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
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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
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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
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PRESENTED TO
City of Georgetown
Texas
For the Fiscal Year Beginning
October 01, 2020
Executive Director
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
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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
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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
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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
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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
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Summer Day in Blue Hole
OVERVIEW
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OVERVIEW
Transmittal Letter ....................................... 13
Community Profile ...................................... 22
Organizational Chart ................................... 26
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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
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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.
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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.
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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.
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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.
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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
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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
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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
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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
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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:
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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:
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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
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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.
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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
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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
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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.
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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.
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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
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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
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• 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
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• 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
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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.
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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
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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.
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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
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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.
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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
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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
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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
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106
ELECTRIC FUND
Spinning Spur Turbines
107
ELECTRIC FUND
Electric Fund Summary .............................. 109
Energy Services .......................................... 114
Electric Fund Five-Year Projections ........... 116
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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-
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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
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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
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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.
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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
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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.
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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
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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
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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.
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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)
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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.
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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
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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
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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
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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
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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
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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.
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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.
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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.
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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
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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
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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
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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
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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
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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.
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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
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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.
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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
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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.
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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
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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
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RIVERY PARK TAX INCREMENT REINVESTMENT ZONE
The Rivery Park Tax Increment Reinvestment Zone (TIRZ) was created by Ordinance #2001-91, and the duration is through
December 31, 2041.
The purpose of the TIRZ is to provide a financing vehicle necessary to facilitate a program of public improvements to allow
and encourage the development of a 222-room hotel having a AAA 3 Diamond Rating or a 2 Star Forbes Rating, a 16,000
square foot conference center, and a 336 - space public parking garage. Another purpose of the TIRZ is to make necessary
improvements to increase accessibility to Rivery Park and construct amenities to enhance the park experience for visitors.
Other development within the TIRZ is anticipated to include single and multifamily residential development along with
commercial/retail space, as allowed by the PUD Ordinance. The tax increment generated within the TIRZ would be used to
finance costs associated with the construction, maintenance, and repair of the Public Parking Garage, improvements in
Rivery Park, public utilities within the TIRZ, public roadways (and related improvements) within and outside of the TIRZ
boundaries, and other costs that meet the definition of “project costs”.
SHERATON
CONFERENCE CENTER
SITE
RIVERY APARTMENTS
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WILLIAMS DRIVE GATEWAY TAX INCREMENT REINVESTMENT ZONE
Williams Drive Gateway Tax Increment Reinvestment Zone (TIRZ) was created by Ordinance No. 2006-104 and the duration
is through December 31, 2031. The TIRZ was created to facilitate a program of public improvements to allow and encourage
the development and redevelopment of the Williams Drive Gateway area into a mixed-use, pedestrian oriented
environment consistent with the goals of the City’s Williams Drive Gateway Redevelopment Plan. Public improvements
scheduled for the Zone include, but are not limited to, the construction of: sidewalks, cross walks and pedestrian crossing
systems, storm sewers and drainage ponds, sanitary sewers, landscaping, streetscape, fountains, works of art, and street
furniture, plazas, squares, pedestrian malls, trails and other public spaces, parking lots and roadways, utility line relocation
and installation, water system improvements parks, and outdoor performance spaces, bicycle routes and facilities, public
transportation projects, signage, and other related necessary or convenient public improvements.
GISD ADMINISTRATION
ANNEX BUILDING
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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.
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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
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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:
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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.
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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
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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
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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
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• 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.
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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)
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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
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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
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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
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• 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
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• 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.
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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
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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
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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
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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
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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
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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
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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.
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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
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• 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
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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
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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.
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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
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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
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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.
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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
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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
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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
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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.
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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
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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
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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%
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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.
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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.
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F.Reporting – Summary financial reports will be presented to the City Council quarterly. These reports will be
in a format appropriate to enable the City Council to understand the overall budget and financial status.
G.Control and Accountability – Each Director, appointed by the City Manager, will be responsible for the
administration of his/her departmental budget. This includes accomplishing the Goals and Objectives
adopted as part of the budget and monitoring each department budget for 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;
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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:
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1. Cost/Benefit of Incentives for Economic Development – The City will use due caution in the analysis
of any incentives that are used to encourage development. A cost/benefit (fiscal impact) analysis
will be performed as part of the evaluation.
2. Non-Recurring Revenues – One-time or non-recurring revenues should not be used to finance
current ongoing operations.
3. Sustainable Revenues – Sustainable means revenue that is consistently available year after year, and
includes revenues realized subsequent to adopted projections.
4. Property Tax Revenues – Annually, the City will forecast property tax revenue as part of the budget
process. Certified Assessed Value Reports from the Williamson Central Appraisal District are used to
forecast property tax. The City will comply with State law regarding publication notices and Truth in
Taxation requirements.
5. Interest Income – Interest earned from investments will be distributed to the funds in accordance
with the 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.
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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
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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.
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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.
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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.
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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.
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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:
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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.
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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
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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
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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
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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.
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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.
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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
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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;
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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
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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
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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.
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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
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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
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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
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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,
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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.
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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
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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.
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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.
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