigation 232,638 0% 100,706 Wastewater 26,083,415 32% 2,789,377 Water 25,569,649 31% 2,766,909 Utility Revenue Bonds Total 81,265,000 100% 9,101,921 Enterprise Debt Total 168,622,101 18,266,469 General Government Debt CO - Self Supporting GEDCO 2,390,000 7% 202,769 General Fund-Solid Waste 5,200,000 16% 396,350 GTEC 18,085,000 56% 1,513,519 Rivery TIRZ 6,715,000 21% 610,820 CO - Self Supporting Total 32,390,000 100% 2,723,458 General Government Tax Supported Debt CO's and GO's Airport 650,000 0%42,621 General Fund-Solid Waste 4,860,000 2% 314,285 GTEC 7,942,500 4% 577,629 Other City Facilities 25,272,082 12% 4,765,570 Parks and Recreation Facilities 22,706,990 11% 2,013,131 Public Safety 52,405,900 25% 6,003,517 Streets and Transportation 97,095,300 46% 10,433,198 General Government Tax Supported Debt CO's and GO's Total 210,932,772 100% 24,149,951 Refinanced GO - Self Supporting GTEC 4,305,127 100% 1,034,338 Refinanced GO - Self Supporting Total 4,305,127 100% 1,034,338 General Government Debt Total 247,627,899 27,907,746 GTEC Sales Tax Revenue Bond GTEC 4,340,000 100% 839,750 Sales Tax Revenue Bond Total 4,340,000 100% 839,750 GTEC Total 4,340,000 839,750 Grand Total 420,590,000 47,013,965 234 WWW.GEORGETOWN.ORG FY2022 BUDGET Enterprise Debt The following table and graph represent all types of Enterprise Debt, including Revenue, CO, and Refinanced GO PPFCO, 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 2022. Enterprise Debt Principal Interest Total Requirement % Airport 2,014,735 596,018 2,610,753 1.28% Electric 85,852,397 14,116,950 99,969,347 49.08% Irrigation 351,438 46,951 398,389 0.20% Stormwater 4,315,768 1,070,738 5,386,506 2.64% Wastewater 27,268,115 7,333,641 34,601,756 16.99% Water 49,469,649 11,229,657 60,699,305 29.80% Enterprise Debt 169,272,101 34,393,955 203,666,056 100.00% 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 2022. Tax Supported Debt Principal Interest Total Requirements % Other City Facilities 25,272,082 4,524,270 29,796,352 11.88% Parks and Recreation Facilities 22,706,990 6,587,269 29,294,259 11.68% Public Safety 52,405,900 14,589,425 66,995,325 26.71% Streets and Transportation 97,095,300 27,674,554 124,769,854 49.74% Tax Supported Debt 197,480,272 53,375,520 250,855,792 100.00% Airport Electric IrrigationStormwater Wastewater Water Total Enterprise Debt Other City Facilities Parks & Recreation Public Safety Streets and Transportation General Government Tax Supported Debt 235 WWW.GEORGETOWN.ORG FY2022 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 FY2022 197,480,272 16,292,909 6,922,506 23,215,415 FY2023 181,187,363 14,056,188 6,250,561 20,306,749 FY2024 167,131,175 14,356,586 5,723,809 20,080,395 FY2025 152,774,589 14,232,440 5,152,598 19,385,038 FY2026 138,542,149 12,167,343 4,587,324 16,754,667 FY2027 126,374,806 12,298,486 4,122,023 16,420,509 FY2028 114,076,320 11,110,424 3,684,331 14,794,755 FY2029 102,965,896 11,441,584 3,266,490 14,708,074 FY2030 91,524,312 10,993,558 2,846,191 13,839,749 FY2031 80,530,754 10,588,558 2,449,254 13,037,812 FY2032 69,942,196 10,119,062 2,080,989 12,200,051 FY2033 59,823,134 10,387,066 1,756,407 12,143,473 FY2034 49,436,068 10,376,068 1,424,062 11,800,130 FY2035 39,060,000 10,215,000 1,088,450 11,303,450 FY2036 28,845,000 8,395,000 793,076 9,188,076 FY2037 20,450,000 7,565,000 551,439 8,116,439 FY2038 12,885,000 5,130,000 331,208 5,461,208 FY2039 7,755,000 3,300,000 188,425 3,488,425 FY2040 4,455,000 2,200,000 103,825 2,303,825 FY2041 2,255,000 2,255,000 52,550 2,307,550 Total 197,480,272 53,375,520 250,855,792 236 WWW.GEORGETOWN.ORG FY2022 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 FY2022 4,842,627 959,966 174,272 1,134,238 FY2023 3,882,661 889,290 139,522 1,028,812 FY2024 2,993,371 903,816 107,013 1,010,829 FY2025 2,089,555 660,816 75,066 735,882 FY2026 1,428,739 502,894 50,893 553,787 FY2027 925,845 418,538 33,727 452,265 FY2028 507,308 191,814 20,216 212,030 FY2029 315,494 155,493 13,379 168,872 FY2030 160,001 52,500 7,450 59,950 FY2031 107,501 52,500 4,825 57,325 FY2032 55,001 55,000 2,200 57,200 Total 4,842,627 628,564 5,471,190 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031 FY2032 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 General Debt Service -Refinanced GO -Self Supporting (GTEC) Principal Interest 237 WWW.GEORGETOWN.ORG FY2022 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 FY2022 44,655,000 1,995,000 1,520,473 3,515,473 FY2023 42,660,000 2,145,000 1,372,148 3,517,148 FY2024 40,515,000 2,240,000 1,287,476 3,527,476 FY2025 38,275,000 2,320,000 1,194,630 3,514,630 FY2026 35,955,000 2,415,000 1,098,310 3,513,310 FY2027 33,540,000 2,495,000 1,019,970 3,514,970 FY2028 31,045,000 2,575,000 942,801 3,517,801 FY2029 28,470,000 2,670,000 857,154 3,527,154 FY2030 25,800,000 2,750,000 765,724 3,515,724 FY2031 23,050,000 2,860,000 674,507 3,534,507 FY2032 20,190,000 2,965,000 575,591 3,540,591 FY2033 17,225,000 3,075,000 472,203 3,547,203 FY2034 14,150,000 3,165,000 380,266 3,545,266 FY2035 10,985,000 3,270,000 284,867 3,554,867 FY2036 7,715,000 2,460,000 189,581 2,649,581 FY2037 5,255,000 1,480,000 121,881 1,601,881 FY2038 3,775,000 1,110,000 83,150 1,193,150 FY2039 2,665,000 1,130,000 57,150 1,187,150 FY2040 1,535,000 760,000 30,700 790,700 FY2041 775,000 775,000 15,500 790,500 Grand Total 44,655,000 12,944,080 57,599,080 238 WWW.GEORGETOWN.ORG FY2022 BUDGET SUMMARY OF DEBT SERVICE CHARGES TO MATURITY Senior Lien Sales Tax Revenue Refunding Bonds - GTEC. GTEC Debt - Sales Tax Revenue Bond Outstanding Beginning of Year Principal Interest Total Requirements 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 4,340,000 694,750 5,034,750 0 200,000 400,000 600,000 800,000 1,000,000 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 GTEC Debt Service -Sales Tax Revenue Bond Principal Interest 239 WWW.GEORGETOWN.ORG FY2022 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 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. *FY2021 times coverage ratio is calculated using preliminary, unaudited actuals. *FY2022 times coverage ratio is calculated on budgeted FY2022 revenues and expenditures. Combined Electric Services and Water Services FY2021 Actuals Budget FY22 Adopted Operating Revenue Operating Income 153,360,587 149,920,305 Non-Operating Income 48,357,447 35,157,240 Other Financing Sources 1,562,058 - Operating Revenue Total 203,280,091 185,077,545 Operating Expense Operations 148,603,928 108,481,243 Transfers 9,964,696 10,568,990 Personnel 11,481,490 13,707,118 Operating Capital 1,166,872 7,567,619 Operating Expense Total 171,216,987 140,324,970 Net Operations Total 32,063,104 44,752,575 Debt Service Requirement Debt Service 11,331,254 18,152,684 Debt Service Requirement Total 11,331,254 18,152,684 Times Coverage Ratio 2.83 2.47 240 WWW.GEORGETOWN.ORG FY2022 BUDGET PROPOSED DEBT ISSUE The following table illustrates the City’s current debt, debt payment in 2022, and projected new debt in 2022. Outstanding Debt Summary Outstanding 9/30/21 Debt Principal FY2022 Principal Reduction Estimated FY2022 New Debt Estimated 9/30/22 Outstanding Debt TAX SUPPORTED DEBT General Debt Service General Obligation/Certificates of Obligation 197,480,272 (16,292,909) 50,860,000 232,047,363 SELF SUPPORTED DEBT General Debt Service Rivery TIRZ 6,715,000 (365,000) - 6,350,000 Solid Waste 10,060,000 (335,000) - 9,725,000 Electric 56,126,599 (4,783,688) - 51,342,911 Water 18,300,000 (635,000) - 17,665,000 Stormwater 4,315,768 (327,833) 500,000 4,487,935 Airport 2,014,735 (110,605) - 1,904,130 GEDCO 2,390,000 (125,000) - 2,265,000 GTEC 30,332,627 (2,129,966) 3,700,000 31,902,661 Total General Debt Service 327,735,001 (25,105,001) 55,060,000 357,690,000 Utility Revenue Debt Electric 29,725,799 (2,506,139) 8,461,500 35,681,160 Irrigation 351,438 (105,800) - 245,638 Water 31,169,649 (2,676,975) 11,850,000 40,342,674 Wastewater 27,268,115 (2,006,086) 4,750,000 30,012,029 Total Utility Revenue Debt 88,515,001 (7,295,000) 25,061,500 106,281,501 Sales Tax Revenue Bond GTEC 4,340,000 (645,000) - 3,695,000 Total Sales Tax Revenue Bond 4,340,000 (645,000) - 3,695,000 TOTAL OUTSTANDING DEBT 420,590,001 (33,045,001) 80,121,500 467,666,501 241 WWW.GEORGETOWN.ORG FY2022 BUDGET This summary shows the proposed debt projects for 2022 and the proposed amount of debt that will be issued. It is listed as projected due to changing needs and costs before the debt sale in the Spring of 2022. FY2022 General Obligation and Certificate of Obligation Facilities PRJ000136: Georgetown Municipal Complex Renovation 250,000 PRJ000191: Festival/Public Space - Georgetown City Center - PRJ000252: Fire Logistics Building 1,500,000 PRJ000XXX: 8th Street Parking Lot Covered Market Space - PRJ000XXX: Animal Services Renovation/Addition - PRJ000XXX: Facility Services Renovation/Expansion - PRJ000XXX: Fire Station No. 1 Renovation - PRJ000XXX: Fire Station No. 3 Renovation - PRJ000XXX: Fire Station No. 4 - Relocation - PRJ000XXX: Fire Station No. 8 - PRJ000XXX: Mixed Use Parking Garage PRJ000XXX: Parks and Recreation Administration Relocation - PRJ000XXX: Public Safety Operation and Training Center Phase III - PRJ000XXX: Public Works Relocation - PRJ000XXX: Purchasing/Warehouse/Fleet Services Relocation - PRJ000XXX: Signature Gateway - Facilities Total 1,750,000 Fleet PRJ000280: Public Safety Vehicles - Fire 1,958,000 PRJ000281: Public Safety Vehicles - Police 1,277,000 Fleet Total 3,235,000 Other PRJ000124: Radio Replacement 575,000 Other Total 575,000 Parks PRJ000089: San Gabriel Park 600,000 PRJ000253: Southeast Community Park 4,000,000 PRJ000278: Regional Trail Development 200,000 PRJ000XXX: Blue Hole Park Improvement - PRJ000XXX: Westside Park Development - PRJ000XXX: Westside Recreation Center - Parks Total 4,800,000 Public Safety PRJ000134: SCBA Replacement 300,000 Public Safety Total 300,000 242 WWW.GEORGETOWN.ORG FY2022 BUDGET FY2022 General Obligation and Certificate of Obligation Streets PRJ000014: Berry Creek Drive - PRJ000138: 2015 Road Bond Priority 1 - Downtown Sidewalks 1,000,000 PRJ000140: Austin Ave Bridge 2,150,000 PRJ000143: Leander Rd PRJ000188: D.B . Wood (SH 29 to Oak Ridge)14,000,000 PRJ000209: Southeast Inner Loop 3,000,000 PRJ000254: Shell Road 9,498,000 PRJ000255: Rockride - PRJ000256: Westinghouse PRJ000257: Sam Houston/SE1/Coridor C PRJ000258: DB Wood (Oak Ridge to Williams Dr)7,602,000 PRJ000267: Allocations - Intersections/Bike Lanes/Sidewalks 1,750,000 PRJ000277: Intersection Improvements 1,200,000 PRJ000XXX: North East Inner Loop/Stadium Drive - PRJ000XXX: Preliminary Engineering Pool - PRJ000XXX: SH29 (Haven to SH130)- PRJ0X0XXX: Williams Drive Streets Total 40,200,000 General Obligation and Certificate of Obligation Total 50,860,000 Self Supported Airport PRJ000184: Airport Maintenance Facility - Airport Total - GTEC PRJ000183: Costco 2,000,000 PRJ000265: Project Diana (Witteria Way - Gateway 35)1,700,000 GTEC Total 3,700,000 Stormwater PRJ000274: Curb and Gutter 500,000 Stormwater Total 500,000 Self Supported Total 4,200,000 243 WWW.GEORGETOWN.ORG FY2022 BUDGET FY2022 General Obligation and Certificate of Obligation Revenue Electric PRJ000062: New Development 4,000,000 PRJ000147: Sectionalization Improvements 1,000,000 PRJ000269: Substation Feeder Exits and Extensions 250,000 PRJ000270: System Improvements - Power Quality 150,000 PRJ000271: System Improvements - Capacity Upgrades 2,000,000 PRJ000279: Electric Fleet Vehicles 656,500 PRJ000279: Electric Pressure Digger 405,000 Electric Total 8,461,500 Wastewater PRJ000057: Lift Station Upgrades 550,000 PRJ000165: San Gabriel WWTP Rehabiliation 2,000,000 PRJ000259: Pecan Branch WWTP Expansion PRJ000261: Dove Springs WWTP Rehabilitation 500,000 PRJ000262: Wolf Ranch Expansion and Force Main 1,700,000 PRJ000XXX: Northlands Wastewater Treatment Plant - PRJ000XXX: San Gabriel Int. (SGI-2)- Wastewater Total 4,750,000 Water PRJ000101: Southlake WTP PRJ000101: Southlake WTP Electric Infrastructure PRJ000150: Carriage Oaks Transmission 600,000 PRJ000155: Southside Water Treatment Plant Rehabilitation 3,000,000 PRJ000161: Miscellaneous Line Upgrades 500,000 PRJ000163: Tank Rehabilitation 750,000 PRJ000260: CR262 Waterline 2,500,000 PRJ000266: SCADA Upgrades 1,500,000 PRJ000268: System Resiliency 1,000,000 PRJ000275: EARZ 2,000,000 PRJ000XXX: CR 200 Line Impr (CO-1)- Water Total 11,850,000 Revenue Total 25,061,500 Grand Total 80,121,500 244 WWW.GEORGETOWN.ORG FY2022 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 2021 Roads Total Amount Authorized by the Voters 46,000,000 35,500,000 105,000,000 90,000,000 276,500,000 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 2020 9,080,000 9,080,000 2021 1,000,000 6,800,000 7,800,000 2021A 4,000,000 3,005,000 20,995,000 28,000,000 Total Issued 29,050,000 23,710,000 63,475,000 20,995,000 137,230,000 Authorization Remaining 16,950,000 11,790,000 41,525,000 69,005,000 139,270,000 *Includes allocated premium which counts towards the voter authorization. 245 WWW.GEORGETOWN.ORG FY2022 BUDGET DEBT SERVICE FUND SCHEDULE FUND SCHEDULE General Debt Service FY2020 FY2021 FY2022 Actuals Amended Budget Projected Base Budget Changes Proposed Budget Beginning Fund Balance 2,004,196 1,933,960 1,907,064 2,870,138 2,870,138 Revenue 40001:Property Taxes 17,000,000 18,750,000 19,399,788 23,120,000 - 23,120,000 42001:Interest Income 69,408 40,000 1,289 20,000 - 20,000 45001:Misc Revenue 3,167 - 3,169 - - - 70001:Transfers In 3,284,233 4,276,779 4,276,780 4,756,335 - 4,756,335 Revenue Total 20,356,809 23,066,779 23,681,026 27,896,335 - 27,896,335 Expense Debt Service Total 20,453,940 22,647,676 22,717,952 27,880,364 - 27,880,364 Expense Total 20,453,940 22,647,676 22,717,952 27,880,364 - 27,880,364 Ending Fund Balance 1,907,064 2,353,063 2,870,138 2,886,110 - 2,886,110 Reserves Contingency 2,020,778 2,216,486 2,216,486 2,886,110 - 2,886,110 Capital Reserve - - - - Reserves Total 2,020,778 2,216,486 2,216,486 2,886,110 - 2,886,110 Available Fund Balance (113,714) 136,577 653,652 (0) - (0) 246 STATISTICAL Shopping on the Square 247 STATISTICAL Statistical Information ..............................249 Tax Rate ....................................................250 248 WWW.GEORGETOWN.ORG FY2022 BUDGET STATISTICAL INFORMATION KEY INDICATORS The average home value in Georgetown for FY2022 is $303,256 a 9.08% increase over FY2021. TAX RATE The adopted rate is 40.1 cents per $100 valuation. The no new revenue 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. 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 40.1 cents would produce $401 in property tax revenue. If in the following year, the home is now valued at $105,000, the no new revenue rate would be 38.19 cents to produce the same $401 worth of revenue. The no new revenue rate enables the public to evaluate the relationship between taxes for the prior year and for the current year. The voter approval 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 voter approval rate is equal to the no new revenue rate times 3.5%. After adjustments for sales tax allocated to property tax relief, the FY2022 no new revenue rate is 32.5441and the voter approval rate is 40.125. $0.40100 $0.355441 $0.40125 0.3 0.35 0.4 0.45 FY2022 Tax Rates Adopted Rate No New Revenue Rate Voter Approval Rate 0.161319 0.193182 0.19547 0.19955 0.192660 0.239681 0.224818 0.22453 0.22045 0.227340 $0.00 $0.10 $0.20 $0.30 $0.40 $0.50 FY2022 FY2021 FY2020 FY2019 FY2018 Components of Tax Rate Operations & Maintenance Debt Services$63.3$69.4$75.4$80.0$94.2$0.00 $20.00 $40.00 $60.00 $80.00 $100.00 FY2018 FY2019 FY2020 FY2021 FY2022MillionsGeneral Fund Budget $266,600$279,500$285,357$278,001$303,256$100,000 $150,000 $200,000 $250,000 $300,000 FY2018 FY2019 FY2020 FY2021 FY2022 Average Residential Value 249 WWW.GEORGETOWN.ORG FY2022 BUDGET HISTORICAL CERTIFIED ASSESSED VALUE AND TAX RATE Certified assessed values determine the tax base for the City and aids in the adoption of the tax rate. With increases in both commercial and residential development, the City has increased certified value by over $3.6 billion since FY2018. 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 FY2022, the Assessed Value (AV) totals $10.95 billion. This represents an increase of 19.36% over last year’s AV and an increase of over 50% compared to FY2018. The increased valuation has allowed the City to maintain a low tax rate while still delivering high levels of service and new programs. COMBINED TAX RATE The total combined property tax bill in the City of Georgetown totals $2.032846 per 100 of valuation. Based on the average home value of $303,256, the City of Georgetown’s portion of the average property tax bill totals $1,216. 1,216.00 1,216.00 3,733.00 Combined Tax Rate City of Georgetown Williamson County Georgetown ISD Fiscal Year Certified Assessed Value Tax Rate Percentage Change 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% FY2021 9,174,336,112 0.41800 5.56% FY2022 10,950,056,383 0.40100 19.36% 250 WWW.GEORGETOWN.ORG FY2022 BUDGET CITY PROPERTY TAX RATE COMPARISON 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 $375 $361 $268 $590 $705 $- $100 $200 $300 $400 $500 $600 $700 $800 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 $0.397 $0.401 $0.432 $0.478 $0.486 $0.536 $0.541 $0.593 $0.643 $0.733 $0.770 $0.00 $0.10 $0.20 $0.30 $0.40 $0.50 $0.60 $0.70 $0.80 $0.90 Regional Property Tax Rates 251 THIS PAGE INTENTIONALLY LEFT BLANK. 252 REFERENCE San Gabriel Park 253 REFERENCE Fiscal and Budgetary Policy ....................... 255 Detailed Employee Listing Detailed Employee Listing by Fund ........ 285 Contingency Reserve Requirements ......... 295 Service Level Enhancements by Fund ....... 296 Annual Budget Adoption Ordinance .......... 302 Annual Tax Rate Ordinance ....................... 306 Boards & Commissions .............................. 308 Utility Rates ................................................ 310 Fee Schedule…………………………………………...314 254 Fiscal and Budgetary Policy Adopted: September 28, 2021 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. 255 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: •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 256 role, processes and powers of the City of Georgetown.” The current comprehensive plan is the 2030 Plan adopted in 2006 and updated in 2020. 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. 257 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 close, these funds may be used for any of the following one-time purposes that mitigate increases in property taxes, 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; 258 5. to hold those funds in reserves for future commitments or contingencies that may be pending, and/or; 6. to fund one-time start-up programs or one-time studies 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. B. Other Considerations – The following considerations and issues will guide the City in its revenue policies concerning specific sources of funds: 259 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 no less than 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. d. Stormwater Drainage Fees are based on a mathematical calculation using impervious cover and applied in compliance with State Law. 260 e. Solid Waste and Environmental Services Rates are based on the wholesale cost of service and retail incentives for conservation, the cost to renovate the transfer station, 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 – fuel rates are based on the cost of the fuel plus a profit margin to fund operations; lease rates are based on the initial appraisal of the land or facility plus an escalation for consumer price index and used 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 Franchise of Right of Way and Payment in Lieu of Taxes – The intent of these transfers to the General Fund are to provide a benefit to the citizens for the ownership of the various utility operations. Water, Wastewater, Irrigation and Stormwater Drainage • In-Lieu-of-Franchise-Fee. 3% of operating revenues from Charges, Connect Fees, Tap Fees, Penalties and Late Fees. • Payment in Lieu of Taxes (PILOT). The transfer is calculated at 7% of operating revenues from Charges, Connect Fees, Tap Fees, Penalties and Late Fees. Electric For customers inside the City, the franchise fee is $0.002947/kWh sold. The payment in lieu of taxes for customers inside the City 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 payment in lieu of taxes 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. 261 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 transportation, 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 262 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 FY2022 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 FY2022 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 Strategic Partnerships for Community Services, 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 – FY2022 in compliance. 263 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. Compliance Status – FY2022 in compliance. 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 solicitation for 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. 264 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. 265 3. The City Council may adjust the COLA provided to city retirees based upon the funding level of the City’s pension plan, as calculated by the TMRS, as follows: When the funding level of the City’s pension plan is The COLA should be Less than 70.0% Zero 70.0% to 79.9% 0.3% of CPI 80.0% to 89.9% 0.5% of CPI 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. Deferred Compensation Benefits – In addition to the retirement benefit administered by the TMRS, the City will sponsor a Deferred Compensation 457 plan and ROTH plan, which are supplementary individual retirement savings plans. The City will encourage employee participation in these plans. 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. 266 3. Public Safety Steps – Each year the City will fund anniversary step increases for public safety sworn personnel consistent with public safety pay scale design. C. Self-Insurance Program – The City is committed to providing quality healthcare insurance that offers the most flexibility in health benefits and options to its employees. In order to provide the most cost effective solution, the City has determined that establishing a 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 10 percent of the annual costs of claims, benefit administration and stop loss coverage. Compliance Status – IBNR reserve FY2022 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 FY2022 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: 267 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. 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 , contingency reserves, capital reserves or any other reserves appropriate as outlined in the sections XII. CAPITAL MAINTENANCE AND REPLACEMENT and XV. FINANCIAL CONDITIONS, RESERVES, AND STABILITY RATIOS 3. Direct other reductions in services, including workforce reductions. 268 4.Authorize a temporary reduction in one or more fund’s contingency reserves from 90 days to 75 days. C.Replenish Fund Balance – Generally, if any existing reserve is used as described above in the budget contingency plan, the reserve should be restored in the next fiscal year. If the restoration within one year is impractical or places an undo strain of City services, staff shall recommend to Council an alternative timeline that is subject to Council approval. 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: Electric Utility Board Water Utility Board 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 269 B. Control – All capital project expenditures must be appropriated in the capital 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. PCI Rating 100 – 85 Good 85 – 45 Fair 45 – 0 Poor 270 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. 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 FY2022 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 FY2022 in partial compliance. The IT Fund will need to increase recovery rates in future years to cover the purchase of the fiber asset from the Electric Fund and restore the capital reserve. 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 FY2022 partial compliance. It is estimated to take 2 additional years to build the replacement reserve. D. Departmental Capital Maintenance & Replacement – The City also utilizes department capital maintenance and replacement schedules for specialized assets and equipment necessary to provide services. 1. Parks and Recreation – As part of the City’s on-going maintenance program, the City also recognizes the need to regularly maintain and replace playgrounds, equipment and facilities that are part of the City’s Parks and Recreation system. Separate replacement and maintenance schedules will be maintained for these items including, but not limited to, playground equipment, buildings, sport courts, trees and grounds, and restroom facilities. The City’s goal is to provide level on-going funding 271 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 FY2022 in compliance. 2. Public Safety Equipment – As part of the City’s on-going maintenance program, the City also recognizes the need to regularly maintain and replace specialized equipment in Police and Fire. Separate replacement and maintenance schedules will be maintained for these items including but not limited to for Fire: SCBA’s and other firefighting equipment and protective gear; and for Police: bullet proof vests, armaments and other tactical equipment. The City’s goal is to provide level on- 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 FY2021 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 Annual Financial Report which shall be presented to the City Council within 180 calendar days of the City’s fiscal year end. The report 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. 272 XIII. ASSET MANAGEMENT A. Cash Management and Investments – The City Council has formally approved a separate Investment Policy for the City of Georgetown that meets the requirements of the Public Funds Investment Act (PFIA), Section 2256 and 2257 of the Texas Local Government Code. This policy is reviewed annually by the City Council and applies to all financial assets held by the City and applies to all entities (component units) included in the City’s Annual Financial Report 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, or uniquely intangible like a trademark. 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. Appropriate personnel and overhead costs are capitalized in the Electric fund. 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. 273 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 systems, will be capitalized in accordance with the capitalization policy. Costs should include engineering, construction and other related costs including right of way acquisition. For the Electric Distribution system, all component parts associated with a capital project shall be accounted for and capitalized in accordance with the Federal Energy Regulatory Commission (FERC) guidelines. These are an exception to the capitalization criteria above. 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 274 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. 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; 275 b.When the projects to be funded are within the normal bounds of City capital requirements, such as for roads, parks, various infrastructure and City facilities and equipment; and c.When the average life of the obligation does not exceed the useful life of the asset(s) to be funded by the issue. Certificates of obligation will be the least preferred method of financing and will be used with prudent care and judgment by the City Council during the budget development process. 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 formal loans between funds. The Council will consider the following circumstances: 1.The emergency or other circumstances and why an internal loan is the best viable option; 2.The dollar amount of the loan will be within the core balance reserves of the lending fund and will otherwise not be restricted by local or state regulation; 3.The borrowing fund will repay the loan at a rate consistent with current market conditions. The loan will be considered an investment of working capital reserves by the lending fund. The interest rate will be comparable to prevailing investment rates for public funds at the time the loan is made; and a fixed, variable or other rate structure will be defined at the time the loan is approved; 4.The maximum maturity will be three (3) years. 5.A reimbursement resolution may be used to reimburse a short-term loan (up to 1 year maturity) with long-term debt proceeds; 6.Formal loans will be appropriately recorded and reported. 6.Refundings – The City Council may refinance debt to achieve interest cost savings as market conditions change, or to remove restrictive covenants, or to further other City goals as expressed by Council. The City’s Financial Advisor will prepare refunding analysis for consideration and demonstrate that the savings of the refinancing are greater than the costs to refinance, with a target minimum net present value savings of 3-5%. 7.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. In FY2021, the City issued a $48 million PPFCO for the energy costs of Winter Storm Uri. The Council approved a 9.5 year term with a 5 year call option. Because energy costs are an ongoing operating 276 expense, it is the intent of the City to review all options to pay off this debt issue as soon as possible, balanced against rate competitiveness, Electric fund liquidity, and other practical factors. 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, private placement or other method. In such situations, the City will publicly present the reasons for the other method. 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 prefers to issue bonds with a term of twenty (20) years or less, not to exceed the useful life of the asset acquired. The structure should approximate level debt service unless operational matters dictate otherwise. Market factors, such as the effects of tax-exempt designations, the cost of early redemption options and the like, will be given consideration during the structuring of long term debt instruments. Exceptions to the 20 year term 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 useful life of the asset exceeds 30 years. A cost benefit analysis indicating the impacts of extending debt beyond 20 years will be completed. Fixed interest rate basis will be preferred because it aids in predictable budget and multi-year forecasting for the issuing funds. Variable rate debt can sometimes allow early repayment with no penalty. Variable rate debt may be considered by the Council as a tool to provide flexibility in setting the tax rate and determine use of one-time available fund balances. The City’s Financial Advisor will provide an analysis of the benefits of a variable rate structure versus interest rate risk, remarketing risk, and liquidity risk. Because variable rate debt introduces risk and administrative burden on staff and advisors, the amount of allowed variable rate debt will be limited to no more than ten percent (10%) of the City’s outstanding debt principal per system (tax-supported, utility supported). 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 277 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, PID and TIRZ). Compliance Status – Debt coverage ratio FY2022 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. Generally, if any existing reserve is used to cover expenses as described, the reserve should be restored in the next fiscal year. If the restoration within one year is impractical or places and undo strain of City services, staff shall recommend to Council an alternative timeline that is subject to Council approval. 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 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 FY2022 in compliance. 278 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. Compliance Status – General Fund 90 day Reserve FY2022 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. Compliance Status – General Fund Stability Reserve FY2022 at 2%. 3.Tourism Fund – A minimum ninety (90) days of operating expenditures will be reserved within the fund balance. These funds are designated to be used to offset any potential revenue shortfall that occurs during the fiscal year. Compliance Status – Tourism Fund Reserve FY2022 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 FY2022 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 FY2022 in compliance. 6.Facilities Fund - A minimum ninety (90) days of operating expenses will be reserved for unexpected delays in revenue or emergency expenses. Compliance Status – Facilities Fund Reserve FY2022 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 FY2022 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. 279 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 FY2022 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 FY2022 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. Compliance Status – Contingency Reserve FY2022 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 FY2022 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. Compliance Status – Operating Contingency reserve FY2022 in compliance. b. Rate Stabilization Reserve – Up to 3 months 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 FY2022 in compliance. 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 FY2022 in compliance. 280 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. Compliance Status – Contingency Reserve FY2022 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 FY2022 in compliance. 12. GEDCO Fund – a. A contingency reserve equal to 25% of budgeted sales tax revenue. Compliance Status – Contingency Reserve FY2022 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 FY2022 in compliance. 13. GTEC Fund – a. A contingency reserve equal to 25% of budgeted sales tax revenue. Compliance Status – Contingency Reserve FY2022 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 FY2022 in compliance. 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 FY2022 in compliance. 281 15. Cemetery Fund – A perpetual reserve should build over time so that interest earnings can offset annual operational costs. The General Fund makes an annual transfer of $75,000 to this fund. Compliance Status – In FY2022 in compliance. The reserve has $722,000. Annual operational costs are $100,000. With an interest rate of 2%, the reserve needs a balance of $5 million to support operations. This fund is not likely to build this level of reserve without a significant change in revenue. 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 60 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 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 FY2022 in compliance. E. Investment of Reserve Funds – The reserve funds will be invested in accordance with the City’s investment policy. F. Ratios/Trend Analysis – Ratios and significant balances will be incorporated into 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: 282 •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. They 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. 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. 283 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 Congestion Revenue Rights auctions, wholesale power agreements, futures contracts, and other transactions that expose the City to significant risk. 284 Position Control FY2019 FY2020 FY2021 2022 Base Budget 2022 Changes 2022 Budget 100 General Fund CC0107 Planning Assistant Planning Director - - 1.00 1.00 - 1.00 Development Account Specialist 1.00 1.00 1.00 1.00 - 1.00 Engineering Technician - - - - 1.00 1.00 Housing Coordinator 1.00 1.00 - - - - Landscape Planner 1.00 1.00 1.00 1.00 - 1.00 Management Analyst 1.00 1.00 1.00 1.00 - 1.00 Neighborhood & Housing Program Manager - - 1.00 1.00 - 1.00 Planner 1.00 1.00 2.00 2.00 - 2.00 Planning Assistant - - 1.00 1.00 - 1.00 Planning Director 1.00 1.00 1.00 1.00 - 1.00 Planning Specialist 2.00 2.00 2.00 2.00 - 2.00 Principal Planner 2.00 2.00 1.00 1.00 1.00 2.00 Senior Planner 3.00 3.00 3.00 3.00 - 3.00 CC0107 Planning Total 13.00 13.00 15.00 15.00 2.00 17.00 CC0202 Parks Administration Administrative Supervisor 1.00 1.00 1.00 1.00 - 1.00 Parks & Recreation Director 1.00 1.00 1.00 1.00 - 1.00 CC0202 Parks Administration Total 2.00 2.00 2.00 2.00 - 2.00 CC0210 Library Accounting Specialist 1.00 1.00 1.00 1.00 - 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 - 1.00 Assistant Library Services Director 1.00 1.00 1.00 1.00 - 1.00 Community Resources Coordinator 1.00 1.00 1.00 1.00 - 1.00 Librarian 4.00 4.00 4.00 4.00 - 4.00 Library Aide 0.50 0.50 0.50 0.50 - 0.50 Library Assistant 8.00 8.00 8.00 8.00 - 8.00 Library Services Director 1.00 1.00 1.00 1.00 - 1.00 Marketing Coordinator 1.00 1.00 1.00 1.00 - 1.00 Senior Librarian 4.00 4.00 4.00 4.00 - 4.00 Senior Library Assistant 1.00 1.00 1.00 1.00 - 1.00 CC0210 Library Total 23.50 23.50 23.50 23.50 - 23.50 CC0211 Parks Assistant Parks & Recreation Director 1.00 1.00 1.00 1.00 - 1.00 Business Analyst 1.00 - - - - - Parks Maintenance Foreman 2.00 2.00 2.00 2.00 - 2.00 Parks Maintenance Worker 9.00 9.00 9.00 9.00 - 9.00 Parks Superintendent 1.00 1.00 1.00 1.00 - 1.00 Project Manager 1.00 1.00 1.00 1.00 - 1.00 Senior Parks Maintenance Worker 5.00 5.00 5.00 5.00 - 5.00 Urban Forester 1.00 1.00 1.00 1.00 - 1.00 Parks & Recreation Manager - - - - 1.00 1.00 CC0211 Parks Total 21.00 20.00 20.00 20.00 1.00 21.00 CC0212 Recreation Administrative Assistant 1.00 1.00 1.00 1.00 - 1.00 Aquatics Maintenance Worker 1.00 1.00 1.00 1.00 - 1.00 Aquatics Specialist 2.00 2.00 2.00 2.00 - 2.00 Aquatics Supervisor 1.00 1.00 1.00 1.00 - 1.00 Business Analyst - 1.00 1.00 1.00 - 1.00 Challenge Course Coordinator 1.00 1.00 1.00 1.00 - 1.00 Office Specialist 1.00 1.00 1.00 1.00 - 1.00 Recreation Program Coordinator 1.00 1.00 1.00 1.00 - 1.00 Recreation Specialist 4.00 4.00 4.00 4.00 - 4.00 Recreation Superintendent 2.00 2.00 2.00 2.00 - 2.00 Recreation Supervisor 3.00 3.00 3.00 3.00 - 3.00 Senior Recreation Assistant 1.00 1.00 2.00 2.00 - 2.00 Senior Recreation Specialist 1.00 1.00 1.00 1.00 - 1.00 285 Position Control FY2019 FY2020 FY2021 2022 Base Budget 2022 Changes 2022 Budget Special Events & Marketing Coordinator 1.00 1.00 1.00 1.00 - 1.00 Youth Adventure Program Coordinator 1.00 1.00 1.00 1.00 - 1.00 CC0212 Recreation Total 21.00 22.00 23.00 23.00 - 23.00 CC0213 Tennis Center Tennis Center Assistant 1.50 1.50 1.50 1.50 - 1.50 Tennis Center Specialist 1.00 1.00 1.00 1.00 - 1.00 Tennis Professional 1.00 1.00 1.00 1.00 - 1.00 CC0213 Tennis Center Total 3.50 3.50 3.50 3.50 - 3.50 CC0214 Recreation Programs Recreation Assistant 4.50 4.50 4.00 4.00 - 4.00 Senior Recreation Assistant 0.50 0.50 - - - - CC0214 Recreation Programs Total 5.00 5.00 4.00 4.00 - 4.00 CC0215 Garey Park Event Coordinator - - 1.00 1.00 - 1.00 Group Sales & Servicing Coordinator - 1.00 - - - - Marketing Events Specialist 1.00 - - - - - Parks Maintenance Foreman 1.00 1.00 1.00 1.00 - 1.00 Parks Maintenance Worker 1.00 1.00 1.00 1.00 - 1.00 Recreation Assistant 1.50 1.50 1.50 1.50 - 1.50 Recreation Program Coordinator 1.00 1.00 1.00 1.00 - 1.00 Recreation Specialist 1.00 1.00 1.00 1.00 - 1.00 Senior Parks Maintenance Worker 1.00 1.00 1.00 1.00 - 1.00 CC0215 Garey Park Total 7.50 7.50 7.50 7.50 - 7.50 CC0218 Arts and Culture Arts & Culture Coordinator 0.50 0.50 0.50 0.50 0.50 1.00 CC0218 Arts and Culture Total 0.50 0.50 0.50 0.50 0.50 1.00 CC0316 Municipal Court Associate Deputy Court Clerk 2.00 2.00 2.00 2.00 - 2.00 Deputy Court Clerk 1.00 1.00 1.00 1.00 - 1.00 Municipal Court Administrator 1.00 1.00 1.00 1.00 - 1.00 Municipal Court Judge 0.50 0.50 0.50 0.50 - 0.50 Municipal Court Supervisor 1.00 1.00 1.00 1.00 (1.00) - Senior Deputy Court Clerk 1.00 1.00 1.00 1.00 - 1.00 CC0316 Municipal Court Total 6.50 6.50 6.50 6.50 (1.00) 5.50 CC0402 Fire Support Services/Administration Administrative Assistant 1.00 1.00 1.00 1.00 - 1.00 Assistant Fire Chief 2.00 2.00 2.00 2.00 - 2.00 Battalion Chief 2.00 2.00 1.00 1.00 - 1.00 Business Analyst - - - - 1.00 1.00 Deputy Fire Marshal - - 2.00 2.00 - 2.00 Division Chief - - 1.00 1.00 - 1.00 Emergency Management Coordinator 1.00 - - - - - Executive Assistant (Sup)1.00 1.00 1.00 1.00 - 1.00 Fire and Life Safety Specialist - - 4.00 4.00 1.00 5.00 Fire Captain 3.00 3.00 1.00 1.00 - 1.00 Fire Chief 1.00 1.00 1.00 1.00 - 1.00 Fire Lieutenant 3.00 3.00 - - - - Fire Marshal - - 1.00 1.00 - 1.00 Fire Protection Engineer - 1.00 1.00 1.00 - 1.00 Logistics Coordinator 1.00 1.00 1.00 1.00 1.00 2.00 Paramedic II - - 1.00 1.00 - 1.00 CC0402 Fire Support Services/Administration Total 15.00 15.00 18.00 18.00 3.00 21.00 CC0422 Fire Emergency Services Battalion Chief 3.00 3.00 3.00 3.00 - 3.00 Fire and Life Safety Specialist - - - - - - Fire Captain 6.00 6.00 13.00 13.00 1.00 14.00 Fire Driver 23.00 23.00 21.00 21.00 - 21.00 Fire Lieutenant 15.00 15.00 10.00 10.00 - 10.00 286 Position Control FY2019 FY2020 FY2021 2022 Base Budget 2022 Changes 2022 Budget Firefighter 59.00 59.00 60.00 60.00 7.00 67.00 Paramedic II - - 2.00 2.00 - 2.00 Quality Improvement and Compliance Coordinator - - - - - - CC0422 Fire Emergency Services Total 106.00 106.00 109.00 109.00 8.00 117.00 CC0448 EMS Fire Driver - - 1.00 1.00 - 1.00 Firefighter 22.00 22.00 20.00 20.00 - 20.00 Paramedic II - - 2.00 2.00 - 2.00 Quality Improvement & Compliance Coordinator 1.00 1.00 1.00 1.00 - 1.00 CC0448 EMS Total 23.00 23.00 24.00 24.00 - 24.00 CC0536 Inspection Services Assistant Chief Building Official 1.00 1.00 1.00 1.00 - 1.00 Building Inspector 3.00 3.00 5.00 5.00 - 5.00 Building Plans Examiner 2.00 2.00 4.00 4.00 - 4.00 Chief Building Inspector 1.00 1.00 1.00 1.00 - 1.00 Chief Building Official 1.00 1.00 1.00 1.00 - 1.00 Chief Plans Examiner 1.00 1.00 1.00 1.00 - 1.00 Combination Building Inspector 3.00 3.00 2.00 2.00 - 2.00 Permit Technician 3.00 3.00 4.00 4.00 - 4.00 CC0536 Inspection Services Total 15.00 15.00 19.00 19.00 - 19.00 CC0602 Administrative Services Administrative Assistant - - 1.00 1.00 - 1.00 Assistant City Manager 2.00 3.00 3.00 3.00 - 3.00 Assistant to the City Manager 1.00 1.00 1.00 1.00 - 1.00 CIP Manager 1.00 1.00 - - - - City Manager 1.00 1.00 1.00 1.00 - 1.00 Contract Administrator - 1.00 1.00 1.00 - 1.00 Executive Assistant 1.00 1.00 1.00 1.00 - 1.00 Executive Assistant 1.00 1.00 - - - - Executive Assistant (Sup)- 1.00 1.00 1.00 - 1.00 Mail Courier 1.00 1.00 1.00 1.00 - 1.00 Management Analyst 1.00 1.00 1.00 1.00 (1.00) - CC0602 Administrative Services Total 9.00 12.00 11.00 11.00 (1.00) 10.00 CC0605 Community Services Community Services Director - 1.00 1.00 1.00 - 1.00 Emergency Management Coordinator - 1.00 1.00 1.00 - 1.00 CC0605 Community Services Total - 2.00 2.00 2.00 - 2.00 CC0635 City Secretary Services Administrative Assistant 1.00 1.00 1.00 1.00 - 1.00 Assistant City Secretary 1.00 1.00 1.00 1.00 - 1.00 City Secretary 1.00 1.00 1.00 1.00 - 1.00 Open Records Coordinator 1.00 1.00 1.00 1.00 1.00 2.00 Records Management Analyst 2.00 2.00 2.00 2.00 - 2.00 CC0635 City Secretary Services Total 6.00 6.00 6.00 6.00 1.00 7.00 CC0655 Communications/Public Engagement Communications and Public Engagement Director - 1.00 1.00 1.00 - 1.00 Multimedia Specialist 1.00 1.00 1.00 1.00 - 1.00 Public Communications Manager 1.00 1.00 1.00 1.00 - 1.00 Public Engagement Coordinator - - 1.00 1.00 - 1.00 Social Media and Marketing Coordinator 1.00 1.00 1.00 1.00 - 1.00 Website Content Specialist - - - - 1.00 1.00 CC0655 Communications/Public Engagement Total 3.00 4.00 5.00 5.00 1.00 6.00 CC0702 Police Administration Assistant Police Chief 1.00 1.00 1.00 1.00 - 1.00 Executive Assistant 1.00 1.00 1.00 1.00 - 1.00 Police Chief 1.00 1.00 1.00 1.00 - 1.00 Public Safety Information Specialist 1.00 1.00 1.00 1.00 - 1.00 CC0702 Police Administration Total 4.00 4.00 4.00 4.00 - 4.00 287 Position Control FY2019 FY2020 FY2021 2022 Base Budget 2022 Changes 2022 Budget CC0742 Police Operations Administrative Assistant - - - - 1.00 1.00 Crime Scene Specialist 1.00 1.00 1.00 1.00 - 1.00 Criminal Intelligence Analyst 1.00 1.00 1.00 1.00 - 1.00 Criminal Investigations Detective - - - - 1.00 1.00 Emergency Communications Manager 1.00 1.00 1.00 1.00 - 1.00 Emergency Communications Operator 9.00 11.00 3.00 3.00 - 3.00 Emergency Communications Operator Trainee - - 2.00 2.00 - 2.00 Emergency Communications Supervisor 4.00 4.00 4.00 4.00 - 4.00 Parking Enforcement Officer 1.00 1.00 1.00 1.00 - 1.00 Police Captain 2.00 2.00 2.00 2.00 - 2.00 Police Lieutenant 9.00 9.00 9.00 9.00 - 9.00 Police Officer 58.00 62.00 64.00 64.00 2.00 66.00 Police Records Specialist 2.00 2.00 2.00 2.00 1.00 3.00 Police Records Supervisor 1.00 1.00 1.00 1.00 - 1.00 Police Sergeant 14.00 14.00 14.00 14.00 - 14.00 Property & Evidence Control Technician 1.00 1.00 1.00 1.00 - 1.00 Public Safety Volunteer Program Coordinator 0.50 0.50 0.50 0.50 - 0.50 Senior Emergency Communications Operator 5.00 5.00 11.00 11.00 - 11.00 Victim Services Coordinator 1.00 1.00 1.00 1.00 - 1.00 CC0742 Police Operations Total 110.50 116.50 118.50 118.50 5.00 123.50 CC0744 Animal Services Animal Care Supervisor 1.00 1.00 1.00 1.00 - 1.00 Animal Control Officer 3.00 3.00 3.00 3.00 - 3.00 Animal Control Supervisor 1.00 1.00 1.00 1.00 - 1.00 Animal Health Technician 2.00 2.00 2.00 2.00 - 2.00 Animal Services Manager 1.00 1.00 1.00 1.00 - 1.00 Animal Services Marketing Coordinator 2.00 2.00 2.00 2.00 - 2.00 Animal Shelter Technician 1.50 1.50 1.50 1.50 - 1.50 Office Assistant - - - - - - Veterinarian - - 0.50 0.50 - 0.50 CC0744 Animal Services Total 11.50 11.50 12.00 12.00 - 12.00 CC0745 Code Compliance Chief Code Enforcement Officer 1.00 1.00 1.00 1.00 - 1.00 Code Enforcement Officer 4.00 5.00 5.00 5.00 - 5.00 CC0745 Code Compliance Total 5.00 6.00 6.00 6.00 - 6.00 CC0802 Public Works Administrative Assistant - 1.00 1.00 1.00 - 1.00 Environmental Services Program Coordinator 1.00 1.00 1.00 1.00 - 1.00 Public Works Director 1.00 1.00 1.00 1.00 - 1.00 Public Works Engineer - Engineer In Training 1.00 1.00 1.00 1.00 - 1.00 Transportation Planning Coordinator 1.00 1.00 1.00 1.00 - 1.00 CC0802 Public Works Total 4.00 5.00 5.00 5.00 - 5.00 CC0846 Streets Assistant Director of Public Works - - - - 1.00 1.00 Business Systems Analyst 1.00 1.00 1.00 1.00 - 1.00 Heavy Equipment Operator 3.00 3.00 4.00 4.00 - 4.00 Light Equipment Operator 9.00 9.00 9.00 9.00 - 9.00 Paving Foreman 1.00 1.00 - - - - Public Works Operations Manager 1.00 1.00 1.00 1.00 - 1.00 Public Works Planner Scheduler - - 1.00 1.00 - 1.00 Sign & Signal Field Technician 2.00 2.00 4.00 4.00 - 4.00 Streets Foreman 2.00 2.00 2.00 2.00 - 2.00 Streets Maintenance Worker 0.75 - - - - - CC0846 Streets Total 19.75 19.00 22.00 22.00 1.00 23.00 100 General Fund Total 435.25 448.50 467.00 467.00 20.50 487.50 201 Tourism CC0208 CVB 288 Position Control FY2019 FY2020 FY2021 2022 Base Budget 2022 Changes 2022 Budget Tourism & CVB Manager 1.00 1.00 1.00 1.00 - 1.00 Tourism Coordinator 2.00 2.00 2.00 2.00 - 2.00 Tourism Coordinator (Sup)1.00 1.00 1.00 1.00 - 1.00 Visitor Information Specialist 0.50 1.00 1.00 1.00 - 1.00 CC0208 CVB Total 4.50 5.00 5.00 5.00 - 5.00 201 Tourism Total 4.50 5.00 5.00 5.00 - 5.00 500 Facilities Maintenance Fund CC0319 Facilities Building Maintenance Technician 2.00 2.00 2.00 2.00 1.00 3.00 Facilities Coordinator 1.00 1.00 1.00 1.00 - 1.00 Facilities Director - - 1.00 1.00 - 1.00 Facilities Foreman 1.00 1.00 1.00 1.00 - 1.00 Facilities Manager 1.00 1.00 1.00 1.00 - 1.00 Senior Building Maintenance Technician 1.00 1.00 1.00 1.00 - 1.00 CC0319 Facilities Total 6.00 6.00 7.00 7.00 1.00 8.00 500 Facilities Maintenance Fund Total 6.00 6.00 7.00 7.00 1.00 8.00 520 Fleet Services Fund CC0320 Fleet Fleet Services Manager 1.00 1.00 1.00 1.00 - 1.00 Lead Mechanic 1.00 1.00 1.00 1.00 - 1.00 Master Mechanic 5.00 6.00 6.00 6.00 - 6.00 Mechanic 2.00 1.00 1.00 1.00 - 1.00 Office Specialist 1.00 1.00 1.00 1.00 - 1.00 CC0320 Fleet Total 10.00 10.00 10.00 10.00 - 10.00 520 Fleet Services Fund Total 10.00 10.00 10.00 10.00 - 10.00 540 Joint Service Fund CC0302 Finance Administration Administrative Assistant 1.00 1.00 1.00 1.00 - 1.00 Assistant Finance Director - - 1.00 1.00 - 1.00 Budget Analyst 1.00 2.00 1.00 1.00 - 1.00 Budget Manager 1.00 1.00 - - - - Business Systems Analyst 1.00 - - - - - Finance Director 1.00 1.00 1.00 1.00 - 1.00 Senior Budget Analyst - - 1.00 1.00 - 1.00 Treasurer 1.00 1.00 1.00 1.00 - 1.00 CC0302 Finance Administration Total 6.00 6.00 6.00 6.00 - 6.00 CC0315 Accounting Accountant 1.00 1.00 1.00 1.00 - 1.00 Accounting Specialist 2.00 2.00 3.00 3.00 - 3.00 Accounting Specialist Supervisor 1.00 1.00 1.00 1.00 - 1.00 Assistant Controller 1.00 1.00 1.00 1.00 - 1.00 Assistant Finance Director - - 1.00 1.00 - 1.00 Controller 1.00 1.00 - - - - ERP Applications Administrator - 1.00 1.00 1.00 - 1.00 Payroll Specialist 1.00 1.00 1.00 1.00 1.00 2.00 Senior Accountant 3.00 3.00 3.00 3.00 - 3.00 Senior Accounting Specialist 1.00 1.00 1.00 1.00 - 1.00 CC0315 Accounting Total 11.00 12.00 13.00 13.00 1.00 14.00 CC0317 Purchasing Buyer 1.00 1.00 1.00 1.00 - 1.00 Purchasing Assistant 1.00 1.00 1.00 1.00 - 1.00 Purchasing Manager 1.00 1.00 1.00 1.00 - 1.00 Senior Buyer 1.00 1.00 2.00 2.00 - 2.00 Senior Warehouse Worker - - 2.00 2.00 - 2.00 Support Services Manager - 1.00 1.00 1.00 - 1.00 Warehouse Coordinator 1.00 1.00 - - - - Warehouse Supervisor 1.00 1.00 1.00 1.00 - 1.00 289 Position Control FY2019 FY2020 FY2021 2022 Base Budget 2022 Changes 2022 Budget Warehouse Worker 2.00 2.00 - - - - CC0317 Purchasing Total 8.00 9.00 9.00 9.00 - 9.00 CC0321 Customer Care Administrative Assistant - 1.00 1.00 1.00 - 1.00 Airport Business Operations Coordinator 1.00 1.00 - - - - AMI & Billing Specialist 4.00 4.00 5.00 5.00 - 5.00 Business Systems Analyst 1.00 1.00 2.00 2.00 - 2.00 Customer Care Director 1.00 1.00 1.00 1.00 - 1.00 Customer Care Manager 1.00 1.00 1.00 1.00 - 1.00 Customer Service Representative 2.00 2.00 7.00 7.00 - 7.00 Customer Service Supervisor 3.00 3.00 3.00 3.00 - 3.00 Development Account Specialist 3.00 3.00 3.00 3.00 - 3.00 Senior Customer Service Representative 8.00 8.00 3.00 3.00 - 3.00 CC0321 Customer Care Total 24.00 25.00 26.00 26.00 - 26.00 CC0502 Georgetown Utility Administration Administrative Assistant 4.00 - - - - - Business Process Consultant - - - - - - Executive Assistant 1.00 - - - - - Office Specialist 1.00 - - - - - Records Specialist 1.00 - - - - - General Manager Utilities 1.00 - - - - - Utility Department General Manager 1.00 - - - - - CC0502 Georgetown Utility Administration Total 9.00 - - - - - CC0503 Organizational and Operational Excellence Business Improvement Program Manager 1.00 1.00 1.00 1.00 - 1.00 Business Process Analyst 1.00 1.00 1.00 1.00 - 1.00 Performance Management Program Manager - 1.00 1.00 1.00 - 1.00 CC0503 Organizational and Operational Excellence Total 2.00 3.00 3.00 3.00 - 3.00 CC0526 Systems Engineering Administrative Assistant - 1.00 1.00 1.00 - 1.00 Building Inspector - - - - - - CIP Manager (Sup)1.00 1.00 1.00 1.00 - 1.00 Contract Coordinator 1.00 1.00 1.00 1.00 - 1.00 Inspection Supervisor 1.00 1.00 1.00 1.00 1.00 2.00 Master Inspector 1.00 1.00 - - - - Project Manager 2.00 2.00 4.00 4.00 - 4.00 Public Improvement Inspector 1.00 1.00 4.00 4.00 - 4.00 Real Estate Services Coordinator 1.00 1.00 1.00 1.00 - 1.00 Real Estate Services Manager - - 1.00 1.00 - 1.00 Senior Public Improvement Inspector 6.00 6.00 3.00 3.00 - 3.00 Systems Engineering Director 1.00 1.00 1.00 1.00 - 1.00 Transportation Engineer 1.00 1.00 1.00 1.00 - 1.00 Utilities Engineer - Professional Engineer 1.00 1.00 1.00 1.00 - 1.00 Utility Coordinator - - - - 1.00 1.00 Utility Systems Info Manager 1.00 1.00 - - - - Water Utility Engineer 1.00 1.00 1.00 1.00 - 1.00 CC0526 Systems Engineering Total 19.00 20.00 21.00 21.00 2.00 23.00 CC0534 Conservation Energy Auditor/Coordinator - - - - - - Marketing & Conservation Manager 1.00 1.00 - - - - Marketing Data Analyst 1.00 1.00 1.00 1.00 - 1.00 Public Engagement Coordinator 1.00 1.00 - - - - Utilities Conservation Coordinator 1.00 1.00 - - - - CC0534 Conservation Total 4.00 4.00 1.00 1.00 - 1.00 CC0547 Business System Services Business Systems Analyst 1.00 1.00 - - - - GIS Analyst I 1.00 1.00 - - - - GIS Analyst II 3.00 3.00 - - - - IT Supervisor 1.00 1.00 - - - - 290 Position Control FY2019 FY2020 FY2021 2022 Base Budget 2022 Changes 2022 Budget Senior Systems Analyst 1.00 1.00 - - - - Systems Analyst 3.00 3.00 - - - - CC0547 Business System Services Total 10.00 10.00 - - - - CC0637 Economic Development Economic Development Director 1.00 1.00 1.00 1.00 - 1.00 Economic Development Program Manager 2.00 2.00 2.00 2.00 - 2.00 Special Events & Marketing Coordinator 1.00 1.00 1.00 1.00 - 1.00 CC0637 Economic Development Total 4.00 4.00 4.00 4.00 - 4.00 CC0639 Human Resources Assistant Human Resources Director 1.00 1.00 1.00 1.00 - 1.00 Benefits & Wellness Program Administrator 1.00 1.00 1.00 1.00 - 1.00 Business Systems Analyst 1.00 - - - - - Compensation & HR Analyst - - 1.00 1.00 - 1.00 Human Resources Director 1.00 1.00 1.00 1.00 - 1.00 Human Resources Generalist 1.00 2.00 1.00 1.00 - 1.00 Human Resources Program Manager 1.00 1.00 1.00 1.00 - 1.00 Human Resources Specialist 2.00 1.00 1.00 1.00 - 1.00 Learning and Development Coordinator - 1.00 1.00 1.00 - 1.00 Safety & Training Specialist - 2.00 2.00 2.00 - 2.00 Safety & Training Supervisor - 1.00 1.00 1.00 - 1.00 Senior Human Resources Generalist - - 1.00 1.00 - 1.00 Senior Human Resources Specialist - 1.00 1.00 1.00 - 1.00 CC0639 Human Resources Total 8.00 12.00 13.00 13.00 - 13.00 CC0654 Legal Assistant City Attorney 2.00 2.00 2.00 2.00 1.00 3.00 City Attorney 1.00 1.00 1.00 1.00 - 1.00 Executive Assistant (Sup)1.00 1.00 1.00 1.00 - 1.00 Legal Assistant 1.00 1.00 1.00 1.00 - 1.00 CC0654 Legal Total 5.00 5.00 5.00 5.00 1.00 6.00 540 Joint Service Fund Total 110.00 110.00 101.00 101.00 4.00 105.00 570 Information Technology Fund CC0652 IT Infrastructure Administrative Assistant 1.00 1.00 - - - - Assistant IT Director 1.00 1.00 - - - - IT Director 1.00 1.00 - - - - IT Manager 3.00 3.00 1.00 1.00 - 1.00 IT Supervisor 1.00 2.00 1.00 1.00 - 1.00 IT Support Specialist 3.00 3.00 3.00 3.00 - 3.00 Lead Systems Administrator 1.00 2.00 1.00 1.00 - 1.00 Network Administrator 2.00 1.00 1.00 1.00 - 1.00 Public Safety Systems Analyst - 3.00 - - - - Senior Systems Administrator 2.00 2.00 2.00 2.00 - 2.00 Senior Systems Analyst 5.00 2.00 - - - - Systems Administrator 1.00 2.00 2.00 2.00 - 2.00 Systems Analyst 3.00 1.00 - - - - Web Developer 1.00 1.00 - - - - CC0652 IT Infrastructure Total 25.00 25.00 11.00 11.00 - 11.00 CC0662 Applications Business Systems Analyst - - - - - - GIS Analyst I - - 1.00 1.00 - 1.00 GIS Analyst II - - 3.00 3.00 - 3.00 IT Manager - - 1.00 1.00 - 1.00 IT Supervisor - - 2.00 2.00 - 2.00 Senior Systems Analyst - - 2.00 2.00 - 2.00 Systems Analyst - - 3.00 3.00 - 3.00 GIS Administrator - - 1.00 1.00 - 1.00 Lead Systems Analyst - - - - 1.00 1.00 CC0662 Applications Total - - 13.00 13.00 1.00 14.00 291 Position Control FY2019 FY2020 FY2021 2022 Base Budget 2022 Changes 2022 Budget CC0672 Fiber Fiber Maintenance Coordinator - - 1.00 1.00 - 1.00 IT Supervisor - - 1.00 1.00 - 1.00 CC0672 Fiber Total - - 2.00 2.00 - 2.00 CC0682 IT Administration Administrative Assistant - - 1.00 1.00 - 1.00 Assistant IT Director - - 1.00 1.00 - 1.00 IT Director - - 1.00 1.00 - 1.00 IT Manager - - 1.00 1.00 - 1.00 Lead Systems Administrator - - 1.00 1.00 - 1.00 Senior Systems Analyst - - 1.00 1.00 - 1.00 Systems Analyst - - 1.00 1.00 - 1.00 Web Developer - - 1.00 1.00 - 1.00 CC0682 IT Administration Total - - 8.00 8.00 - 8.00 CC0692 IT Public Safety IT Manager - - 1.00 1.00 - 1.00 Public Safety Systems Analyst - - 3.00 3.00 - 3.00 CC0692 IT Public Safety Total - - 4.00 4.00 - 4.00 570 Information Technology Fund Total 25.00 25.00 38.00 38.00 1.00 39.00 600 Airport Operations CC0636 Airport Airport Attendant 2.00 2.00 2.00 2.00 - 2.00 Airport Business Operations Coordinator - - 1.00 1.00 - 1.00 Airport Maintenance Supervisor 1.00 1.00 1.00 1.00 - 1.00 Airport Maintenance Worker 2.00 2.00 2.00 2.00 - 2.00 Airport Manager 1.00 1.00 1.00 1.00 - 1.00 CC0636 Airport Total 6.00 6.00 7.00 7.00 - 7.00 600 Airport Operations Total 6.00 6.00 7.00 7.00 - 7.00 610 Electric Services CC0521 Electric Technical Services Fiber Infrastructure Technician 1.00 - - - - - Fiber Maintenance Coordinator - 1.00 - - - - Network Administrator - - - - 1.00 1.00 SCADA I & C Technician I 2.00 2.00 1.00 1.00 - 1.00 SCADA Supervisor 1.00 1.00 1.00 1.00 - 1.00 Senior SCADA Technician 1.00 1.00 1.00 1.00 - 1.00 AMI Analyst - - - - 1.00 1.00 Utility Operational Technology Manager - - - - 1.00 1.00 SCADA I & C Technician II - - 1.00 1.00 - 1.00 CC0521 Electric Technical Services Total 5.00 5.00 4.00 4.00 3.00 7.00 CC0522 Electric Administration Executive Assistant (Sup)- 1.00 - - - - General Manager of Electric Utilities - 1.00 1.00 1.00 - 1.00 Utilities Analyst - 1.00 3.00 3.00 - 3.00 CC0522 Electric Administration Total - 3.00 4.00 4.00 - 4.00 CC0524 Metering Services IT Manager 1.00 1.00 - - - - Meter Services Manager 1.00 1.00 1.00 1.00 - 1.00 Metering Technician 7.00 7.00 7.00 7.00 - 7.00 Metering Technician, Trainee 1.00 1.00 1.00 1.00 - 1.00 Senior Metering Technician 2.00 2.00 2.00 2.00 - 2.00 Utilities Scheduler Planner - - 1.00 1.00 - 1.00 CC0524 Metering Services Total 12.00 12.00 12.00 12.00 - 12.00 CC0525 T&D Services Electric Crew Leader 4.00 4.00 4.00 4.00 - 4.00 Electric Journeyman Lineman 9.00 9.00 9.00 9.00 - 9.00 292 Position Control FY2019 FY2020 FY2021 2022 Base Budget 2022 Changes 2022 Budget Electric Lineman Apprentice I 1.00 1.00 5.00 5.00 - 5.00 Electric Lineman Apprentice II 1.00 1.00 2.00 2.00 - 2.00 Electric Lineman Apprentice IV 1.00 1.00 - - - - Electric Operations Manager 1.00 1.00 1.00 1.00 - 1.00 Electric Operations Supervisor 4.00 4.00 3.00 3.00 - 3.00 Electric Planner Scheduler 3.00 3.00 3.00 3.00 - 3.00 Electric Pre-Apprentice 3.00 3.00 - - - - Substation Protection and Control Technician 4.00 4.00 2.00 2.00 - 2.00 Substation Technician 2.00 2.00 2.00 2.00 - 2.00 Electric Engineering Manager - - 1.00 1.00 - 1.00 Electric Safety Program Manager - - 1.00 1.00 - 1.00 CC0525 T&D Services Total 33.00 33.00 33.00 33.00 - 33.00 CC0537 Electric Resource Management Resource Plan and Integration Manager 1.00 - - - - - Utilities Analyst 2.00 - - - - - CC0537 Electric Resource Management Total 3.00 - - - - - CC0555 Electric Systems Operations Control Center Manager 1.00 1.00 1.00 1.00 - 1.00 Control Center Supervisor 2.00 2.00 2.00 2.00 - 2.00 Safety & Training Specialist 2.00 - - - - - Safety & Training Supervisor 1.00 - - - - - System Operator - - - - - - Utility Director 0.50 - - - - - Utility Systems Locator 3.00 3.00 3.00 3.00 1.00 4.00 Utility Systems Operator 6.00 6.00 6.00 6.00 - 6.00 Utility Systems Operator Trainee 1.00 2.00 2.00 2.00 - 2.00 Line Locator Supervisor - - 1.00 1.00 - 1.00 CC0555 Electric Systems Operations Total 16.50 14.00 15.00 15.00 1.00 16.00 CC0557 Electrical Engineering Associate Electric Project Coordinator 1.00 1.00 1.00 1.00 - 1.00 Electric Engineer - - 1.00 1.00 - 1.00 Electric Project Coordinator 4.00 4.00 3.00 3.00 - 3.00 Electric Service Delivery Supervisor 1.00 1.00 - - - - Electrical Engineering Manager 1.00 1.00 1.00 1.00 - 1.00 Systems Analyst - - - - - - Electric Engineering Analyst - - 1.00 1.00 - 1.00 Electric Engineering Supervisor - - 1.00 1.00 - 1.00 CC0557 Electrical Engineering Total 7.00 7.00 8.00 8.00 - 8.00 610 Electric Services Total 76.50 74.00 76.00 76.00 4.00 80.00 640 Stormwater Services CC0845 Stormwater Combination Building Inspector - - - - 1.00 1.00 Crewman 0.50 0.50 0.50 0.50 - 0.50 Drainage Foreman 1.00 1.00 1.00 1.00 - 1.00 Heavy Equipment Operator 1.00 1.00 1.00 1.00 - 1.00 Light Equipment Operator 5.00 5.00 5.00 5.00 - 5.00 Stormwater Management Coordinator 1.00 1.00 1.00 1.00 - 1.00 CC0845 Stormwater Total 8.50 8.50 8.50 8.50 1.00 9.50 640 Stormwater Services Total 8.50 8.50 8.50 8.50 1.00 9.50 660 Water Services CC0527 Water Services Administration Administrative Assistant - 1.00 1.00 1.00 - 1.00 Engineer - - 1.00 1.00 - 1.00 PMP Business Analyst - - 1.00 1.00 - 1.00 Records Specialist - 1.00 1.00 1.00 - 1.00 Water Utilities Director 1.00 1.00 1.00 1.00 - 1.00 Code Compliance Officer - - - - 1.00 1.00 Assistant Water Utilities Director - - - - 1.00 1.00 293 Position Control FY2019 FY2020 FY2021 2022 Base Budget 2022 Changes 2022 Budget CC0527 Water Services Administration Total 1.00 3.00 5.00 5.00 2.00 7.00 CC0529 Water Plant Management Plant Operations Supervisor 1.00 1.00 1.00 1.00 - 1.00 Plant Operations Technician 4.00 2.00 2.00 2.00 - 2.00 Plant Operations Technician Trainee - - 1.00 1.00 - 1.00 Regulatory Analyst - 1.00 1.00 1.00 - 1.00 Senior Plant Operations Technician 3.00 4.00 6.00 6.00 3.00 9.00 Water Services Manager 1.00 1.00 1.00 1.00 - 1.00 Water Services Technician - - - - 4.00 4.00 CC0529 Water Plant Management Total 9.00 9.00 12.00 12.00 7.00 19.00 CC0531 Wastewater Plant Management Plant Operations Supervisor 1.00 1.00 1.00 1.00 - 1.00 Plant Operations Technician - - 1.00 1.00 - 1.00 Plant Operations Technician Trainee 2.00 2.00 1.00 1.00 - 1.00 Senior Plant Operations Technician 4.00 4.00 7.00 7.00 3.00 10.00 CC0531 Wastewater Plant Management Total 7.00 7.00 10.00 10.00 3.00 13.00 CC0553 Water Operations Marketing & Conservation Manager 1.00 1.00 - 1.00 Metering Technician, Trainee - - - - 0.50 0.50 Safety & Training Specialist - - 1.00 1.00 - 1.00 Senior Water Services Technician 7.00 7.00 3.00 3.00 - 3.00 Social Media and Marketing Coordinator - - - - 1.00 1.00 Utilities Conservation Coordinator 1.00 1.00 - 1.00 Utility System Locator - 1.00 - - - - Utility Systems Operator - - 1.00 1.00 - 1.00 Water Services Manager 1.00 1.00 1.00 1.00 - 1.00 Water Services Supervisor 6.00 6.00 6.00 6.00 - 6.00 Water Services Supervisor Inspections 1.00 1.00 - - - - Water Services Technical Specialist 2.00 2.00 3.00 3.00 - 3.00 Water Services Technician 15.00 15.00 13.00 13.00 6.00 19.00 Water Services Technician Trainee 15.00 15.00 13.00 13.00 - 13.00 Utilities Scheduler Planner - - - - 1.00 1.00 Metering Service Supervisor - - - - 1.00 1.00 CC0553 Water Operations Total 47.00 48.00 43.00 43.00 9.50 52.50 660 Water Services Total 64.00 67.00 70.00 70.00 21.50 91.50 Grand Total 745.75 760.00 789.50 789.50 53.00 842.50 294 WWW.GEORGETOWN.ORG FY2022 BUDGET Contingency Reserve Requirement Worksheet These pages provide a listing of the City’s Contingency Reserve Requirements per Section XV of the Fiscal and Budgetary Policy. MAJOR OPERATING FUNDS A priority in the development of the FY2022 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 net operating expenses. Net budgeted operating expenditure is defined as total budgeted expenditures less interfund transfers and charges, capital improvements, direct cost for purchased power, debt service, non-operating special revenue funds and payments to third party grant agents. All excess reserves for City expenditures in funds that do not have a specific fund requirement are held in other operating funds. Airport Operations Electric Services Fleet Services Fund General Fund Information Technology Fund Stormwater Services Tourism Water Services Total Expenditures 4,554,463 98,690,327 9,229,561 94,244,537 11,865,385 4,906,663 1,495,938 115,987,328 Excluded From Contingency: Airport Operations Electric Services Fleet Services Fund General Fund Information Technology Fund Stormwater Services Tourism Water Services Operating Capital 65,000 - 2,151,000 1,236,089 1,954,210 500,000 - 7,564,712 CIP Expense - 7,400,000 4,296,500 - - 500,000 - 49,800,000 Debt Service 184,226 9,912,271 - - - 491,140 - 8,240,412 Transfers - 5,873,500 - 1,237,635 35,000 314,780 36,222 4,695,490 Interfund Charges and Allocations 581,564 7,329,978 130,932 15,446,822 133,266 1,830,247 74,465 12,975,153 Purchase Power - 54,126,987 - - - - - - Sanitation Services - - - 9,373,514 - - - - Fuel 2,700,000 - - - - - - - Government Contracts - - - 400,924 - - - - ISF Replacement and Maintenance 671,490 4,901,175 One-Time Service Level Requests 45,000 741 - 2,502,712 202,500 - - 381,500 Total 3,575,790 84,643,477 7,249,922 30,197,696 7,226,151 3,636,167 110,687 83,657,267 Airport Operations Electric Services Fleet Services Fund General Fund Information Technology Fund Stormwater Services Tourism Water Services Net Expenditures 978,672 14,046,849 1,979,639 64,046,841 4,639,234 1,270,496 1,385,251 32,330,060 90 Day Requirement 241,317 3,463,607 488,130 15,792,372 1,143,921 313,273 341,569 7,971,796 Reserve in Fund 342,905 6,426,561 549,558 15,824,255 1,173,234 413,189 341,569 10,613,110 Over/ Under 90 Day Compliance 101,588 2,962,954 61,428 31,883 29,313 99,916 0 2,641,314 FY2022 Total Expenditures Non-Operating Expenditures Total Operating Expenditures 75 Day Compliance Citywide Reserves Contingency Requirement Over/ (Under) 482,788,703 294,655,485 188,133,218 38,657,511 44,698,803 6,041,292 295 Service Level Requests by Fund & Cost Center Personnel Expense Ongoing Expense One-Time Expense Total Request Cost 100 General Fund 2,731,014 3,728,856 3,671,142 7,399,998 CC0107 Planning 134,949 179,084 666,885 845,969 SLR-1: UDC Diagnostic and Rewrite - - 500,000 500,000 SLR-2: Payroll-Intern Pay - 8,074 - 8,074 SLR-3: Subarea Demographic Update - - 20,000 20,000 SLR-4: Future Land Use Map Update - - 100,000 100,000 SLR-5: Travel/Training/Subscriptions/Licenses - 19,861 - 19,861 SLR-6: Home Repair - 15,000 - 15,000 SLR-7: Phone - 1,200 - 1,200 SLR-8: New Office Furniture - - 2,500 2,500 SLR-9: New Lobby Furniture - - 3,900 3,900 Principal Planner 86,673 86,673 26,002 112,675 Engineering Technician 48,276 48,276 14,483 62,759 CC0210 Library 102,592 240,092 6,000 246,092 SLR-1: Library Circulation Supervisor 58,585 59,585 3,000 62,585 SLR-10: Biennial (Public Library Association) conference - 14,000 - 14,000 SLR-2: Library OverDrive purchases - 63,000 - 63,000 SLR-3: Restore Funding - Children's Books - 15,000 - 15,000 SLR-4: Library Assistant 44,007 45,007 3,000 48,007 SLR-5: Library Collection Needs - 25,000 - 25,000 SLR-6: Library Collection Needs - 11,000 - 11,000 SLR-7: Library Collection Needs - 3,000 - 3,000 SLR-8: WOWHD Fuel Cost - 1,500 - 1,500 SLR-9: Restore Funding - Office Supplies - 3,000 - 3,000 CC0211 Parks 174,832 198,024 24,400 222,424 SLR-1: Parks & Recreation Manager 110,531 111,531 5,500 117,031 SLR-2: Records Specialist 64,300 65,300 5,500 70,800 SLR-3: Safety Shoes - 3,000 - 3,000 SLR-4: iPads - 3,192 7,000 10,192 SLR-5: Sports Field Maintenance - 15,000 - 15,000 SLR-6: CMS Updates - - 6,400 6,400 CC0212 Recreation - 2,000 - 2,000 SLR-1: Social Media Monitoring Tool - 2,000 - 2,000 CC0213 Tennis Center - 3,000 - 3,000 SLR-1: McMaster Pickleball Tournaments - 2,000 - 2,000 SLR-2: McMaster Pickleball Programs - 1,000 - 1,000 CC0215 Garey Park - 906 1,000 1,906 SLR-1: Safety Shoes - 450 - 450 SLR-2: iPads - 456 1,000 1,456 CC0218 Arts and Culture - 13,701 - 13,701 CC0316 Municipal Court - - 50,000 50,000 SLR-1: Software Upgrade - - 50,000 50,000 CC0402 Fire Support Services/Administration 276,531 389,531 154,000 543,531 SLR-1: Business Analyst 96,399 97,399 3,000 100,399 SLR-18: Restoring Funding Levels - Investigative Supplies, Hazmat Team, Foam, Dive/Swiftwater- 25,500 - 25,500 SLR-19: Deputy Fire Marshal 7,450 7,450 7,450 SLR-20: Airport Land Lease - 69,600 - 69,600 SLR-5: Logistics Coordinator 68,683 69,683 3,000 72,683 SLR-6: Fire and Life Safety Specialist 104,000 112,450 58,000 170,450 SLR-8: PSOTC FLS Conference Room Remodel - - 35,000 35,000 SLR-9: Fire Inspector Vehicle (Existing Position)- 7,450 55,000 62,450 296 CC0422 Fire Emergency Services 950,126 1,260,486 653,200 1,913,686 SLR-11: Firefighter Safety and Service Delivery - 24,360 44,000 68,360 SLR-12: Fire Station 5 Remodel - - 20,000 20,000 SLR-13: Security Cameras - 50,000 10,000 60,000 SLR-14: Washer/Extractor/Dryer - - 25,000 25,000 SLR-15: Firefighter 655,689 664,689 95,400 760,089 SLR-3: Firefighter 218,623 234,623 136,800 371,423 SLR-4: Firefighter - - 300,000 300,000 SLR-7: Promotions - 210,000 - 210,000 SLR-2: Training Officer 75,814 76,814 22,000 98,814 CC0448 EMS - 46,000 100,000 146,000 SLR-10: Medical Supplies and Equipment - - 100,000 100,000 SLR-16: Accounting and Billing Services - 26,000 - 26,000 SLR-17: Fuel - 20,000 - 20,000 CC0536 Inspection Services 63,279 64,479 3,000 67,479 SLR-1: Administrative Assistant 63,279 64,479 3,000 67,479 CC0602 Administrative Services 160,000 181,975 15,000 196,975 SLR-1: Assistant City Manager 160,000 168,975 3,000 171,975 SLR-2: Director Retreat - 3,000 - 3,000 SLR-3: Internship Progam - 10,000 - 10,000 SLR-4: Purchase of Art for City Hall - - 3,000 3,000 SLR-5: City Hall Holiday Decorations - - 1,500 1,500 SLR-6: ICMA Expenses for FY22 Annual Conference - - 7,500 7,500 CC0605 Community Services - 5,000 - 5,000 SLR-1: Outdoor Warning System Maintenance - 5,000 - 5,000 CC0634 City Council Services - 8,700 - 8,700 SLR-1: Consulting - Council Goals - 5,000 - 5,000 SLR-2: Subscriptions and Due - 2,500 - 2,500 SLR-3: Training - Registration - 400 - 400 SLR-4: Recognition - 300 - 300 SLR-5: Food - 500 - 500 CC0635 City Secretary Services 51,897 52,897 3,000 55,897 CC0638 General Government Contracts - 15,296 31,542 46,838 SLR-1: Williamson County Parking Lot - - 31,542 31,542 SLR-2: WCCHD - 13,670 - 13,670 SLR-3: CAMPO - 1,626 - 1,626 CC0655 Communications/Public Engagement 331,813 354,418 83,500 437,918 SLR-1: Contract for website redesign - 10,000 70,000 80,000 SLR-2: Social Media and Marketing Coordinator Senior - 3,605 - 3,605 SLR-3: Social Media and Marketing Coordinator 84,717 85,717 4,500 90,217 SLR-4: Website content specialist 81,190 82,190 3,000 85,190 SLR-5: Multimedia Specialist 84,717 85,717 3,000 88,717 SLR-6: Public information specialist 81,190 82,190 3,000 85,190 SLR-7: Social Listening Tool - 5,000 - 5,000 CC0742 Police Operations 201,790 320,490 1,330,615 1,651,105 SLR-1: Annual Motorola Contract Increase - 5,700 - 5,700 SLR-10: Criminal Investigations Detective 80,109 80,109 89,072 169,181 SLR-11: Lumina Spark Assessments - - 10,125 10,125 SLR-12: 75th Anniversary Badges/Books - - 22,000 22,000 SLR-13: Department Physical Exams - 72,800 72,800 SLR-14: Employee Counseling Services - 8,400 - 8,400 297 SLR-15: EOC and Training Rooms AV Upgrades - 570 65,348 65,918 SLR-2: Ammunition Budget Increase - - 150,000 150,000 SLR-3: Digital Forensics Hardware/Software - - 97,000 97,000 SLR-4: Police Records Specialist 58,402 59,802 3,000 62,802 SLR-5: K9 Sergeant and 2 Officers - - 300,000 300,000 SLR-6: 2 Additional CAD Workstations - - 533,000 533,000 SLR-7: CTRS Transport Van - 3,430 58,070 61,500 SLR-8: CTRS Budget Increase - 25,000 - 25,000 SLR-9: Administrative Assistant 63,279 64,679 3,000 67,679 CC0744 Animal Services 126,960 133,460 6,000 139,460 SLR-1: Community Engagement Supervisor 78,932 79,932 3,000 82,932 SLR-2: Animal Health Technician 48,028 49,028 3,000 52,028 SLR-3: Rabies Vaccines and Titers - 4,500 - 4,500 CC0745 Code Compliance - 21,359 - 21,359 SLR-1: My Permit Now Monthly Fees - 9,744 - 9,744 SLR-2: Code Compliance Field Supervisor - 11,615 - 11,615 CC0802 Public Works - - 505,000 505,000 SLR-1: Overall Transportation Plan Amendment - - 400,000 400,000 SLR-2: Williams Drive Access Management Study - - 105,000 105,000 CC0846 Streets 71,549 153,262 38,000 191,262 SLR-1: Public Works Superintendent 71,549 78,279 38,000 116,279 SLR-2: OT and Standby Stipends - 74,983 - 74,983 CC0533 Environmental Services 84,696 84,696 84,696 SLR-1: Environmental Services Program Coordinator 84,696 84,696 84,696 500 Facilities Maintenance Fund 60,506 65,506 532,000 597,506 CC0319 Facilities 60,506 65,506 532,000 597,506 SLR-1: Building Maintenance Technician 60,506 65,506 50,000 115,506 SLR-2: HVAC Replacements Rec Center - - 400,000 400,000 SLR-3: Security GMC - - 82,000 82,000 520 Fleet Services Fund - 19,440 - 19,440 CC0320 Fleet - 19,440 - 19,440 SLR-1: Auto Liability Insurance Premium - 17,640 - 17,640 SLR-19: Deputy Fire Marshal - 1,800 - 1,800 540 Joint Service Fund 1,144,709 7,246,443 376,031 7,622,474 CC0302 Finance Administration - 55,850 - 55,850 SLR-1: WCAD Fee Increase - 40,000 - 40,000 SLR-2: Tax Assessor Fees Increase - 850 - 850 SLR-5: Restore Intern Budget Cut - 5,000 - 5,000 SLR-6: Increase Intern Budget - 10,000 - 10,000 CC0315 Accounting 164,445 175,545 17,266 192,811 SLR-2: Payroll Specialist 71,764 72,764 8,000 80,764 SLR-3: Accounting Specialist Supervisor 92,681 96,681 5,000 101,681 SLR-4: Reclass Associated with New Positions Requests - - 4,266 4,266 SLR-5: Restore Training Budget to Pre-COVID amounts - 6,100 - 6,100 CC0317 Purchasing 130,824 138,524 74,412 212,936 SLR-1: Warehouse Worker 52,050 53,050 3,000 56,050 SLR-2: Buyer 69,057 70,057 3,000 73,057 SLR-3: Municipal Intern 9,718 9,718 29,912 39,630 SLR-4: Half Ton Extended Cab Pickup - 5,700 32,500 38,200 SLR-5: Self Dumping Hopper w Casters - - 2,000 2,000 SLR-6: Machine Type Stretch Wrap Turntable - - 4,000 4,000 298 CC0321 Customer Care - 113,000 75,000 188,000 SLR-1: Cisco Cloud Contact Center - 38,000 75,000 113,000 SLR-2: Lockbox Service - 75,000 - 75,000 CC0503 Organizational and Operational Excellence 8,357 22,997 10,500 33,497 SLR-1: Project Manager 8,357 8,357 10,500 18,857 SLR-2: Power BI License - 14,640 14,640 CC0526 Systems Engineering 618,392 817,236 91,000 908,236 SLR-1: Engineering Technician 90,000 90,000 - 90,000 SLR-2: Inspection Supervisor 97,359 104,781 41,000 145,781 SLR-3: Real Estate Technician 89,379 90,379 3,000 93,379 SLR-4: Utility Coordinator 101,661 109,083 41,000 150,083 SLR-5: Real Estate Services Coordinator 101,661 102,661 3,000 105,661 SLR-6: Assistant Director of Engineering 138,332 141,332 3,000 144,332 SLR-7: New Development Consultant Support - 179,000 - 179,000 CC0534 Conservation - 5,551,000 - 5,551,000 SLR-1: UMAX Support Extension - 424,500 - 424,500 SLR-2: UMAX Support Contract - Regression Testing - 38,500 - 38,500 SLR-3: D365 UMAX Upgrade - 5,088,000 - 5,088,000 CC0637 Economic Development 118,735 179,635 - 179,635 SLR-1: Administrative Assistant 69,224 69,224 - 69,224 SLR-2: Downtown & Small Business - 9,500 - 9,500 SLR-3: Recruitment - 37,250 - 37,250 SLR-4: BRE Program - 3,500 - 3,500 SLR-5: Professional Development - 10,650 - 10,650 SLR-1: Arts & Culture Coordinator 49,511 49,511 49,511 CC0640 Citywide Human Resources - - 98,000 98,000 SLR-1: Training - - 58,000 58,000 SLR-2: Recruitment - - 5,000 5,000 SLR-3: CS Recruitment - - 10,000 10,000 SLR-4: 360 Supervisor Training - - 25,000 25,000 CC0654 Legal 103,955 192,655 9,853 202,508 SLR-1: Assistant City Attorney 103,955 110,955 - 110,955 SLR-10: food - 200 - 200 SLR-2: Municipal Prosecutor - 10,000 - 10,000 SLR-3: CA Office Furniture - - 7,000 7,000 SLR-4: Legal Dept. blinds - - 2,853 2,853 SLR-5: reimbursable legal expenses - 40,000 - 40,000 SLR-6: legal services - 20,000 - 20,000 SLR-7: litigation - 10,000 - 10,000 SLR-8: office supplies - 1,000 - 1,000 SLR-9: reference/research books - 500 - 500 570 Information Technology Fund 110,111 174,311 296,500 470,811 CC0648 IT Fiber - 5,700 41,000 46,700 SLR-1: Vehicle for New Fiber employee - 5,700 35,000 40,700 SLR-2: OTDR tool for new Fiber employee - - 6,000 6,000 CC0649 IT Applications 110,111 111,111 3,000 114,111 SLR-3: Lead Systems Analyst 110,111 111,111 3,000 114,111 CC0650 IT Public Safety - - 7,500 7,500 SLR-5: Data conversion for legacy bodycam system.- - 7,500 7,500 CC0651 IT Infrastructure - 50,000 100,000 150,000 299 SLR-4: Add licenses to Zerto disaster recovery software.- - 100,000 100,000 SLR-8: Security Information and Event Software (SIEM).- 50,000 - 50,000 CC0652 IT Management - 7,500 145,000 152,500 SLR-10: Cloud strategy and infrastructure optimization plan.- - 75,000 75,000 SLR-6: Addl. licensing for integration software - 7,500 - 7,500 SLR-7: Third party support from Cloud Architect - UMAX - - 50,000 50,000 SLR-9: Pilot - third party BPA support - - 20,000 20,000 600 Airport Operations - - 181,167 181,167 CC0636 Airport - - 181,167 181,167 SLR-1: MARKET RATE AND LEASE TERM ANALYSIS - - 45,000 45,000 SLR-2: AIRPORT NOISE EXPOSURE MAP - - 35,000 35,000 SLR-3: ENGINEER STUDY - WATER QUALITY POND - - 30,000 30,000 SLR-4: SKID STEER / TRACKED LOADER - - 71,167 71,167 610 Electric Services 814,216 1,392,914 1,199,073 1,886,527 CC0521 Electric Technical Services 177,998 191,378 38,741 230,119 SLR-1: SCADA I & C Technician I 85,197 97,577 35,000 132,577 SLR-2: Communications Technician 92,801 93,801 3,000 96,801 SLR-3: Motorola maintenance - - 741 741 CC0522 Electric Administration - 15,172 - 15,172 SLR-1: Training,Travel,Subscritption - 8,872 - 8,872 SLR-2: Uniforms - 1,300 - 1,300 SLR-3: Food - 5,000 - 5,000 CC0524 Metering Services 557,891 901,147 717,332 913,019 SLR-1: Metering Service Supervisor 96,399 102,399 33,000 135,399 SLR-2: Metering Technician, Trainee 33,160 39,160 33,000 72,160 SLR-3: Water Services Technician 320,571 651,827 543,571 597,699 SLR-3: Utilities Scheduler Planner 107,761 107,761 107,761 107,761 CC0525 T&D Services - 200,750 405,000 605,750 SLR-1: Underground Inspection Program - 150,000 - 150,000 SLR-2: Standby pay equal to hourly rate - 10,000 - 10,000 SLR-3: Pressure Digger - 40,750 405,000 445,750 CC0555 Electric Systems Operations 78,327 84,467 38,000 122,467 SLR-1: Utility Systems Locator 78,327 84,467 38,000 122,467 640 Stormwater Services 11,106 17,836 38,000 55,836 CC0845 Stormwater 11,106 17,836 38,000 55,836 SLR-1: Stormwater Inspector 11,106 17,836 38,000 55,836 660 Water Services 1,111,628 6,003,431 1,624,093 7,427,621 CC0527 Water Services Administration 240,164 3,672,562 1,155,800 4,828,362 SLR-1: TCEQ Inspections - 80,000 - 80,000 SLR-10: GIS Analyst II 82,150 83,150 3,000 86,150 SLR-11: Assistant Water Utilities Director 10,534 11,534 3,000 14,534 SLR-12: Code Compliance Officer 68,683 74,271 39,800 114,071 SLR-13: Training - - 70,000 70,000 SLR-14: AMI - 322,210 - 322,210 SLR-2: Raw Water Increases - 400,000 - 400,000 SLR-3: Wholesale Water - 2,250,000 - 2,250,000 SLR-4: Legal Services - 250,000 - 250,000 SLR-5: Conservation Digital Marketing - 100,000 - 100,000 SLR-6: Engineering Services - ASR Exploratory services - - 1,000,000 1,000,000 SLR-7: GPS Vehicles - 15,600 17,000 32,600 SLR-8: Customer Communication platform - 6,000 20,000 26,000 SLR-9: Social Media and Marketing Coordinator 78,798 79,798 3,000 82,798 CC0528 Water Distribution 325,137 1,427,067 112,000 1,539,067 300 SLR-1: Water Services Technician 325,137 352,067 87,000 439,067 SLR-2: Leak repair - 500,000 - 500,000 SLR-3: Tank Maintenance - - 25,000 25,000 SLR-4: Equipment Maintenance - 75,000 - 75,000 SLR-5: Maintenance Pumps - 100,000 - 100,000 SLR-6: Water Meters - 400,000 - 400,000 CC0529 Water Plant Management 441,149 560,619 36,500 597,119 SLR-1: Senior Plant Operations Technician 165,266 174,376 - 174,376 SLR-2: Senior Plant Operations Technician 275,882 286,242 36,500 322,742 SLR-3: Chemicals - 50,000 - 50,000 SLR-4: Janitorial Services - 15,000 - 15,000 SLR-5: Additional Lab - 15,000 - 15,000 SLR-6: Backflow testing - 20,000 - 20,000 CC0530 Wastewater Operations - 37,895 165,000 202,895 SLR-1: Ford 550 with crane Utility Truck - 31,290 130,000 161,290 SLR-2: 1/2 ton 4WD - 6,605 35,000 41,605 CC0531 Wastewater Plant Management - 200,110 154,793 155,000 SLR-1: Senior Plant Operations Technician - 45,110 154,793 - SLR-2: Sludge Disposal - 60,000 - 60,000 SLR-3: Increased Utilities Cost - 50,000 - 50,000 SLR-3: Janitorial Services - 25,000 - 25,000 SLR-4: Lab Services - 20,000 - 20,000 CC0553 Water Operations 105,179 105,179 105,179 SLR-2: Electrician 105,179 105,179 105,179 Grand Total 5,983,290 18,648,737 7,918,006 25,661,380 301 302 303 304 305 306 WWW.GEORGETOWN.ORG FY2022 BUDGET BOARDS AND COMMISSIONS •ADA Advisory Board: The Board makes recommendations to the City Council regarding accessibility and other issues of concern to persons with disabilities. They review the City's ADA Transition Plan on an annual basis and participate in the related processes to implement and/or amend the Transition Plan as necessary. •Animal Shelter Advisory Board: The Board ensures the Animal Shelter complies with all City and State laws governing its operation. The Board makes recommendations to Council regarding the Georgetown Animal Shelter and its operations. For more info about the Georgetown Animal Shelter visit https://pets.georgetown.org/. •Arts and Culture Advisory Board: The Board encourages, stimulates, promotes, and fosters programs for the cultural enrichment of the City contributing to the quality of life in Georgetown and developing an awareness of the value of the arts. For more info about Arts and Culture in Georgetown visit https://arts.georgetown.org/. •Building Standards Commission: The Commission hears appeals and renders decisions on rulings by building inspectors or officials regarding code interpretation, enforcement and substandard housing or structures within the City. For more info about building standards in Georgetown visit: https://permits.georgetown.org/ •Commission on Aging: The Commission advises the Council on the needs and status of seniors in the City, recommending ways in which those needs may be met. The Commission determines and assesses existing resources in the City which may be utilized by seniors to meet their needs. •Convention and Visitors Bureau Advisory Board: The Advisory Board encourages tourism in the Georgetown community, raises the public visibility of local activity which may attract visitors to the City, and promotes and enhances tourism in the convention and hotel industry. •Downtown Georgetown Tax Increment Reinvestment Zone Board: The TIRZ Board 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. •Ethics Commission: The Commission is composed of 8 members individually appointed by the Mayor and each Councilmember to review and investigate complaints involving conflicts of interest filed against officers of the City and may hold hearings and issue sanctions in accordance with the Ethics Ordinance. •Firefighters' and Police Officers' Civil Service Commission: The Commission is responsible for adopting maintaining and enforcing rules governing the hiring and promotional process and is a disciplinary appeal board for civil service employees in the Fire and Police Depts. For more info visit: https://fire.georgetown.org/ and https://pd.georgetown.org/. •General Government and Finance Advisory Board: The Board reviews the finance activities of the City including Finance Administration, Treasury Management, the city budget, Accounting, Purchasing, Municipal Court, City facilities, maintenance, construction and renovation, Vehicle Services, IT, Compensation and benefits, City insurance and other related items. •Georgetown Economic Development Corporation: The Corporation considers requests and grants economic development funds as authorized and defined by the IRS Code Sec 4A leading to the creation or retention of primary jobs and/or provision of significant capital investment which benefits the community. •Georgetown Electric Utility Advisory Board: This is an Advisory Board empowered to have oversight, in cooperation with the City Council, of the City's Electric matters and Energy Risk Management. •Georgetown Housing Authority: As an independent organization the Housing Authority Board establishes policy and reviews the operation of subsidized housing in Georgetown for the Georgetown Housing Authority This Board does not report to City Council. •Georgetown Transportation Advisory Board: This Board advises and assists City Council in the development of a multimodal transportation planning process in coordination with regional state county and local transportation agencies. •Georgetown Transportation Enhancement Corporation: The Corporation is to promote economic and community development within the City and Texas through the payment of costs for streets roads drainage and other related transportation system improvements including the payment of maintenance and operating expenses of such authorized projects. 307 WWW.GEORGETOWN.ORG FY2022 BUDGET • Georgetown Village PID Advisory Board: The Georgetown Village Public Improvement District was formed by Resolution of the City Council in 1999 as a financing vehicle for costs associated with the construction maintenance and operation of certain public improvements consistent with the Georgetown Village PUD Concept Plan. • Georgetown Water Utility Advisory Board: This Advisory Board is empowered to have oversight, in cooperation with the City Council, of the Georgetown Water and Wastewater Utility Resource Planning, Water Utility Construction and Operations, and Water Finance and Accounting. • Historic and Architectural Review Commission: HARC makes recommendations to City Council on the designation of historic sites or districts and approves or denies Certificates of Appropriateness For more information about the historic districts or the planning department please visit https://historicgeorgetown.org. • Housing Advisory Board: The Board works to ensure that the City has affordable housing for residents of all income levels providing research and policy recommendations on the City’s comprehensive plan They also review and make recs re housing developments that request City support for state and federal funding. • Library Advisory Board: This Board makes recommendations regarding the development of the book collection programming and other services provided by the Public Library This board serves to promote library programs and services in the community Learn more about the Library at https://librarygeorgetown.org. • Main Street Advisory Board: The MSAB assists the Main Street Manager including expanding the interest base support group special projects and fundraising This board identifies and utilizes local state federal and private sources including grants and contributions See more at https://mainstreetgeorgetown.org. • Parks and Recreation Advisory Board: This Board advises the Council on the uses of parkland, parks, recreational facilities, improvements in programs and activities, and facilities to meet community recreation needs and interests. • Planning and Zoning Commission: Planning and Zoning reviews various types of development related applications and provides recs to the Council The applications cover future land uses planned for the City zoning of properties to determine current land uses and development standards the subdivision of properties and many more. This board consists of seven regular members and five alternates. • Rivery Park TIRZ Board: 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 221room hotel having a AAA 3 Diamond Rating or a 2 Star Forbes Rating a 18880 sq foot conference center and a 336 space public parking garage. • Strategic Partnerships for Community Services: The Board makes recommendations to Council to further the purpose of City funding to the nonprofit sector partnerships with 501c3 organizations This Board participates in the grant funding process by reviewing and evaluating applications submitted to the City for social funding. • Unified Development Code Advisory Commission: The Committee reviews proposed or requested amendments to the UDC other than executive amendments makes recommendations to Planning and Zoning and Council and provides a forum for public input and education regarding the UDC. • Williams Drive TIRZ Board: 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. • Wolf Lakes TIRZ Board: The Wolf Lakes TIRZ covers over 164 acres in the city limits, generally situated on the northwest corner of IH 35 and its intersection with SH 29. • Youth Advisory Board: The Youth Advisory Board is established for the purpose of working in its advisory capacity within the community to promote healthy decisions, leadership skills, and community involvement among the youth in Georgetown. • Zoning Board of Adjustment: The Board hears and may grant requests for Variances from the zoning standards or Special Exceptions of the Unified Development Code UDC This Board also considers applicant Appeals of Admin Decisions This is a quasi-judicial board, and any appeal of its decision must be taken to a court of law. 308 UTILITY RATES UTILITY DEPOSIT REQUIREMENTS AND SERVICE CHARGES The following Credit Cards are accepted: Discover, VISA, and MasterCard Online payments can be made: http://www.georgetown.org/departments/billing/payments.php Utility Deposit Requirements and 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 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% 309 Water Rates (effective 01/01/2021) Inside City Limits Outside City Limits Medicaid In Discount Medicaid Out Discount Customer Base Charge 5/8 inch meter $16.50 $19.80 5/8 (2) -$4.65 (2) -$5.55 3/4 inch meter $24.50 $29.45 3/4 (1) -$6.90 (1) -$8.25 1 inch meter $41.00 $49.25 1 1/2 inch meter $81.45 $97.95 2 inch meter $163.40 $196.40 3 inch meter $391.75 $470.95 4 inch meter $685.55 $824.15 6 in meter $1,501.00 $1,804.50 8 inch meter $2,608.10 $3,135.40 Residential Volumetric Charge Inside City Limits Outside City Limits Units per 1,000 gal per 1,000 gal 0 to 7,000 gal $1.85 $1.75 7,001 through 15,000 gal $2.75 $2.40 15,001 through 25,000 gal $4.80 $4.00 Over 25,001 gallons $8.40 $6.50 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 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 WATER RATES 310 WASTEWATER RATES 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 $34.85 -$6.40 Outside City Limits $36.75 -$7.35 Commercial: line six inches or smaller Inside City Limits $52.70 $3.00 Outside City Limits $55.65 $3.15 Large Commercial: line eight inches or smaller Inside City Limits $93.60 $107.65 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 $52.70 $4.90 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 $125.20 $3.00 Outside City Limits $132.20 $3.15 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% Residential Solid Waste Svcs Inside City Limits Outside City Limits Trash Service $20.92 $28.92 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 311 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. Additional Solid Waste Disposal Services Rate Extra Cart - Trash or Recycle $9.00 Additional Yard Trimmings - sticker $5.00 Additional Bulky Waste Collection - $ each $28.00 Oversized Bulky Waste Collection - per CY $28.00 Cart Size Change 1st Cart Exchange No charge 2nd & Subsequent $34.00 Public Disposal Fees at Collection Station Rate These fees will be set based on a combination of cubic yardage and tonnage fees as set by TDS. Freon Removal $45.00 each appliance Disposal of Dead animals (under 100 lbs) $60.00 each 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. 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) 312 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 18/19 313 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 314 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 315 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 316 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) 317 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 318 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 319 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 320 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) 321 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 322 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 323 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 324 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 325 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 326 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 327 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 328 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 329 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 330 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 331 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 332 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 333 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 334 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 335 THIS PAGE INTENTIONALLY LEFT BLANK. 336 Red Poppy Festival ACRONYMS & GLOSSARY 337 ACRONYMS / GLOSSARY Commonly Used Acronyms .......................... 339 Glossary ........................................................ 340 338 COMMONLY USED ACRONYMS ALS .............................................. Advanced Life Support AFR………………………………………….Annual Financial Report AMR ....................................... Automatic Meter Reading APPA ....................... American Public Power Association ASE ................................. Automotive Service Excellence BRA ............................................. Brazos River Authority BRE .................................. Business Retention Expansion 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 ERP………………………………….Enterprise Resource Planning 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 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. 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 HSUS ..................... Humane Society of the United States HVAC .............. Heating Ventilating and Air Conditioning I & C ................................... Instrumentation and Control I & S ......................................... Interest & Sinking (Debt) IDR .............................................. Interval Data Recorder IOOF ........................ Independent Order of Odd Fellows ISF .................................................. Internal Service Fund ISO .......................................... Insurance Services Office IT .............................................. Information Technology 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 O&M ................................. Operations and Maintenance 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 WWTP .............................. Wastewater Treatment Plant 339 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 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, 340 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. Capital Replacement Fund: Allows purchase of operating capital items on a long-term basis through budgeted annual payments and transfers during the fiscal year. The City’s Facilities, 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. Congestion Revenue Rights (CRR): A financial instrument that results in a charge or payment to the owner. 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. 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. 341 Enterprise Fund: A fund established to finance and account for operations (1) that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (2) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purpose. 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 revenues over its expenses 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. 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 342 capital acquisition or debt service relating to capital projects. Indicator: A benchmark used to measure performance or workload, or compare against a predetermined standard. Infrastructure: Roads, bridges, curbs and gutters, streets, sidewalks, drainage systems, lighting systems, water lines, wastewater lines and other improvements that are installed for the common good. 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 to other departments within a single governmental unit or to other governmental units. ISF Allocations: 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. 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. No New Revenue Tax Rate: Texas law prescribes a formula for calculating the 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 proposed to be higher than the No New Revenue Rate, special notices and hearings are provided. Revenue: The yield of 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 revenues of a fund over its expenses; 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 Central Appraisal District. The tax base represents net value after all exemptions. 343 Tax Levy: The resultant product when the tax rate per one hundred dollars is multiplied by the tax base. Tax Rate: Total tax rate is set by Council and is made up of two components: debt service and operations rates. It is the amount levied for each $100 of assessed valuation. Tax Roll: The official list showing the amount of taxes levied against each taxpayer or property. Times Coverage Ratio: A calculation of the revenue available divided by the combined debt payment requirement of the utilities. This ratio is one indication of the City’s ability to pay its revenue debt obligations. Transfers In/Out: Amounts transferred from one fund to another to assist in financing the services or programs for the recipient fund. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service. Voter Approval Rate: the maximum tax rate the City can set before requiring an election to approve the tax rate. After adjustments for debt calculations, the Voter Approval rate is equal to the No New Revenue Rate times 3.5%. 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. 344