HomeMy WebLinkAboutAgenda_GGAF_06.26.2019Notice of Meeting for the
General Gov ernment and F inance Adv isory B oard
of the City of Georgetown
June 26, 2019 at 4:30 P M
at 808 Martin L uther K ing Jr Street, Georgetown, T X 78626
T he C ity of G eorgetown is committed to compliance with the Americans with Disabilities Act (ADA). If you
require as s is tance in partic ipating at a public meeting due to a disability, as defined under the ADA, reas onable
as s is tance, adaptations , or ac commodations will be provided upon request. P leas e c ontact the C ity S ec retary's
O ffic e, at leas t three (3) days prior to the sc heduled meeting date, at (512) 930-3652 or C ity Hall at 808 Martin
Luther King Jr. S treet, G eorgetown, T X 78626 for additional information; T T Y users route through R elay
Texas at 711.
L egislativ e Regular Agenda
A R eview minutes from the May 29, 2019 G eneral G overnment and F inanc e Advisory Board Meeting -
Amy Mertink, Board Liaison
B Disc ussion and possible action to recommend C ounc il adopt c hanges to the F isc al and Budgetary P olic y
during the annual budget adoption proc es s for F is cal Year 2020 -- Leigh Wallace, F inanc e Direc tor
C C ons ideration and possible approval of a contrac t with ES R I to provide geographic information sys tems
software to the C ity of G eorgetown for a total of $150,000.00 over three years--G reg Berglund, Assistant
Direc tor, Information Technology
D C ons ideration and possible action to approve the purchas e of fire and resc ue equipment from Metro F ire
Apparatus S pecialist us ing the Buy Board C ontract #524-17 at a total c os t not to exceed $90,000 for the
fisc al year 2018-2019.--C lay S hell, As s is tant F ire C hief
E Disc ussion and possible recommendation to approve the purc hase of a Dodge R am 5500-Diesel Wildland
Interface F ire Engine from C hastang C hrysler Dodge R AM Jeep through the H-G AC C ontract F S 12-17
for a c os t not to exceed $242,042.00--John S ullivan, F ire C hief
F Disc ussion and possible recommendation to approve the purc hase of firefighting equipment from
S iddons -Martin Emergency G roup through the H-G AC C ontrac t F S 12-17 for a c os t not to exceed
$17,813.25--C lay S hell, Assistant F ire C hief
Adjournment
Adjourn Meeting
Ce rtificate of Posting
I, R obyn Densmore, C ity S ecretary for the C ity of G eorgetown, Texas, do hereby c ertify that this Notic e of
Meeting was posted at C ity Hall, 808 Martin Luther King Jr. S treet, G eorgetown, T X 78626, a plac e readily
acc es s ible to the general public as required by law, on the _____ day of _________________, 2019, at
__________, and remained s o posted for at leas t 72 c ontinuous hours prec eding the s cheduled time of said
meeting.
__________________________________
R obyn Dens more, C ity S ec retary
Page 1 of 101
City of Georgetown, Texas
Government and Finance Advisory Board
June 26, 2019
S UB J E C T:
R eview minutes from the May 29, 2019 G eneral G overnment and F inance Advis ory Board Meeting - Amy
Mertink, Board Liais on
IT E M S UMMARY:
F IN AN C IAL IMPAC T:
N/A
S UB MIT T E D B Y:
Amy Mertink, Board Liais on
AT TAC H ME N T S:
Description Type
May 2019 GGAF Minutes Backup Material
Page 2 of 101
Minutes of Meeting of the
GENERAL GOVERNMENT AND FINANCE ADVISORY BOARD (GGAF)
City of Georgetown, Texas
May 29, 2019
The General Government and Finance Advisory Board met on Wednesday, May 29, 2019 at 4:30 PM
in the Community Room at City Hall, 808 Martin Luther King Jr Street, Georgetown, Texas.
The City of Georgetown is committed to compliance with the Americans with Disabilities Act
(ADA). If you require assistance in participating at a public meeting due to a disability, as defined
under the ADA, reasonable assistance, adaptations, or accommodations will be provided upon
request. Please contact the City Secretary’s Office, at least three (3) days prior to the scheduled meeting
date, at (512) 930-3652 or City Hall at 808 Martin Luther King Jr Street for additional information;
TTY users route through Relay Texas at 711.
Board Members Present: City Staff Present:
Tommy Gonzalez, Chair
Kevin Pitts
Chere’ Heintzmann, Secretary
James Bralski
Stu McLennan
David Morgan, City Manager
Leigh Wallace, Finance Director
Elaine Wilson, Controller
Laurie Brewer, Assistant City Manager
Chris Bryce, IT Director
James Davis, Operations Manager
Tadd Phillips, HR Director
Eric Johnson, CIP Manager
Cresta Lyons, Accounting Specialist Supervisor
Amy Mertink, Admin Assistant
Others present:
Legislative Regular Agenda
Tommy Gonzalez called the meeting to order at 4:31 p.m.
A Review minutes from the March 27, 2019 General Government and Finance Advisory Board
Meeting - Amy Mertink, Board Liaison
No questions or comments regarding the minutes. Motion to approve the minutes by James Bralski, 2nd
by Chere’ Heintzmann. Approved 5-0
B Discussion of payroll process updates – Leigh Wallace, Finance Director
Leigh Wallace explained that this is not an action item; staff want to make the GGAF board aware of
what is being changed with the payroll process and get feedback. Leigh showed how the current process
works under pay current and what will be different with the new process under pay arrears. She
explained the need for the change and went into detail about the front of one weeks pay that will be
made to all employees in order to make the transition from pay current to pay arrears. This front would
be paid back at the end of each employee’s employment.
The board had general concerns about carrying the receivable for such a long time period. Tommy
Gonzalez and Kevin Pitts asked about any options for taking small amounts from each paycheck in
order to avoid giving employees the front, or to reduce merit increases to make up the amount. An idea
Page 3 of 101
to create incentives for early payback was also posed, such as reducing the amount due if it is paid back
early.
Leigh and David Morgan verified that they have looked into numerous options and held focus groups
to help guide the decision making.
The team will look further into the early payback ideas posed by the board.
No voting needed for this item.
C Consideration and possible recommendation to approve the purchase of servers and software for
a disaster recovery datacenter from Dell in the amount of $279,845.28. James Davis, IT
Operations Manager
James Davis introduced the need for additional disaster recovery servers and replacement disaster
recovery servers. He explained the number of servers that are needed and what they will be used for
and the benefits they will provide. James also showed the estimated timeframes to have systems back
up and running with the new servers.
Tommy Gonzalez asked about the police department and the fire department and the downtime they
would experience in the case of a disaster. Chris Bryce and James verified that the public safety systems
would be the first priority in the event of a disaster and should be back up within 1-2 hours. Tommy
also asked about cloud services and Chris explained that within the next 5 years it should be a more
feasible option, at this time it is too expensive and complicated for city use.
James Bralski motioned to approve, 2nd by Stu McLennan. Approved 5-0
D Consideration and possible action to approve a Demolition Contract with Haulbrooke, Inc. of
Shertz, Texas for the Demolition of five buildings and adjacent infrastructure to completely clear
the site, at and around 321 W. 8th St in the amount of $63,414. – Eric Johnson, CIP Manager.
Eric Johnson explained the need for demolition of 5 buildings in order to utilize the space for parking.
He showed details of what is being demolished and what is being saved.
Chere’ Heintzmann asked if there was anything worth saving and Eric explained that the fire department
will use the buildings for training before demolition. Kevin Pitts asked why the bid for Haulbrooke was
so much lower than some of the other bids. Eric explained that the company is newer and likely trying
to build a reputation, he did call their references and additional contacts that he found and all gave very
positive reviews of the company. Eric also showed that there were other bids near Haulbrooke’s bid
and it was not excessively lower than those in the lower half of the scale.
James Bralski motioned to approve, 2nd by Chere Heintzmann. Approved 5-0
Motion to adjourn by Kevin Pitts, 2nd by Chere Heintzmann. Meeting adjourned at 5:45pm.
__________________________________ ____________
Tommy Gonzalez Date
Board Chair
Page 4 of 101
__________________________________ ____________
Chere’ Heintzman Date
Board Secretary
__________________________________ ____________
Amy Mertink Date
Board Liaison
Page 5 of 101
City of Georgetown, Texas
Government and Finance Advisory Board
June 26, 2019
S UB J E C T:
Dis cus s ion and pos s ible ac tion to rec ommend C ouncil adopt changes to the F is cal and Budgetary P olicy
during the annual budget adoption process for F isc al Year 2020 -- Leigh Wallac e, F inance Director
IT E M S UMMARY:
T he purpos e of this item is to dis cus s and rec eive feedback on the propos ed c hanges to the F isc al and
Budgetary P olicy for the upcoming budget.
T he purpos e of the F isc al and Budgetary P olic y is to provide the framework for financial operations of the
C ity and to ens ure prudent s tewards hip, financ ial planning and acc ountability. T he bond rating agenc ies
and external auditors are the primary external parties that review the polic ies and c omplianc e.
Each year the P olicy is administratively amended to recognize date and amount changes within the text; and
to addres s any new financ ial or regulatory requirement that may need to be added. O ther amendments may
be rec ommended to clarify wording or to further define a particular polic y area.
P otential changes for cons ideration and disc ussion are noted in the overview pres entation. T he full vers ion
of the policies with trac ked changes is provided, as well as a clean c opy.
F IN AN C IAL IMPAC T:
N/A
S UB MIT T E D B Y:
Leigh Wallace, F inanc e Direc tor
AT TAC H ME N T S:
Description Type
Pres entation Pres entation
Policy-tracked changes copy Backup Material
Policy-clean copy Backup Material
Page 6 of 101
FY2020 Annual Budget
Fiscal and Budgetary Policies
Update for FY2020
GGAF June 26, 2019
Page 7 of 101
FY2020 Annual Budget
Purpose
•Fiscal and budgetary policies guide:
–Budget development and monitoring process
•Revenue and Expense
–Capital asset replacement
–Debt philosophy and process
–Reserves and Financial Ratios
–Accounting and audit procedures
•Goal: Find a balance between flexible and firm
Page 8 of 101
FY2020 Annual Budget
Audience
•Reviewed annually by GGAF and Council as
part of budget development process
•Internal staff
•External auditors
•Credit rating agencies
Page 9 of 101
FY2020 Annual Budget
Administrative Changes
•Clarify existing wording and formatting
•Remove old language that no longer applies
•Update compliance for coming fiscal year
Page 10 of 101
FY2020 Annual Budget
Substantive Changes
•Changing the meaning of the policy
–Calculation change
–Definition change
–Change in decision maker
•Adding new policies
Page 11 of 101
FY2020 Annual Budget
Workday Alignment Opportunities
•Budget transfers –consistent approval levels
–Director authority from $20,000 to $25,000
•Interest income –calculation will move from
month-end balance to average daily cash
balance
Page 12 of 101
FY2020 Annual Budget
Revenue Management
•Clarify ROI to General Fund from solid waste
contract services
•Add language for Airport fuel and lease rates
Page 13 of 101
FY2020 Annual Budget
Expenses and Assets
•Public Art
–Define annual amount for programs and grants to
artists at current level of $43,000
•Fleet Units
–Add language for current practice requiring
approval for held back vehicles and equipment
Page 14 of 101
FY2020 Annual Budget
Reserves
•Add Debt Service reserves for existing debt
–GTEC
–GEDCO
–Rivery TIRZ
–Downtown TIRZ
–At least 1x the next year’s debt service payment
Page 15 of 101
FY2020 Annual Budget
Risk Management
•Add language reflecting existing practices
–Cybersecurity awareness
–Fraud awareness and reporting
–Electric Utility risk management
Page 16 of 101
FY2020 Annual Budget
Summary
•Several additions/clarifications to the policies
for FY2020 reflecting current practices
•City continues to be recognized by credit rating
agencies for strong fiscal policies that
emphasize flexible liquidity
Page 17 of 101
FY2020 Annual Budget
Next Steps
•Receive GGAF Feedback
•Council Workshop July
•Adopt policies with budget in September
Page 18 of 101
1
FY2020 Proposed Budget
Fiscal and Budgetary Policy
Adopted: September 2411, 20198
Contents
I. PURPOSE ......................................................................................................................................... 2
II. FUND STRUCTURE AND BASIS OF BUDGETING ...................................................................................... 2
III. OPERATING BUDGET ......................................................................................................................... 3
IV. REVENUE MANAGEMENT ................................................................................................................... 6
V. EXPENDITURE MANAGEMENT ............................................................................................................ 9
VI. STAFFING AND COMPENSATION ....................................................................................................... 13
VII. FUND BALANCE POLICIES ................................................................................................................. 14
VIII. LONG-TERM LIABILITY RESERVES ....................................................................................................... 15
IX. BUDGET CONTINGENCY PLAN ........................................................................................................... 15
X. CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGET .............................................................................. 16
XI. CAPITAL MAINTENANCE AND REPLACEMENT ..................................................................................... 17
XII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING ........................................................................ 19
XIII. ASSET MANAGEMENT ..................................................................................................................... 19
XIV. DEBT MANAGEMENT ....................................................................................................................... 21
XV. FINANCIAL CONDITIONS, RESERVES, AND STABILITY RATIOS ................................................................. 24
XVI. RISK MANAGEMENT AND INTERNAL CONTROLS ................................................................................. 29
Page 19 of 101
2
FY2020 Proposed Budget
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.
Capital Project Funds are used to account for the acquisition or construction of
major capital facilities other than those financed by enterprise activities.
Page 20 of 101
3
FY2020 Proposed Budget
Proprietary Funds: Internal Service Funds account for goods or services provided by one internal
department to another. The City uses this system to recognize cost for fleet
replacement and maintenance, facility maintenance, computer replacement
and maintenance and employee health insurance costs.
Enterprise Funds include the City’s business like activities including all the utility
funds and the airport.
Basis of Accounting and Basis of Budgeting
The City accounts and budgets for all Governmental Funds using the modified accrual basis of accounting.
This basis means that revenue is recognized in the accounting period in which it becomes available and
measurable, while expenditures are recognized in the accounting period in which the liabilities are incurred.
Because the appropriated budget is used as the basis for control and comparison of budgeted and actual
amounts, the basis for preparing the budget is the same as the basis of accounting. Exceptions to the
modified accrual basis of accounting include:
• Encumbrances, which are treated as expenditures in the year they are encumbered, not when expended
• Grants, which are considered revenue when awarded, not received
• Principal and interest on long-term debt, which are recognized when paid.
Proprietary Funds are accounted and budgeted using the full-accrual basis of accounting. Under this method,
revenues are recognized when they are earned and measurable, while expenses are recognized when they
are incurred regardless of timing or related cash flows. The basis for preparing the budget is the same as the
basis of accounting except for principal payments on long-term debt and capital outlay which are treated as
budgeted expenses. Exceptions include:
• Depreciation which is not budgeted
• Non-budgeted accruals such as compensated absences.
III. OPERATING BUDGET
Budgeting is an essential element of the financial planning, control and evaluation process of municipal
government. The operating budget is the City’s annual financial operating plan. The annual budget includes all
of the operating departments of the General Fund, proprietary funds, debt service funds, special revenue funds,
and capital improvement funds of the City.
A. Form of Government – The Charter (Section 1.03) established a Council-Manager Government wherein the
City vests power in the City Council to “enact legislation, adopt budgets, determine policies, and appoint the
City Manager who shall execute the laws and administer the government of the City.”
B. Comprehensive Plan – The Charter (Section 1.08) requires that the City Council “establish comprehensive
planning as a continuous and ongoing governmental function in order to promote and strengthen the existing
role, processes and powers of the City of Georgetown.” The current comprehensive plan is the 2030 Plan
adopted in 2006.
Page 21 of 101
4
FY2020 Proposed Budget
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 y ear. 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.
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.
Page 22 of 101
5
FY2020 Proposed Budget
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 $250,000 within the operations
and maintenance or capital line items within a departmental budget category without additional approval
from Finance. All transfers from or to the Personnel line items require approval of the Finance Director and
City Manager. All other transfers of appropriation or budget amendments require either City Council or City
Manager approval as outlined in Section III.G Budget Amendments and Section V.C.4 Use of Excess Salary
Savings.
H. Budget Amendments – The Charter (Section 6.04) and the Local Government Code 102.009 and 102.010
provide a method to amend the budget for emergency appropriations and municipal purposes. The City
Council may authorize, with a majority plus one vote, an amendment to the original budget. This may be
done in cases of grave public necessity, or to meet an unusual and unforeseen condition that was not known
at the time the budget was adopted. The following criteria will be used in evaluation of budget amendments:
• Is the request necessary?
• Why was the item not budgeted in the normal budget process?
• Why can't a transfer be done within the Division to remedy the condition?
The Finance Director must certify availability of revenues or funding sources prior to adoption.
If needed, the City will amend the budget at year end for increased revenue and for expenditures that
exceeded budgeted amounts. The City may also amend the budget for any capital project timing adjustments
from prior year, as well as any other known adjustments needed and approved at that time.
I. Contingency Appropriations – The budget may include contingency appropriations within designated
operating department budgets. These funds are used to offset expenditures for unexpected maintenance
or other unanticipated expenses that might occur during the year. Currently, the City maintains contingency
appropriations for items such as insurance deductibles, unexpected legal expenses and equipment repairs.
J. Use of Unanticipated and Unappropriated General Fund Balances – Within 90 days after fiscal year end, staff
will report the projected General Fund balance to Council. In the event that unexpected, unbudgeted
amounts are determined to be available in the General Fund after year end, these funds may be used for any
of the following purposes, as approved by the City Council:
1. to fund capital projects;
2. to fund equipment purchases in lieu of issuing debt;
3. to reduce outstanding City debt, including bonded indebtedness and unfunded pension liabilities;
4. to fund contingent liabilities such as the benefit payout reserve, cemetery trust fund, and similar
obligations of the City;
5. to take other steps to reduce property tax rates or mitigate any future increases;
Page 23 of 101
6
FY2020 Proposed Budget
6. to hold those funds in reserve for future commitments or contingenc ies that may be pending,
and/or;
7. to fund an Economic Stability Reserve of annual General Fund operating expenditures according to
Section XV, A, 2, b, Economic Stability Reserve.
IV. REVENUE MANAGEMENT
A. Characteristics – The City will strive for the following optimum characteristics in its revenue system:
1. Simplicity – The City, where possible and without sacrificing accuracy, will strive to keep the revenue
system simple in order to reduce compliance costs for the taxpayer or service recipient.
2. Certainty – A knowledge and understanding of revenue sources increases the reliability of the
revenue system. The City will understand its revenue sources and enact consistent collection policies
to provide assurances that the revenue base will materialize according to budget.
3. Equity – The City shall make every effort to maintain equity in its revenue system; i.e., the City should
seek to minimize or eliminate all forms of subsidization between entities, funds, services, utilit ies,
and customer classes, and ensure an on-going return on investment for the City.
a. The City will make every effort to recognize the benefit that City tax payers contribute to City
programs and services.
b. The annual Recreation residential membership rates are established at 75% of non-residential
rates plus or minus 10% at the discretion of the Parks and Recreation Director in keeping with
the targeted market cost recovery.
4. Revenue Adequacy – The City should require there be a balance in the revenue system; i.e., the
revenue base will have the characteristics of fairness and neutrality as it applies to cost of service,
willingness to pay, and ability to pay.
Overall Operational Cost Recovery for Recreation is targeted to be between 50 – 60%, with some
variance in individual programs.
5. Realistic and Conservative Estimates – Revenues will be estimated realistically, and conservatively,
taking into account the volatile nature of various revenue streams.
6. Administration – The benefits of a revenue source should exceed the cost of levying and collecting
that revenue.
7. Diversification and Stability – A diversified revenue system with a stable source of income shall be
maintained. This will help avoid instabilities in two particular revenue sources due to factors such as
fluctuations in the economy and variations in the weather.
B. Other Considerations – The following considerations and issues will guide the City in its revenue policies
concerning specific sources of funds:
Page 24 of 101
7
FY2020 Proposed Budget
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 equity balance of the fund from which the monies were provided to be
invested.
6. User-Based Fees and Service Charges – For services associated with a user fee or charge, the direct
or indirect costs of that service will be offset by a fee where possible. The City will review fees and
charges no less than once every five years on a rotating schedule to ensure that fees provide
adequate coverage for the cost of services. The City Council will determine how much of the cost of
a service should be recovered by fees and charges.
7. Enterprise Activity Rates – The City will review and adopt utility 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. Utility Enterprise
rates will be reviewed annually as part of the budget process. A rate study will be conducted every
3 years to review rate methodology and ensure revenues will meet future needs. All utility 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.
Page 25 of 101
8
FY2020 Proposed Budget
e. Solid Waste and Environmental Services Rates are based on the wholesale cost of service and
retail incentives for conservation, plus a return to the General Fund for wear and tear of heavy
trucks on City streets and for contract administration., a franchise fee, and an administrative
allocation for managing the solid waste contract and solid waste departmental programing.
f. Airport Fuel and Lease Rates are based on the cost of the fuel plus a profit margin to fund operations,
capital improvement, contingency, and debt service requirements.
8. Internal Cost Recovery Fees – Additionally, enterprise activity rates will include transfers to and
receive credits from other funds as follows:
a. General and Administrative Charges – Administrative costs should be charged to all funds for
services of general overhead, such as administration, finance, customer billing, legal and other
costs as appropriate. These charges will be determined through an indirect cost allocation
following accepted practices and procedures and reviewed annually by the City’s external
auditors.
b. Payment for Return on Investment – The intent of this transfer is to provide a benefit to the
citizens for the ownership of the various utility operations they own. For all utilities except for
Electric:
• In-Lieu-of-Franchise-Fee. This transfer, currently 3% of operating revenues generated inside
the City, is consistent with the franchise rates charged to investor owned utilities franchised
to operate within the City.
• Return on Investment. The return on investment (ROI) transfer for In-City utility customers
is currently calculated at 7% of operating revenues for all non-electric utilities. ROI for water
and sewer customers outside the City is 10% of operating revenues.
The Franchise and Return on Investment for the Electric Utility are both derived from the base
monthly charge gross revenue and kWh sold. For customers inside the City, the franchise fee is
$0.002947/kWh sold, and the Return on Investment is 7% of gross revenue of the base monthly
charge, and $0.007253/kWh sold. For customers outside the City, there is no franchise fee to
the City of Georgetown; however, those customers may be subject to franchise fees in the
jurisdiction in which they reside. Outside the City customers are charged a Return on Investment
equal to 7% of gross revenue of the base monthly charge, and $0.0102/kWh sold.
9. Revenue Monitoring – Received revenues will be regularly compared to budgeted revenues and
variances will be investigated, and any abnormalities will be included in the quarterly report to the
City Council.
10. Other Funding Alternatives
When at all possible, the City will research alternative f unding opportunities prior to issuing debt or
increasing user-related fees.
a. Grants – All grant applications must be approved by the City Council prior to being submitted to
a granting agency. Prior to submittal to Council, departments will verify that the benefits of the
Page 26 of 101
9
FY2020 Proposed Budget
grant exceed the cost of grant administration and will also provide the required grant forms to
Finance for review in accordance with the Grant Acquisition, Management, and Compliance
Policy. Finance will review and sign the forms which provides detailed information including, but
not limited to, the term of the grant, any matching requirements, the resulting operational
requirements once the grant is discontinued, and a budget request detailing the line items to be
effected, all of which should be included in the Council agenda item packet requesting approval
to apply. The City Council must also authorize acceptance of any grant awards received.
b. Use of Reserve Funds – The City may authorize the use of reserve funds to potentially delay or
eliminate a proposed bond issue. This may occur due to higher than anticipated fund balances
in prior years, thus eliminating or reducing the need for debt proceeds, or postpone a bond issue
until market conditions are more beneficial or timing of the related capital improvements does
not correspond with the planned bond issue. Reserve funds used in this manner are replenished
upon issuance of the proposed debt.
c. Developer Contributions – The City will require developers who negatively impact the City's utility
capital plans offset those impacts. These policies are further defined within the City's utility line
extension policy and other development regulations.
d. Leases – The City may authorize the use of lease financing for certain operating equipment when
it is determined that the cost benefit of such an arrangement is advantageous to the City.
e. Impact Fees – The City will impose impact fees as allowable under state law for both water and
wastewater services. These fees will be calculated in accordance with statute and reviewed at
least every three years. All fees collected will fund projects identified within the Fee study and
as required by state laws.
V. EXPENDITURE MANAGEMENT
A. Appropriations – The point of budget control is at the department level budget for all funds. The Charter
(Section 6.03) provides that any transfer of appropriation between funds must be approved by the City
Council and that the City Manager, without City Council approval, is authorized to transfer appropriations
among departments, within the same operational division and fund. The City Manager may also authorize
transfer of salary adjustment monies between funds that are budgeted in a citywide account.
B. Expenditure Monitoring – Expenditures and encumbrances will be regularly compared to budget, variances
will be investigated, and any abnormalities will be included in the quarterly report to the City Council.
Projected year-end expenditures will be reported in the annual budget.
C. Personnel Costs – Costs related to salaries and benefits are budgeted at 100% total costs, assuming open
positions are filled throughout the fiscal year. New positions that are added during the budget process may
have staggered hire dates with appropriate costs reflected in the budget.
1. Vacancy Factor – Major Funds with Personnel Budgets will include a vacancy factor of at least 1% of
total fund salaries and related benefits (retirement, FICA, Medicare) to offset salary savings within
the budget. The vacancy factor will be budgeted as a negative expense within the fund. This factor
will be reduced throughout the year as vacant positions are recognized within the department
budget.
Page 27 of 101
10
FY2020 Proposed Budget
Compliance Status – General Fund, Electric Fund, Water Fund and Joint Services Fund FY202019 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 FY202019 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 posit ions between
departments if funds are available within the department.
4. Use of Excess Salary Savings – Departmental savings generated due to open positions or other salary
line item savings cannot be spent by the department unless previously approved by the City Manager
and validated by Finance as excess funds.
D. Special Purpose Funding – In order to support community assistance programs, the City designates specific
funding for special purposes, including Social Services, Children’s Programs, and Public Art. The City reserves
the ability to cap this special purpose funding when necessitated by budget contingency or compliance
issues, such as revenue shortfalls, or other reasons as determined by City Council.
1. Strategic Partnerships for Community Services – The City of Georgetown values partnerships with
organizations that are committed to addressing our communities’ greatest public challenges and has
identified key priorities in the following areas:
a. Public Safety
b. Transportation
c. Housing
d. Parks & Recreation
e. Veteran Services
f. Safety Net
The City has targeted funding for these programs to be $5.00 per capita, which may be adjusted to
offset the effects of general inflation based upon Consumer Price Index. If previous funding levels
are higher than the targeted amount, and to avoid significant reductions in levels of funding, the City
Council shall seek to attain this target chiefly through population growth. These funds will be
allocated and paid according to the City Council’s guidelines for such programs.
Compliance Status – FY202019 in compliance.
2. Public Art Funding – The City will annually allocate $43,000 of funding for Public Art in the Tourism
Fund on a year to year basis depending on the availability of funds in an amount to be determined
at the discretion of the City Manager. Funding priority will be given to projects that include a
matching donation, including contributions from local organizations and sponsors. Any unspent
Page 28 of 101
11
FY2020 Proposed Budget
funds will accumulate and be reallocated in the following budget year. Disbursement of these funds
will be determined by the City Council at the recommendation of the City’s Arts & Culture Advisory
Board.
Every effort will be made to include public art funding in future City facilities whose primary purpose
is for public use. These projects will include a reasonable allowance for public art that fits the scope
and purpose of the building so long that it does not negatively impact the project cost beyond the
original budget. In the event there is cost savings in the construction of City Facilities, the City Council
may consider utilizing that savings on the purchase of public art for the facility.
E. Purchasing – The City will maintain and regularly review written Purchasing Policies. All City purchases of
goods or services will be made in accordance with the City’s Charter, current Purchasing Policy and with
State law.
The following table shows a summary of requirements for purchases of goods and services and does not
substitute the formal Purchasing Policies.
Dollar Limits: Procurements: Requirements:
$3,000 and less Under the small purchase
limit
No competitive bids and City credit
cards may be used.
$3,001
up to
$50,000
Within informal bid limit A minimum of three informal
competitive bids required unless
exempted; Historically Underutilized
Business (HUB) requirements apply in
accordance with state law.
$50,001
and above
In excess of the informal bid
limit
Formal solicitations, which includes
public notices, required unless
exempted. Advisory board review and
recommendation may be
required. Council approval required.
Common exemptions to the formal solicitation process include the procurement of professional services, the
purchase of goods or services from a sole source provider, and purchases for public health emergencies.
In addition to the above, all purchases must be approved according to signature authority limits.
F. Contracts, Change Orders and Amendments – Contracts and related change orders and amendments must
follow the City’s Purchasing Policies and State Law.
G. Prompt Payment – In accordance with State Law, all invoices approved for payment by the proper City
authorities shall be paid within thirty (30) calendar days of receipt of goods or services or invoice date,
whichever is later in accordance with State law. The City will take advantage of all purchase discounts, when
possible.
Page 29 of 101
12
FY2020 Proposed Budget
H. Risk Management – The City will pursue every opportunity to provide for the Public’s and City employees’
safety and to manage its risks. The goal shall be to minimize the risk of loss of resources through liability
claims with an emphasis on safety programs.
I. Retirement Benefits – Proposals to revise benefits administered and provided by the Texas Municipal
Retirement System shall include a written description, and, detailed and summary numerical assessments of
the changes that would result from the proposed benefit revision.
1. The numerical assessments shall include the following:
a. The estimated change to the TMRS contribution rate that would result from the proposed
change in benefits, expressed as a percentage of employee pay and as an annual dollar
amount to the General Fund and to each City fund.
b. The estimated change to the City’s unfunded pension liability, expressed as a dollar amount.
c. The estimated change to the City’s actuarial funding ratio.
2. The description and numerical assessments must be provided to the City Council at least 72 hours
prior to consideration and approval, and must be read aloud to the Council prior to Council
consideration.
3. The estimated changes to the City’s contribution rate and the unfunded pension liability presented
pursuant to the section must be based on information provided by the TMRS actuary or by a
professional actuary authorized by the TMRS to provide such information.
4. Proposals to revise TMRS benefits must be voted on individually as part of the City Council’s
legislative agenda.
5. The City will amortize any unfunded actuarial liability (UAAL) over a period not to exceed the
amortization period used by the TMRS actuary. The City may amortize its UAAL more quickly by
making contributions to TMRS in excess of the rate specified by TMRS.
6. The City may elect to pay a higher contribution rate than required by the TMRS, to reduce the City’s
unfunded pension liability. Such payment will be approved and authorized by the City Council as part
of the City's annual budget process.
J. Retirement Cost-of-Living Adjustment
1. Within 60 days of when the TMRS annual funding update becomes available each year, staff will
review and may prepare a summary of costs and options for potential cost-of-living adjustment
(COLA) for City of Georgetown retirees.
2. Consistent with state statutes governing the Texas Municipal Retirement System, the City may
provide an automatic COLA for members of the TMRS who are retired from the City of Georgetown
and receiving a monthly retirement benefit from the TMRS.
3. The City Council may adjust the COLA provided to city retirees based upon the funding level of the
City’s pension plan, as calculated by the TMRS, as follows:
Page 30 of 101
13
FY2020 Proposed Budget
When the funding level of the City’s
pension plan is
The COLA
should be
Less than 70.0%
Zero
70.0% to 79.9%
0.3% of CPI
80.0% to 89.9%
0.5% of CPI
90.0% and greater
0.7% of CPI
4. Adjustments made pursuant to Subsection J.3. should reflect the reciprocal effect of the prospective
change in the COLA on the funding level of the City’s pension plan.
K. Deferred Compensation Benefits – In addition to the retirement benefit administered by the TMRS, the City
will sponsor a Deferred Compensation 457 plan, which is a supplementary individual retirement savings plan.
The City will encourage employee participation in this plan.
VI. STAFFING AND COMPENSATION
City Council and Management recognize the importance of attracting, hiring, developing, and retaining the best
people, and compensating them for the value they create. Our outstanding and innovative City employees work
diligently to bring the Vision of Council to life and deliver exceptional services to our customers while
exemplifying our Core Values. The following programs are subject to available funding in the annual operating
budget.
A. Adequate Staffing – Staffing levels will be adequate for the fiscal functions of the City to operate effectively.
Workload allocation alternatives will be explored before adding additional staff.
B. Competitive Compensation – In order to maintain a competitive pay scale, the City has implemented a
Competitive Employee Compensation Maintenance Program to address competitive market factors and other
issues impacting compensation. The program consists of:
1. Annual Pay Plan Review – To ensure the City’s pay system is accurate and competitive within the
market, the City will review its pay plans annually for any potential market adjustments necessary to
maintain the City’s competitive pay plans.
2. Pay for Performance – Each year the City will fund performance based pay adjustments for regular
non-public safety personnel. This merit-based program aids in retaining quality employees by
rewarding their performance. Pay for Performance adjustments are based on the employee’s most
recently completed performance evaluation.
3. Public Safety Steps – Each year the City will fund anniversary step increases for public safety sworn
personnel consistent with public safety pay scale design.
Page 31 of 101
14
FY2020 Proposed Budget
C. Self-Insurance Program – The City is committed to providing quality healthcare insurance that offers the most
flexibility in health benefits and options to its employees. In order to provide the most cost effective solution,
the City has determined that establishing a self-funded health insurance plan offers the greatest opportunity
to mitigate future cost increases while offering quality health care services to its employees. The City has
established a mechanism to manage the accounts and payments associated with this program. Per GASB
Statement No. 66, such funding should be accounted for as an Internal Service Fund (ISF).
1. Employee Health Insurance ISF – This fund contains premium contributions from employees and
budgeted health insurance contributions included in the City’s annual budget process. To maintain
stable revenue to this fund, and to clearly set expenditure expectations for departments, any
budgeted appropriations for employee health insurance that are unused at the end of each fiscal
year will be transferred back to the self-insurance fund.
2. Self-Insurance Reserves – Annually through the budget process, staff and the City’s Health Benefit
Consultant firm will evaluate and recommend to Council the appropriate funding levels for two
reserves.
a. Incurred but Not Reported (IBNR) Reserve: In the event the City stopped self-insuring for health
benefits and was required to pay incurred costs, the City will reserve between 5 and 10 percent
of the annual costs of claims, benefit administration and stop loss coverage.
Compliance Status – IBNR reserve FY202019 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 FY202019 in compliance.
3. Employee Premiums – Annual premiums will be recommended to City Council through a
collaborative process between the City’s Employee Benefit Committee and external Health Benefits
consulting firm using historical data, reserves history and other analytic analysis.
VII. FUND BALANCE POLICIES
The City’s Fund Balance is the accumulated difference between assets and liabilities within governmental funds,
and it allows the City to meet its contractual obligations, fund disaster or emergency costs, provide cash flow for
timing purposes and fund non-recurring expenses appropriated by City Council. This policy establishes limitations
on the purposes for which Fund Balances can be used in accordance with Governmental Accounting Standards
Board (GASB) Statement Number 54.
The City’s Fund Balance will report up to five components:
A. Non-spendable Fund Balance – includes inherently non-spendable assets that will never convert to cash, as
well as assets that will not convert to cash soon enough to affect the current financial period. Assets included
in this category are prepaid items, inventory and non-financial assets held for resale.
Page 32 of 101
15
FY2020 Proposed Budget
B. Restricted Fund Balance – represents the portion of fund balance that is subject to legal restrictions, such as
grants or hotel/motel tax and bond proceeds.
C. Committed Fund Balance – describes the portion of fund balance that is constrained by limitations that the
City Council has imposed upon itself, and remains binding unless the City Council removes the limitation.
D. Assigned Fund Balance – is that portion of fund balance that reflects the City’s intended use of the resource
and is established in a less formal method by the City for that designated purpose.
E. Unassigned Fund Balance – represents funds that cannot be properly classified in one of the other four
categories.
VIII. LONG-TERM LIABILITY RESERVES
The City of Georgetown recognizes certain long-term unfunded commitments and contingencies that will require
substantial funding at some point in the future. The City is committed to addressing these commitments in a
fiscally prudent method by acknowledging their future financial impacts and developing strategies and
designated reserve funds to mitigate those future impacts.
A. The Finance Director will maintain a list of unfunded liabilities. The list will be included in the quarterly financial
report to Council and considered during the annual budget process.
IX. BUDGET CONTINGENCY PLAN
This policy is designed to establish general guidelines for managing revenue shortfalls resulting from local and
national economic downturns that adversely affect the City's revenue streams.
A. Immediate Action – Once a budgetary shortfall is projected, the City Manager will take the necessary actions
to offset any revenue shortfall with a reduction in current expenses. The City Manager may:
1. Freeze all new hire and vacant positions except those deemed to be a necessity.
2. Review all planned capital expenditures.
3. Delay all "non-essential" spending or equipment replacement purchases.
The City Manager shall report in a timely manner to the City Council the projected shortfall and the actions
taken to resolve it.
B. Further Action – If the actions identified in subsection A are insufficient to offset the projected revenue deficit
for the current fiscal year, the City Council may approve the following actions, in the order listed:
1. Apply unspent, unobligated surplus funds from prior fiscal years to fund one-time costs in the current
fiscal year budget.
2. Authorize the use of the General Fund Economic Stability Reserve pursuant to Section XV.A.2.b.
Economic Stability Reserve.
3. Direct other reductions in services, including workforce reductions.
3.4. Authorize a reduction in the unobligated fund balance in the General Fund, pursuant to Section
XV.A.2.a. Base Level Reserve of this policy, from 90 to 75 days.
Page 33 of 101
16
FY2020 Proposed Budget
4.1. Direct other reductions in services, including workforce reductions.
C. Replenish Fund Balance – As soon as practical, without placing undue strain on City services, the City Council
shall increase the unobligated fund balance in the General Fund, up to the 90-day amount required in Section
XV.A.2.a. Base Level Reserve of this policy and shall restore the General Fund Economic Stability Reserve as
required in Section XV.A.2.b of this policy.
X. CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGET
The City’s goal is to maintain City facilities and infrastructure in order to provide excellent services to the
customers within the community, meet growth related needs, and comply with all state and federal regulations.
A. Preparation – The City annually updates and adopts a five-year Capital Improvement Program (CIP) schedule
as part of the operating budget adoption process. The plan is reviewed and adjusted annually as needed, and
year one is adopted as the current year capital budget. The capital budget will include all capital projects,
capital resources, and estimated operational impacts.
1. Needed capital improvements are identified through system models, repair and maintenance
records and growth demands.
2. A team approach will be used to prioritize CIP projects, whereby City staff from all operational areas
provide input and ideas relating to each project and its effect on operations.
3. Citizen involvement and participation will be solicited in formulating the capital budget through
master planning processes, board meetings, public hearings and other forums.
4. Capital infrastructure necessary to meet the requirements of the City’s Annexation Plan will be
identified separately within the CIP plan, so that funding alternatives can be developed if needed.
Prior to Council approval, the following Advisory Boards will review the Capital Projects budget and
contracts for expenditures:
Georgetown Utility
Systems Advisory
Board
(GUS)
Georgetown
Transportation
Advisory Board
(GTAB)
General Government
and Finance
Advisory Board
(GGAF)
Parks
Advisory
Board
Georgetown
Transportation
Enhancement
Corporation
(GTEC)
Electric
Water
Wastewater
Streets
Stormwater
Drainage
Airport
Facilities, Fleet, IT and
Other General
Government Capital
Projects
Parks and
Recreation
Transportation
projects
related to
economic
development
B. Control – All capital project expenditures must be appropriated in the capital budget.
Page 34 of 101
17
FY2020 Proposed 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 20184 was 85.587.30.
C. Internal Service Funds Capital Maintenance & Replacement – The City currently utilizes internal service funds
to maintain and replace existing assets. Assessments are made to other funds for the use of existing
equipment and to purchase new equipment. In this way, suitable funds are available for the purchase of
operational assets without the issuance of debt.
PCI Rating
100 – 85 Good
85 – 45 Fair
45 – 0 Poor
Page 35 of 101
18
FY2020 Proposed Budget
1. Fleet Maintenance and Replacement – The City has a major investment in its fleet of cars, trucks,
tractors, and other equipment. The City will anticipate replacing existing equipment, as necessary
and will establish charges that are assigned to the using departments to account for the cost of that
replacement. Vehicle maintenance is also allocated in this manner. The targeted asset replacement
reserve amount is the average (1/5th) of the next five years on the replacement schedule for cash-
funded vehicles.
Compliance Status – Fleet replacement reserve FY202019 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 FY202019 in compliance.
3. Facilities Maintenance – The City has established an on-going maintenance program, which includes
major repairs, equipment, as well as contracts for maintaining City facilities. The City has anticipated
a useful life of such equipment and established a means of charging those costs to the various
departments in order to recognize the City’s continuing costs of maintaining its facilities.
Determination for facility repairs is based on useful life of the various elements of each facility. A
proportional cost for each element is expensed within the budget for capital replacement. The
targeted replacement reserve amount is the average (1/5th) of the next five years on the replacement
schedule.
Compliance Status – Facilities replacement reserve FY202019 not in compliance. It is estimated to take
3 years to build the replacement reserve.
D. Departmental Capital Maintenance & Replacement – The City also utilizes department capital maintenance
and replacement schedules for specialized assets and equipment necessary to provide services.
1. Parks and Recreation – As part of the City’s on-going maintenance program, the City also recognizes
the need to regularly maintain and replace playgrounds, equipment and facilities that are part of the
City’s Parks and Recreation system. Separate replacement and maintenance schedules will be
maintained for these items including, but not limited to, playground equipment, buildings, sport
courts, trees and grounds, and restroom facilities. The City’s goal is to provide level on-going funding
to ensure safe, well-maintained facilities for its citizens. The current funding level is an annual
$200,000 transfer from the General Fund.
Compliance Status – Parks maintenance replacement FY202019 in compliance.
Page 36 of 101
19
FY2020 Proposed Budget
2. Public Safety Equipment – As part of the City’s on-going maintenance program, the City also
recognizes the need to regularly maintain and replace specialized equipment in Police and Fire.
Separate replacement and maintenance schedules will be maintained for these items including but
not limited to for Fire: SCBA’s and other firefighting equipment and protective gear; and for Police:
bullet proof vests, armaments and other tactical equipment. The City’s goal is to provide level on -
going funding to ensure proper protection for employees and residents. The current funding level is
an annual appropriation in the General Fund of $70,000 for Fire and $88,000 for Police.
Compliance Status – Public safety equipment replacement FY202019 in compliance.
E. Surplus Property
1. From time to time it is necessary to dispose of certain vehicles or equipment that have been procured
with City funds and used in City services. Individual surplus property items with expected sales value
in excess of $50,000 must be approved by the City Council prior to disposition.
2. City staff will maintain reports and records of all surplus property dispositions in accordance with
good internal controls.
XII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
A. Accounting – The City is solely responsible for the recording and reporting of its financial affairs, both
internally and externally. The Finance Director is responsible for establishing the structure for the City’s
Chart of Accounts and for assuring that procedures are in place to properly record financial transactions and
report the City’s financial position.
B. General Government and Finance Advisory Board (GGAF) – The City may establish a subcommittee consisting
of at least 2 City Council members and not more than 3 citizens that may meet monthly to provide additional
oversight to the City’s Finance operations. This subcommittee will also review general government items
that are not reviewed by another City advisory board before being presented to City Council. The City’s
Finance Director will be the liaison for this subcommittee.
C. Audit of Accounts – In accordance with the Charter, an independent audit of the City accounts will be
performed every year. The auditor is retained by and is accountable directly to the City Council. The auditing
firm will serve for up to 5 years, at which time, the City will re-bid these services and change firms if deemed
necessary by GGAF and City Council.
D. External Reporting – Upon completion and acceptance of the annual audit by the City’s auditors, the City
shall prepare a written Comprehensive Annual Financial Report (CAFR) which shall be presented to the City
Council within 180 calendar days of the City’s fiscal year end. The CAFR shall be prepared in accordance with
Generally Accepted Accounting Principles (GAAP) and shall be presented annually to the Government
Finance Officer Association (GFOA) for evaluation and consideration for the Certificate of Achievement in
Financial Reporting.
XIII. ASSET MANAGEMENT
A. Cash Management and Investments – The City Council has formally approved a separate Investment Policy
for the City of Georgetown that meets the requirements of the Public Funds Investment Act (PFIA), Section
Page 37 of 101
20
FY2020 Proposed Budget
2256 and 2257 of the Texas Local Government Code. This policy is reviewed annually by the City Council and
applies to all financial assets held by the City and applies to all entities (component units) included in the
City’s Comprehensive Annual Financial Report (CAFR) and/or managed by the City. Refer to the separate
policy for details regarding:
1. Statement of Cash Management Philosophy
2. Objectives
3. Safekeeping and Custody
4. Standard of Care and Reporting
5. Investment Strategies
6. Authorized Investments and Approved Broker/Dealer List.
B. Fixed Assets – These assets will be reasonably safeguarded and properly accounted for, and prudently
insured.
1. Capitalization Criteria – For purposes of budgeting and accounting classification, the following
criteria must be met in order to be capitalized:
a. The asset owned by the City
b. The expected useful life of the asset must be longer than one year, or extend the life of an
identifiable existing asset by more than one year
c. The original cost of the asset must be at least $5,000
d. The asset must be tangible.
On-going repairs and general maintenance are not capitalized. Public Education and Government
(PEG) Funds will capitalize assets in aggregate over $1,000 on an annual basis.
2. New Purchases – All costs associated with bringing the asset into working order will be capitalized
as part of the asset cost. This will include startup costs, engineering or consultant type fees as part
of the asset cost once the decision or commitment to purchase the asset is made. The cost of land
acquired should include all related costs associated with its purchase.
3. Improvements and Replacement – Improvements will be capitalized when they extend the original
life of an asset or when they make the asset more valuable than it was originally. The replacement
of assets components will normally be expensed unless they are a significant nature and meet all the
capitalization criteria.
4. Contributed Capital – Infrastructure assets received from developers or as a result of annexation will
be recorded as equity contributions when they are received.
5. Distributions Systems – All costs associated with public domain assets, such as streets and utility
distribution lines will be capitalized in accordance with the capitalization policy. Costs should include
engineering, construction and other related costs including right of way acquisition.
Page 38 of 101
21
FY2020 Proposed Budget
6. Reporting and Inventory – The Finance Division will maintain the permanent records of the City’s
fixed assets, including description, cost, department of responsibility, date of acquisition,
depreciation and expected useful life. Periodically, random sampling at the department level will be
performed to inventory fixed assets assigned to that department. Responsibility for safeguarding
the City’s fixed assets lies with the department supervisor or manager whose department has been
assigned the asset.
XIV. DEBT MANAGEMENT
The City of Georgetown recognizes the primary purpose of capital facilities is to provide services to the
community. Using debt financing to meet the capital needs of the community must be evaluated according to
efficiency and equity. Efficiency must be evaluated to determine the highest rate of return for a given investment
of resources. Equity is resolved by determining who should pay for the cost of capital improvements. In meeting
demand for additional services, the City will strive to balance the needs between debt financing and “pay as you
go” methods. The City realizes that failure to meet the demands of growth may inhibit its continued economic
viability, but also realizes that too much debt may have detrimental effects on the City’s long-range financial
condition.
The City will issue debt only for the purpose of acquiring or constructing capital assets for the general benefit of
its citizens and to allow it to fulfill its various purposes as a city. The City will seek input on major projects funded
with debt via bond elections, master planning exercises, board meetings, budget workshops, and other methods
as needed.
A Debt Condition Update report will be provided annually.
A. Usage of Debt – Long-term debt financing will be considered for non-continuous capital improvements of
which future citizens will be benefited. Alternatives for financing will be explored prior to debt issuance and
include, but not limited to:
• Grants
• Use of Reserve Funds
• Use of Current Revenues
• Contributions from developers and others
• Leases
• Impact Fees
When the City utilizes long-term financing, it will ensure that the debt is soundly financed by conservatively
projecting revenue sources that will be used to pay the debt. It will not finance the improvement over a
period greater than the useful life of the improvement and it will determine that the cost benefit of the
improvement, including interest costs, is positive to the community.
The City may utilize the benefits of short-term debt financing to purchase operating equipment provided the
debt doesn’t extend past the useful life of the asset and the potential impact to the tax rate is within policy
guidelines.
Page 39 of 101
22
FY2020 Proposed Budget
B. Types of Debt
1. General Obligation Bonds (GO’s) – General obligation bonds must be authorized by a vote of the
citizens of Georgetown. They are used only to fund capital assets of the general government and
are not to be used to fund operating needs of the City. The City’s ad valorem taxing authority backs
general obligation bonds. Conditions for issuance of general obligation debt include:
a. When the project will have a significant impact on the tax rate;
b. When the project may be controversial even though it is routine in nature; or
c. When the project falls outside the normal bounds of projects the City has typically done.
For debt programs that include multiple projects that will be issued over multiple years at the
discretion of the City Council, the City may approve an Agreement Contract with the Voters to manage
future property tax rate impacts. The AgreementContract 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 r equirements of the
necessary improvement to provide service expansion. The average life of the obligation should not
exceed the useful life of the asset(s) to be funded by the bond issue, and will generally be limited to
no more than twenty (20) years. An exception can be made for plant expansions or related system
expansions whose useful life is in excess of 30 years. A cost benefit analysis will be done to fully
disclose the impacts of extending debt beyond 20 years.
3. Certificates of Obligation, Contract Obligations (CO’s) – Certificates of obligation or contract
obligations may be used to fund capital requirements that are not otherwise funded by general
obligation or revenue bonds. Debt service for CO’s may be either from general revenues (tax -
supported) or supported by a specific revenue stream(s) or a combination of both. Typically, the City
may issue CO’s when the following conditions are met:
a. When the proposed debt will have minimal impact on future effective property tax rates;
b. When the projects to be funded are within the normal bounds of City capital requirements, such
as for roads, parks, various infrastructure and City facilities and equipment; and
c. When the average life of the obligation does not exceed the useful life of the asset(s) to be
funded by the issue.
Certificates of obligation will be the least preferred method of financing and will be used with
prudent care and judgment by the City Council during the budget development process.
Page 40 of 101
23
FY2020 Proposed Budget
4. Self-supporting Certificates of Obligation Debt – Refers to certificates of obligation issued for a
specific purpose and repaid through dedicated revenues other than ad valorem taxes. The annual
debt requirements are not included in the property tax calculation. Both the Airport and Stormwater
Drainage funds will issue this type of debt. In addition, the Electric and Water Services Funds can
utilize this method of funding non-system capital assets. The City also issues debt on behalf of the
Georgetown Transportation Enhancement Corporation (GTEC) and the Georgetown Economic
Development Corporation (GEDCO) whom then pledge 4A and 4B sales tax revenue for the
repayment of that debt. Tax Increment Reinvestment Zones also may issue self-supporting debt.
5. Internal borrowing between City Funds – The City Council can authorize use of existing long-term
reserves as loans between funds. The borrowing fund will repay the loan at a rate consistent with
current market conditions. The loan will be repaid within ten (10) years. The loan will be considered
an investment of working capital reserves by the lending fund.
6. Other Short-term Borrowing – The City may authorize the issuance of Public Property Finance
Contractual Obligations (PPFCO) which is short-term obligations for the acquisition of personal public
property, such as equipment. PPFCOs are payable from either ad valorem taxes or another dedicated
revenue stream. Each issuance will be assessed to ensure cost effectiveness and the repayment
schedule will not exceed the useful life of the asset. Multiple equipment acquisitions can be grouped
in a single PPFCO issue in order to develop economies of scale.
C. Method of Sale – The City will use a competitive bidding process in the sale of bonds unless conditions in the
bond market or the nature of the issue warrant a negotiated bid. In such situations, the City will publicly
present the reasons for the negotiated sale. The City will rely on the recommendation of the financial advisor
in the selection of the underwriter or direct purchaser. The financial advisor must meet all licensing
requirements and comply with all Municipal Securities Rulemaking Board (MSRB) regulations. The City’s
financial advisor will not act as the underwriter on any City bond issue.
D. Disclosure – Full disclosure of operating costs along with capital costs will be made to the bond rating
agencies and other users of financial information. The City staff, with assistance of the financial advisor and
bond counsel, will prepare the necessary materials for presentation to the rating agencies and will aid in the
production of the Preliminary Official Statements. The City will take responsibility for the accuracy of all
financial information released.
E. Federal Requirements – The City will maintain written procedures to follow post issuance compliance rules,
arbitrage rebate and other Federal requirements.
1. Post issuance tax compliance rules will include records retention, arbitrage rebate, use of proceeds,
and
2. Continuing disclosure requirements under SEC Rule 15c2-12, MSRB standards, or as may be required
by bond covenants or related agreements.
F. Debt Structuring – The City will issue bonds with an average life of twenty (20) years or less, not to exceed
the useful life of the asset acquired. The structure should approximate level debt service unless operational
matters dictate otherwise. Market factors, such as the effects of tax-exempt designations, the cost of early
redemption options and the like, will be given consideration during the structuring of long term debt
instruments. Exceptions to the 20 year average life include debt issues for major system expansions, such as
Page 41 of 101
24
FY2020 Proposed Budget
water, sewer or electric plants, in which case the City may issue debt greater than 20 years since the average
life of the asset exceeds 30 years. A cost benefit analysis indicating the impacts of extending debt beyond
20 years will be completed.
G. Utility and Self-Supporting Debt Coverage Ratio – Refers to the number of times all utility supported debt
service requirements or payments would be covered by the current operating revenues net of on-going
operating expenses of the City’s combined utilities (Electric, Water, and Wastewater).
The City will maintain a minimum debt service coverage ratio of 1.5 times for the utilities as a whole. The
bond ordinances allow the City to forego a debt reserve fund for its utility debt if the coverage is maintained
at 1.35 times or better. A coverage ratio of 1.5 times will also be required for all funds issuing self-supporting
debt (Airport, Stormwater, GTEC, GEDCO, and TIRZ).
Compliance Status – Debt coverage ratio FY202019 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 c apital reserve cash
to delay bond issues until such time when issuance is favorable and beneficial to the City.
The City Council may authorize a bond reimbursement resolution for General Capital projects that have a
direct impact on the City's ad valorem tax rate when the bonds will be issued within the term of the existing
City Council. In the event of unexpected circumstances that delay the timing of projects, or market
conditions that prohibit financially sound debt issuance, the approved project can be postponed and
considered by a future council until circumstantial issues can be resolved.
The City Council may also authorize revenue bond reimbursements for approved utility and other self -
supporting capital projects within legislative limits. Currently revenue bonds must be issued within 18
months after an eligible bond funded project is begun.
The total outstanding bond reimbursements may not exceed the total amount of the City’s reserve funds.
XV. FINANCIAL CONDITIONS, RESERVES, AND STABILITY RATIOS
The City of Georgetown will maintain budgeted minimum reserves in the ending working capital/fund balances
to provide a secure, healthy financial base for the City in the event of a natural disaster or other emergency,
allow stability of City operations should revenues fall short of budgeted projections and provide available
resources to implement budgeted expenditures without regard to actual timing of cash flows into the City.
A. Operational Coverage – The City’s goal is to maintain operations coverage of 1.0 (one), such that operating
revenues will at least equal or exceed current operating expenditures. Deferrals, short-term loans, or one-
time sources will be avoided as budget balancing techniques. Reserves will be used only for emergencies or
non-recurring expenditures, except when balances can be reduced because their levels exceed guideline
minimums as stated below.
1. Operating Reserves – The City will maintain reserves at a minimum of seventy-five (75) days (20.83%)
of net budgeted operating expenditures. Net budgeted operating expenditure is defined as total
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
Page 42 of 101
25
FY2020 Proposed Budget
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 FY202019 in compliance.
2. General Fund – General Fund reserves will be assignedrestricted on the balance sheet. Reserves are
allocated as follows:
a. Base Level Reserve – will equal ninety (90) days, or 25%, of current year budgeted operating
expenditures designated for emergency use only. If the Base Level Reserve is used during the
fiscal year, the balance must return to the ninety (90) day requirement within the following fiscal
year’s adopted budget.
Compliance Status – General Fund 90 day Reserve FY202019 in compliance.
b. Economic Stability Reserve – will equal up to 6% of current year budgeted operating
expenditures. The reserve will be designated to temporarily offset a decline in any General Fund
revenue source during the current fiscal year or in planning the future budget year. The reserve
may be used when growth in any General Fund revenue source from one fiscal year to the next
is below zero. The reserve will be available to support only existing programs approved in a prior
fiscal year. Used funds shall be restored up to the 6% reserve as soon as practical.
Compliance Status – General Fund Stability Reserve FY202019 at 02%.
3. Tourism Fund – A minimum ninety (90) days of operating expenditures will be reserved within the
fund balance. These funds are designated to be used to offset any potential revenue shortfall that
occurs during the fiscal year and should be replenished in the following fiscal year’s budget.
Compliance Status – Tourism Fund Reserve FY202019 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 FY202019 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 FY202019 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 FY202019 in compliance.
Page 43 of 101
26
FY2020 Proposed Budget
7. Information Technology Fund - A minimum ninety (90) days of operating expenses will be reserved
for unexpected delays in revenue or emergency expenses.
Compliance Status – IT Fund Reserve FY2019 in compliance.
8. Emergency Medical Services Fund - A minimum ninety (90) days of operating expenses will be
reserved for unexpected delays in revenue or emergency expenses.
Compliance Status – EMS Fund Reserve FY2019 in compliance – covered by an increase in the General
Fund 90 day contingency.
9.8. Water Services Fund – The Water Fund will maintain the following reserves and assignrestrict them
on the balance sheet. These reserves are designated to be used to offset potential revenue shortfalls
or fund unexpected or emergency expenses that occur during the fiscal year. These reserves should
be replenished in the following budget cycle.
a. Operations Contingency Reserve – A minimum ninety (90) days or 25% of operating expenses,
including wholesale water contracts and net of transfers, designated for unexpected or
emergency use during the fiscal year.
Compliance Status – Operating Water Fund Reserve FY202019 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 FY202019 in compliance.
10.9. Stormwater Drainage Fund – A minimum ninety (90) days or 25% of operating expenses, will be
reserved in fund balance. These funds are designated to be used to offset any potential revenue
shortfall that occurs during the fiscal year and should be replenished in the following fiscal year’s
budget.
Compliance Status – Stormwater Fund Reserve FY202019 in compliance.
11.10. Electric Fund – The Electric Fund will maintain the following reserves and assignrestrict them
on the balance sheet:
a. Operations Contingency Reserve – A minimum ninety (90) days or 25% of operating expenses,
net of transfers and purchased power, designated for unexpected or emergency use during the
fiscal year and to be replenished in the following year’s budget.
Compliance Status – Operating Contingency reserve FY202019 in compliance.
b. Non-Operating Contingency Reserve – to maintain continuity and begin recovery process from
a natural disaster during the lag time of revenue recovery:
• 1% of historical rate base (total assets plus accumulated depreciation)
• 1/5th of the average cash funded portion of the 5 year CIP
• At least 50% of annual debt service payment
Page 44 of 101
27
FY2020 Proposed Budget
Compliance Status – Non-operating reserve FY202019 in partial compliance. It is estimated to
take 1 year to complete this reserve after enacting the new cost of service rate structure and
PCA.
c. Rate Stabilization Reserve – Up to 10% of purchased power costs will be reserved to protect
against energy market exposure and to maintain wholesale power contracts and stability until
expenses are recovered through revenue generated in the Power Cost Adjustment Factor.
Compliance Status – Rate stabilization reserve FY202019 not in compliance. It is estimated to
take 3 years to build this reserve after enacting the new cost of service rate structure and PCA.
d. Uses of Unanticipated and Unappropriated Electric Fund Balances – In the event that fund
balance in the Electric Fund exceeds recommended minimum cash as enumerated in the above
reserves, the funds may be used for the following purposes as approved by the City Council:
• Reduce the Power Cost Adjustment
• Reduce outstanding utility debt
• Fund capital projects
• Fund other one-time projects or equipment
12.11. Airport Fund – A contingency reserve of ninety (90) days of operating expenses will be
maintained in the fund for unforeseen or emergency expenditures. The reserve will represent all
operating expenses minus fuel costs and any transfers. Used funds should be replenished in the
following year’s budget.
Compliance Status – Airport Fund Reserve FY202019 in compliance.
12. GEDCO Fund – A debt service reserve equal to 1x the upcoming debt service payment for existing
debt (example - FY2020 reserve = FY2021 debt payment before new sale).
Compliance Status – Debt Service Reserve FY2020 in compliance.
13. GTEC Fund – A debt service reserve equal to 1x the upcoming debt service payment for existing debt
(example - FY2020 reserve = FY2021 debt payment before new sale).
Compliance Status – Debt Service Reserve FY2020 in compliance.
14. Rivery TIRZ Fund – A debt service reserve equal to 1x the upcoming debt service payment for existing
debt (example - FY2020 reserve = FY2021 debt payment before new sale).
Compliance Status – Debt Service Reserve FY2020 in compliance.
15. Downtown TIRZ Fund – A debt service reserve equal to 1x the upcoming debt service payment for
existing debt (example - FY2020 reserve = FY2021 debt payment before new sale).
Compliance Status – Debt Service Reserve FY2020 in compliance.
For all other funds, the fund balance is an indication of the balance of each particular fund at a specific time.
The ultimate goal of each such fund is to have expended the fund balance at the conclusion of the activity
for which the fund was established.
Page 45 of 101
28
FY2020 Proposed Budget
Reserve requirements will be calculated as part of the annual budget process and any additional required
funds to be added to the reserve balances will be appropriated within the budget.
Funds in excess of the minimum reserves within each fund may be expended for City purposes at the will of
the City Council once it has been determined that use of the excess will not endanger reserve requirements
in future years. This action requires an amendment to the City’s Annual Budget and is outlined in Section III.
J. Use of Unanticipated and Unappropriated General Fund Balances.
B. Liabilities and Receivables – Procedures will be followed to maximize discounts and reduce penalties offered
by creditors. Current liabilities will be paid within 30 days of receiving the invoice. Accounts Receivable
procedures will target collection for a maximum of 90 days of service. The Finance Director is authorized to
write-off non-collectible, non-utility accounts that are delinquent for more than 180 days, and utility
accounts delinquent more than 180 days, provided proper delinquency procedures have been followed, and
include this information in the Comprehensive Annual Financial Report to the City Council.
C. Capital Project Funds – Every effort will be made for all monies within the Capital Project Funds to be
expended in a timely manner preferably within thirty-six (36) months of receipt. Due to the long timeline of
some projects, unused cash or bond proceeds will be reserved on the fund schedule and appropriated when
needed. The fund balance will be invested and income generated will offset increases in construction costs
or other costs associated with the project. Capital project funds are intended to be expended totally, with
any unexpected excess to be approved for use according to the bond covenant and opinion of bond counsel.
D. General Debt Service Funds – Revenues within this fund are stable, based on property tax revenues. Balances
are maintained to meet contingencies and to make certain that the next year’s debt service payments may
be met in a timely manner. Fund balance should not fall below 45 days annual debt service requirements, in
accordance with IRS guidelines.
Compliance Status – Debt Fund Reserve FY202019 in compliance.
E. Investment of Reserve Funds – The reserve funds will be invested in accordance with the City’s investment
policy.
Page 46 of 101
29
FY2020 Proposed Budget
F. Ratios/Trend Analysis – Ratios and significant balances will be incorporated into both the quarterly financial
reports to the City Council for the Electric, Water and General Debt Service Funds. This information will
provide users with meaningful data to identify major trends of the City's financial condition through analytical
procedures. The following ratios/balances will be used as key financial indicators:
• Debt Ratio: Current liabilities plus long-term liabilities divided by total
assets
CL +LTL/TA AL < 0.5
• Times Coverage Ratio: Operating revenue less operating expense divided by
annual debt service
(OR-OE)/DSV AL > 1.5
The City will develop minimum/maximum levels for the above ratios/balances through analyzing of City
historical trends and future projections.
XVI. RISK MANAGEMENT AND INTERNAL CONTROLS
A. Written Procedures – Wherever possible, written procedures will be established and maintained by the
Finance Director for all functions involving cash handling and/or accounting throughout the City. These
procedures will embrace the general concepts of fiscal responsibility set forth in this policy statement.
B. Internal Audit Program – An internal audit program will be maintained by the Finance Director to ensure
compliance with City policies and procedures and to prevent the potential for fraud.
1. Departmental Audits – departmental processes will be reviewed to ensure dual control of City assets
and identify the opportunity for fraud potential, as well as, to ensure that departmental internal
procedures are documented and updated as needed.
2. Employees or Transaction Review – Programs to be audited include Petty Cash, City Credit Card
accounts, time entry, and travel. All discrepancies will be identified, and the employee’s Director
will be notified. The City Manager will also be notified depending on the seriousness of the
infraction.
3. Fraud Awareness and Reporting – The City will maintain its personnel policy regarding fraud. The will
maintain an arrangement with a third party for anonymous reporting of fraud, waste or abuse of City
resources. The City will provide training to all City employees on recognizing and reporting fraud.
3.4. 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
Page 47 of 101
30
FY2020 Proposed Budget
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.
C.E. Electric Utility Risk – Chapter 13.38 of the City’s Code of Ordinances establishes Council’s authority to oversee
all risk of the Electric utility including CRR auctions, wholesale power agreements, futures contracts, and
other transactions that expose the City to significant risk.
Page 48 of 101
1
FY2020 Proposed Budget
Fiscal and Budgetary Policy
Adopted: September 24, 2019
Contents
I. PURPOSE ......................................................................................................................................... 2
II. FUND STRUCTURE AND BASIS OF BUDGETING ...................................................................................... 2
III. OPERATING BUDGET ......................................................................................................................... 3
IV. REVENUE MANAGEMENT ................................................................................................................... 6
V. EXPENDITURE MANAGEMENT ............................................................................................................ 9
VI. STAFFING AND COMPENSATION ....................................................................................................... 13
VII. FUND BALANCE POLICIES ................................................................................................................. 14
VIII. LONG-TERM LIABILITY RESERVES ....................................................................................................... 15
IX. BUDGET CONTINGENCY PLAN ........................................................................................................... 15
X. CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGET .............................................................................. 16
XI. CAPITAL MAINTENANCE AND REPLACEMENT ..................................................................................... 17
XII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING ........................................................................ 19
XIII. ASSET MANAGEMENT ..................................................................................................................... 19
XIV. DEBT MANAGEMENT ....................................................................................................................... 21
XV. FINANCIAL CONDITIONS, RESERVES, AND STABILITY RATIOS ................................................................. 24
XVI. RISK MANAGEMENT AND INTERNAL CONTROLS ................................................................................. 29
Page 49 of 101
2
FY2020 Proposed Budget
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.
Capital Project Funds are used to account for the acquisition or construction of
major capital facilities other than those financed by enterprise activities.
Page 50 of 101
3
FY2020 Proposed Budget
Proprietary Funds: Internal Service Funds account for goods or services provided by one internal
department to another. The City uses this system to recognize cost for fleet
replacement and maintenance, facility maintenance, computer replacement
and maintenance and employee health insurance costs.
Enterprise Funds include the City’s business like activities including all the utility
funds and the airport.
Basis of Accounting and Basis of Budgeting
The City accounts and budgets for all Governmental Funds using the modified accrual basis of accounting.
This basis means that revenue is recognized in the accounting period in which it becomes available and
measurable, while expenditures are recognized in the accounting period in which the liabilities are incurred.
Because the appropriated budget is used as the basis for control and comparison of budgeted and actual
amounts, the basis for preparing the budget is the same as the basis of accounting. Exceptions to the
modified accrual basis of accounting include:
• Encumbrances, which are treated as expenditures in the year they are encumbered, not when expended
• Grants, which are considered revenue when awarded, not received
• Principal and interest on long-term debt, which are recognized when paid.
Proprietary Funds are accounted and budgeted using the full-accrual basis of accounting. Under this method,
revenues are recognized when they are earned and measurable, while expenses are recognized when they
are incurred regardless of timing or related cash flows. The basis for preparing the budget is the same as the
basis of accounting except for principal payments on long-term debt and capital outlay which are treated as
budgeted expenses. Exceptions include:
• Depreciation which is not budgeted
• Non-budgeted accruals such as compensated absences.
III. OPERATING BUDGET
Budgeting is an essential element of the financial planning, control and evaluation process of municipal
government. The operating budget is the City’s annual financial operating plan. The annual budget includes all
of the operating departments of the General Fund, proprietary funds, debt service funds, special revenue funds,
and capital improvement funds of the City.
A. Form of Government – The Charter (Section 1.03) established a Council-Manager Government wherein the
City vests power in the City Council to “enact legislation, adopt budgets, determine policies, and appoint the
City Manager who shall execute the laws and administer the government of the City.”
B. Comprehensive Plan – The Charter (Section 1.08) requires that the City Council “establish comprehensive
planning as a continuous and ongoing governmental function in order to promote and strengthen the existing
role, processes and powers of the City of Georgetown.” The current comprehensive plan is the 2030 Plan
adopted in 2006.
Page 51 of 101
4
FY2020 Proposed Budget
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.
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.
Page 52 of 101
5
FY2020 Proposed Budget
G. Control and Accountability – Each Director, appointed by the City Manager, will be responsible for the
administration of his/her departmental budget. This includes accomplishing the Goals and Objectives
adopted as part of the budget and monitoring each department budget for revenue collections and
compliance with spending limitations. Directors may transfer funds up to $25,000 within the operations and
maintenance or capital line items within a departmental budget category with approval from Finance. All
transfers from or to the Personnel line items require approval of the Finance Director and City Manager. All
other transfers of appropriation or budget amendments require either City Council or City Manager approval
as outlined in Section III.G Budget Amendments and Section V.C.4 Use of Excess Salary Savings.
H. Budget Amendments – The Charter (Section 6.04) and the Local Government Code 102.009 and 102.010
provide a method to amend the budget for emergency appropriations and municipal purposes. The City
Council may authorize, with a majority plus one vote, an amendment to the original budget. This may be
done in cases of grave public necessity, or to meet an unusual and unforeseen condition that was not known
at the time the budget was adopted. The following criteria will be used in evaluation of budget amendments:
• Is the request necessary?
• Why was the item not budgeted in the normal budget process?
• Why can't a transfer be done within the Division to remedy the condition?
The Finance Director must certify availability of revenues or funding sources prior to adoption.
If needed, the City will amend the budget at year end for increased revenue and for expenditures that
exceeded budgeted amounts. The City may also amend the budget for any capital project timing adjustments
from prior year, as well as any other known adjustments needed and approved at that time.
I. Contingency Appropriations – The budget may include contingency appropriations within designated
operating department budgets. These funds are used to offset expenditures for unexpected maintenance
or other unanticipated expenses that might occur during the year. Currently, the City maintains contingency
appropriations for items such as insurance deductibles, unexpected legal expenses and equipment repairs.
J. Use of Unanticipated and Unappropriated General Fund Balances – Within 90 days after fiscal year end, staff
will report the projected General Fund balance to Council. In the event that unexpected, unbudgeted
amounts are determined to be available in the General Fund after year end, these funds may be used for any
of the following purposes, as approved by the City Council:
1. to fund capital projects;
2. to fund equipment purchases in lieu of issuing debt;
3. to reduce outstanding City debt, including bonded indebtedness and unfunded pension liabilities;
4. to fund contingent liabilities such as the benefit payout reserve, cemetery trust fund, and similar
obligations of the City;
5. to take other steps to reduce property tax rates or mitigate any future increases;
Page 53 of 101
6
FY2020 Proposed Budget
6. to hold those funds in reserve for future commitments or contingenc ies that may be pending,
and/or;
7. to fund an Economic Stability Reserve of annual General Fund operating expenditures according to
Section XV, A, 2, b, Economic Stability Reserve.
IV. REVENUE MANAGEMENT
A. Characteristics – The City will strive for the following optimum characteristics in its revenue system:
1. Simplicity – The City, where possible and without sacrificing accuracy, will strive to keep the revenue
system simple in order to reduce compliance costs for the taxpayer or service recipient.
2. Certainty – A knowledge and understanding of revenue sources increases the reliability of the
revenue system. The City will understand its revenue sources and enact consistent collection policies
to provide assurances that the revenue base will materialize according to budget.
3. Equity – The City shall make every effort to maintain equity in its revenue system; i.e., the City should
seek to minimize or eliminate all forms of subsidization between entities, funds, services, utilities,
and customer classes, and ensure an on-going return on investment for the City.
a. The City will make every effort to recognize the benefit that City tax payers contribute to City
programs and services.
b. The annual Recreation residential membership rates are established at 75% of non-residential
rates plus or minus 10% at the discretion of the Parks and Recreation Director in keeping with
the targeted market cost recovery.
4. Revenue Adequacy – The City should require there be a balance in the revenue system; i.e., the
revenue base will have the characteristics of fairness and neutrality as it applies to cost of service,
willingness to pay, and ability to pay.
Overall Operational Cost Recovery for Recreation is targeted to be between 50 – 60%, with some
variance in individual programs.
5. Realistic and Conservative Estimates – Revenues will be estimated realistically, and conservatively,
taking into account the volatile nature of various revenue streams.
6. Administration – The benefits of a revenue source should exceed the cost of levying and collecting
that revenue.
7. Diversification and Stability – A diversified revenue system with a stable source of income shall be
maintained. This will help avoid instabilities in revenue sources due to factors such as fluctuations
in the economy and variations in the weather.
B. Other Considerations – The following considerations and issues will guide the City in its revenue policies
concerning specific sources of funds:
Page 54 of 101
7
FY2020 Proposed Budget
1. Cost/Benefit of Incentives for Economic Development – The City will use due caution in the analysis
of any incentives that are used to encourage development. A cost/benefit (fiscal impact) analysis
will be performed as part of the evaluation.
2. Non-Recurring Revenues – One-time or non-recurring revenues should not be used to finance
current ongoing operations.
3. Sustainable Revenues – Sustainable means revenue that is consistently available year after year, and
includes revenues realized subsequent to adopted projections.
4. Property Tax Revenues – Annually, the City will forecast property tax revenue as part of the budget
process. Certified Assessed Value Reports from the Williamson Central Appraisal District are used to
forecast property tax. The City will comply with State law regarding publication notices and Truth in
Taxation requirements.
5. Interest Income – Interest earned from investments will be distributed to the funds in accordance
with the average daily cash balance of the fund from which the monies were provided to be invested.
6. User-Based Fees and Service Charges – For services associated with a user fee or charge, the direct
or indirect costs of that service will be offset by a fee where possible. The City will review fees and
charges no less than once every five years on a rotating schedule to ensure that fees provide
adequate coverage for the cost of services. The City Council will determine how much of the cost of
a service should be recovered by fees and charges.
7. Enterprise Activity Rates – The City will review and adopt utility and airport rates as needed to
generate revenues required to fully cover operating expenses, meet the legal requirements of all
applicable bond covenants, and provide for an adequate level of working capital. Enterprise rates
will be reviewed annually as part of the budget process. A rate study will be conducted every 3
years to review rate methodology and ensure revenues will meet future needs. All enterprise rates
will be based on standardized cost of service methodologies and conservation goals.
a. Water Rates will recognize at least 75% of the fixed cost of service, including debt payments and
ROI costs, within the monthly base charge determined by meter size. Volumetric charge will
recognize the balance of fixed costs not included in the base rate, plus all variable costs
associated with procuring and treating water.
.
b. Wastewater Rates are fixed for all residential customers based on the cost of providing services.
Commercial customer rates are fixed and volumetric depending on size and specifications of
each commercial customer.
c. Electric Rates include 100% of fixed costs within the base rate, and demand rates, with all
variable costs included in the kWh rate. The Power Cost Adjustment (PCA) Factor and
Transmission Cost Adjustment (TCA) Factor are determined by comparing forecasted costs
against actual costs in a budget year, and seek to recover/credit variances within 6 to 12 months.
For reference, see Code of Ordinances 13.04.075 and 13.04.080.
d. Stormwater Drainage Fees are based on a mathematical calculation using impervious cover and
applied in compliance with State Law.
Page 55 of 101
8
FY2020 Proposed Budget
e. Solid Waste and Environmental Services Rates are based on the wholesale cost of service and
retail incentives for conservation, plus a return to the General Fund for wear and tear of heavy
trucks on City streets, a franchise fee, and an administrative allocation for managing the solid
waste contract and solid waste departmental programing.
f. Airport Fuel and Lease Rates are based on the cost of the fuel plus a profit margin to fund operations,
capital improvement, contingency, and debt service requirements.
8. Internal Cost Recovery Fees – Additionally, enterprise activity rates will include transfers to and
receive credits from other funds as follows:
a. General and Administrative Charges – Administrative costs should be charged to all funds for
services of general overhead, such as administration, finance, customer billing, legal and other
costs as appropriate. These charges will be determined through an indirect cost allocation
following accepted practices and procedures and reviewed annually by the City’s external
auditors.
b. Payment for Return on Investment – The intent of this transfer is to provide a benefit to the
citizens for the ownership of the various utility operations they own. For all utilities except for
Electric:
• In-Lieu-of-Franchise-Fee. This transfer, currently 3% of operating revenues generated inside
the City, is consistent with the franchise rates charged to investor owned utilities franchised
to operate within the City.
• Return on Investment. The return on investment (ROI) transfer for In-City utility customers
is currently calculated at 7% of operating revenues for all non-electric utilities. ROI for water
and sewer customers outside the City is 10% of operating revenues.
The Franchise and Return on Investment for the Electric Utility are both derived from the base
monthly charge gross revenue and kWh sold. For customers inside the City, the franchise fee is
$0.002947/kWh sold, and the Return on Investment is 7% of gross revenue of the base monthly
charge, and $0.007253/kWh sold. For customers outside the City, there is no franchise fee to
the City of Georgetown; however, those customers may be subject to franchise fees in the
jurisdiction in which they reside. Outside the City customers are charged a Return on Investment
equal to 7% of gross revenue of the base monthly charge, and $0.0102/kWh sold.
9. Revenue Monitoring – Received revenues will be regularly compared to budgeted revenues and
variances will be investigated, and any abnormalities will be included in the quarterly report to the
City Council.
10. Other Funding Alternatives
When at all possible, the City will research alternative funding opportunities prior to issuing debt or
increasing user-related fees.
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
Page 56 of 101
9
FY2020 Proposed Budget
Finance for review in accordance with the Grant Acquisition, Management, and Compliance
Policy. Finance will review and sign the forms which provides detailed information including, but
not limited to, the term of the grant, any matching requirements, the resulting operational
requirements once the grant is discontinued, and a budget request detailing the line items to be
effected, all of which should be included in the Council agenda item packet requesting approval
to apply. The City Council must also authorize acceptance of any grant awards received.
b. Use of Reserve Funds – The City may authorize the use of reserve funds to potentially delay or
eliminate a proposed bond issue. This may occur due to higher than anticipated fund balances
in prior years, thus eliminating or reducing the need for debt proceeds, or postpone a bond issue
until market conditions are more beneficial or timing of the related capital improvements does
not correspond with the planned bond issue. Reserve funds used in this manner are replenished
upon issuance of the proposed debt.
c. Developer Contributions – The City will require developers who negatively impact the City's utility
capital plans offset those impacts. These policies are further defined within the City's utility line
extension policy and other development regulations.
d. Leases – The City may authorize the use of lease financing for certain operating equipment when
it is determined that the cost benefit of such an arrangement is advantageous to the City.
e. Impact Fees – The City will impose impact fees as allowable under state law for both water and
wastewater services. These fees will be calculated in accordance with statute and reviewed at
least every three years. All fees collected will fund projects identified within the Fee study and
as required by state laws.
V. EXPENDITURE MANAGEMENT
A. Appropriations – The point of budget control is at the department level budget for all funds. The Charter
(Section 6.03) provides that any transfer of appropriation between funds must be approved by the City
Council and that the City Manager, without City Council approval, is authorized to transfer appropriations
among departments, within the same operational division and fund.
B. Expenditure Monitoring – Expenditures and encumbrances will be regularly compared to budget, variances
will be investigated, and any abnormalities will be included in the quarterly report to the City Council.
Projected year-end expenditures will be reported in the annual budget.
C. Personnel Costs – Costs related to salaries and benefits are budgeted at 100% total costs, assuming open
positions are filled throughout the fiscal year. New positions that are added during the budget process may
have staggered hire dates with appropriate costs reflected in the budget.
1. Vacancy Factor – Major Funds with Personnel Budgets will include a vacancy factor of at least 1% of
total fund salaries and related benefits (retirement, FICA, Medicare) to offset salary savings within
the budget. The vacancy factor will be budgeted as a negative expense within the fund. This factor
will be reduced throughout the year as vacant positions are recognized within the department
budget.
Page 57 of 101
10
FY2020 Proposed Budget
Compliance Status – General Fund, Electric Fund, Water Fund and Joint Services Fund FY2020 in
compliance.
2. Benefit Payout Reserve – The City will establish a benefit payout reserve equal to 15% of the accrued
benefit liability for employees in the General and Joint Services Funds who are currently eligible to
retire. Only terminating employee benefit expenses may be paid from this reserve. This reserve shall
be funded as an offset to the vacancy factor.
Compliance Status – Benefit payout reserve FY2020 in compliance.
3. Position Control – The annual budget includes a set number of positions within departments when
approved and adopted by City Council. Additional positions cannot be added without approval of
the City Council. The City Manager may approve the transfer of authorized positions between
departments if funds are available within the department.
4. Use of Excess Salary Savings – Departmental savings generated due to open positions or other salary
line item savings cannot be spent by the department unless previously approved by the City Manager
and validated by Finance as excess funds.
D. Special Purpose Funding – In order to support community assistance programs, the City designates specific
funding for special purposes, including Social Services, Children’s Programs, and Public Art. The City reserves
the ability to cap this special purpose funding when necessitated by budget contingency or compliance
issues, such as revenue shortfalls, or other reasons as determined by City Council.
1. Strategic Partnerships for Community Services – The City of Georgetown values partnerships with
organizations that are committed to addressing our communities’ greatest public challenges and has
identified key priorities in the following areas:
a. Public Safety
b. Transportation
c. Housing
d. Parks & Recreation
e. Veteran Services
f. Safety Net
The City has targeted funding for these programs to be $5.00 per capita, which may be adjusted to
offset the effects of general inflation based upon Consumer Price Index. If previous funding levels
are higher than the targeted amount, and to avoid significant reductions in levels of funding, the City
Council shall seek to attain this target chiefly through population growth. These funds will be
allocated and paid according to the City Council’s guidelines for such programs.
Compliance Status – FY2020 in compliance.
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.
Page 58 of 101
11
FY2020 Proposed Budget
Every effort will be made to include public art funding in future City facilities whose primary purpose
is for public use. These projects will include a reasonable allowance for public art that fits the scope
and purpose of the building so long that it does not negatively impact the project cost beyond the
original budget. In the event there is cost savings in the construction of City Facilities, the City Council
may consider utilizing that savings on the purchase of public art for the facility.
E. Purchasing – The City will maintain and regularly review written Purchasing Policies. All City purchases of
goods or services will be made in accordance with the City’s Charter, current Purchasing Policy and with
State law.
The following table shows a summary of requirements for purchases of goods and services and does not
substitute the formal Purchasing Policies.
Dollar Limits: Procurements: Requirements:
$3,000 and less Under the small purchase
limit
No competitive bids and City credit
cards may be used.
$3,001
up to
$50,000
Within informal bid limit A minimum of three informal
competitive bids required unless
exempted; Historically Underutilized
Business (HUB) requirements apply in
accordance with state law.
$50,001
and above
In excess of the informal bid
limit
Formal solicitations, which includes
public notices, required unless
exempted. Advisory board review and
recommendation may be
required. Council approval required.
Common exemptions to the formal solicitation process include the procurement of professional services, the
purchase of goods or services from a sole source provider, and purchases for public health emergencies.
In addition to the above, all purchases must be approved according to signature authority limits.
F. Contracts, Change Orders and Amendments – Contracts and related change orders and amendments must
follow the City’s Purchasing Policies and State Law.
G. Prompt Payment – In accordance with State Law, all invoices approved for payment by the proper City
authorities shall be paid within thirty (30) calendar days of receipt of goods or services or invoice date,
whichever is later in accordance with State law. The City will take advantage of all purchase discounts, when
possible.
H. Risk Management – The City will pursue every opportunity to provide for the Public’s and City employees’
safety and to manage its risks. The goal shall be to minimize the risk of loss of resources through liability
claims with an emphasis on safety programs.
Page 59 of 101
12
FY2020 Proposed Budget
I. Retirement Benefits – Proposals to revise benefits administered and provided by the Texas Municipal
Retirement System shall include a written description, and, detailed and summary numerical assessments of
the changes that would result from the proposed benefit revision.
1. The numerical assessments shall include the following:
a. The estimated change to the TMRS contribution rate that would result from the proposed
change in benefits, expressed as a percentage of employee pay and as an annual dollar
amount to the General Fund and to each City fund.
b. The estimated change to the City’s unfunded pension liability, expressed as a dollar amount.
c. The estimated change to the City’s actuarial funding ratio.
2. The description and numerical assessments must be provided to the City Council at least 72 hours
prior to consideration and approval, and must be read aloud to the Council prior to Council
consideration.
3. The estimated changes to the City’s contribution rate and the unfunded pension liability presented
pursuant to the section must be based on information provided by the TMRS actuary or by a
professional actuary authorized by the TMRS to provide such information.
4. Proposals to revise TMRS benefits must be voted on individually as part of the City Council’s
legislative agenda.
5. The City will amortize any unfunded actuarial liability (UAAL) over a period not to exceed the
amortization period used by the TMRS actuary. The City may amortize its UAAL more quickly by
making contributions to TMRS in excess of the rate specified by TMRS.
6. The City may elect to pay a higher contribution rate than required by the TMRS, to reduce the City’s
unfunded pension liability. Such payment will be approved and authorized by the City Council as part
of the City's annual budget process.
J. Retirement Cost-of-Living Adjustment
1. Within 60 days of when the TMRS annual funding update becomes available each year, staff will
review and may prepare a summary of costs and options for potential cost-of-living adjustment
(COLA) for City of Georgetown retirees.
2. Consistent with state statutes governing the Texas Municipal Retirement System, the City may
provide an automatic COLA for members of the TMRS who are retired from the City of Georgetown
and receiving a monthly retirement benefit from the TMRS.
3. The City Council may adjust the COLA provided to city retirees based upon the funding level of the
City’s pension plan, as calculated by the TMRS, as follows:
When the funding level of the City’s
pension plan is
The COLA
should be
Page 60 of 101
13
FY2020 Proposed Budget
Less than 70.0%
Zero
70.0% to 79.9%
0.3% of CPI
80.0% to 89.9%
0.5% of CPI
90.0% and greater
0.7% of CPI
4. Adjustments made pursuant to Subsection J.3. should reflect the reciprocal effect of the prospective
change in the COLA on the funding level of the City’s pension plan.
K. Deferred Compensation Benefits – In addition to the retirement benefit administered by the TMRS, the City
will sponsor a Deferred Compensation 457 plan, which is a supplementary individual retirement savings plan.
The City will encourage employee participation in this plan.
VI. STAFFING AND COMPENSATION
City Council and Management recognize the importance of attracting, hiring, developing, and retaining the best
people, and compensating them for the value they create. Our outstanding and innovative City employees work
diligently to bring the Vision of Council to life and deliver exceptional services to our customers while
exemplifying our Core Values. The following programs are subject to available funding in the annual operating
budget.
A. Adequate Staffing – Staffing levels will be adequate for the fiscal functions of the City to operate effectively.
Workload allocation alternatives will be explored before adding additional staff.
B. Competitive Compensation – In order to maintain a competitive pay scale, the City has implemented a
Competitive Employee Compensation Maintenance Program to address competitive market factors and other
issues impacting compensation. The program consists of:
1. Annual Pay Plan Review – To ensure the City’s pay system is accurate and competitive within the
market, the City will review its pay plans annually for any potential market adjustments necessary to
maintain the City’s competitive pay plans.
2. Pay for Performance – Each year the City will fund performance based pay adjustments for regular
non-public safety personnel. This merit-based program aids in retaining quality employees by
rewarding their performance. Pay for Performance adjustments are based on the employee’s most
recently completed performance evaluation.
3. Public Safety Steps – Each year the City will fund anniversary step increases for public safety sworn
personnel consistent with public safety pay scale design.
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
Page 61 of 101
14
FY2020 Proposed Budget
to mitigate future cost increases while offering quality health care services to its employees. The City has
established a mechanism to manage the accounts and payments associated with this program. Per GASB
Statement No. 66, such funding should be accounted for as an Internal Service Fund (ISF).
1. Employee Health Insurance ISF – This fund contains premium contributions from employees and
budgeted health insurance contributions included in the City’s annual budget process. To maintain
stable revenue to this fund, and to clearly set expenditure expectations for departments, any
budgeted appropriations for employee health insurance that are unused at the end of each fiscal
year will be transferred back to the self-insurance fund.
2. Self-Insurance Reserves – Annually through the budget process, staff and the City’s Health Benefit
Consultant firm will evaluate and recommend to Council the appropriate funding levels for two
reserves.
a. Incurred but Not Reported (IBNR) Reserve: In the event the City stopped self-insuring for health
benefits and was required to pay incurred costs, the City will reserve between 5 and 10 percent
of the annual costs of claims, benefit administration and stop loss coverage.
Compliance Status – IBNR reserve FY2020 in compliance.
b. Rate Stabilization Reserve: To alleviate shocks to the City and employees due to sharp increases
in health insurance costs, the City will reserve between 10 and 20 percent of annual medical
claims, benefit administration and stop loss coverage. Staff and the benefits consultant will
consider a 3 year forecast on premiums when determining to utilize the funds or rebuild the
reserve.
Compliance Status – Rate stabilization reserve FY2020 in compliance.
3. Employee Premiums – Annual premiums will be recommended to City Council through a
collaborative process between the City’s Employee Benefit Committee and external Health Benefits
consulting firm using historical data, reserves history and other analytic analysis.
VII. FUND BALANCE POLICIES
The City’s Fund Balance is the accumulated difference between assets and liabilities within governmental funds,
and it allows the City to meet its contractual obligations, fund disaster or emergency costs, provide cash flow for
timing purposes and fund non-recurring expenses appropriated by City Council. This policy establishes limitations
on the purposes for which Fund Balances can be used in accordance with Governmental Accounting Standards
Board (GASB) Statement Number 54.
The City’s Fund Balance will report up to five components:
A. Non-spendable Fund Balance – includes inherently non-spendable assets that will never convert to cash, as
well as assets that will not convert to cash soon enough to affect the current financial period. Assets included
in this category are prepaid items, inventory and non-financial assets held for resale.
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.
Page 62 of 101
15
FY2020 Proposed Budget
D. Assigned Fund Balance – is that portion of fund balance that reflects the City’s intended use of the resource
and is established in a less formal method by the City for that designated purpose.
E. Unassigned Fund Balance – represents funds that cannot be properly classified in one of the other four
categories.
VIII. LONG-TERM LIABILITY RESERVES
The City of Georgetown recognizes certain long-term unfunded commitments and contingencies that will require
substantial funding at some point in the future. The City is committed to addressing these commitments in a
fiscally prudent method by acknowledging their future financial impacts and developing strategies and
designated reserve funds to mitigate those future impacts.
A. The Finance Director will maintain a list of unfunded liabilities. The list will be included in the quarterly financial
report to Council and considered during the annual budget process.
IX. BUDGET CONTINGENCY PLAN
This policy is designed to establish general guidelines for managing revenue shortfalls resulting from local and
national economic downturns that adversely affect the City's revenue streams.
A. Immediate Action – Once a budgetary shortfall is projected, the City Manager will take the necessary actions
to offset any revenue shortfall with a reduction in current expenses. The City Manager may:
1. Freeze all new hire and vacant positions except those deemed to be a necessity.
2. Review all planned capital expenditures.
3. Delay all "non-essential" spending or equipment replacement purchases.
The City Manager shall report in a timely manner to the City Council the projected shortfall and the actions
taken to resolve it.
B. Further Action – If the actions identified in subsection A are insufficient to offset the projected revenue deficit
for the current fiscal year, the City Council may approve the following actions, in the order listed:
1. Apply unspent, unobligated surplus funds from prior fiscal years to fund one-time costs in the current
fiscal year budget.
2. Authorize the use of the General Fund Economic Stability Reserve pursuant to Section XV.A.2.b.
Economic Stability Reserve.
3. Direct other reductions in services, including workforce reductions.
4. Authorize a reduction in the unobligated fund balance in the General Fund, pursuant to Section
XV.A.2.a. Base Level Reserve of this policy, from 90 to 75 days.
C. Replenish Fund Balance – As soon as practical, without placing undue strain on City services, the City Council
shall increase the unobligated fund balance in the General Fund, up to the 90-day amount required in Section
Page 63 of 101
16
FY2020 Proposed Budget
XV.A.2.a. Base Level Reserve of this policy and shall restore the General Fund Economic Stability Reserve as
required in Section XV.A.2.b of this policy.
X. CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGET
The City’s goal is to maintain City facilities and infrastructure in order to provide excellent services to the
customers within the community, meet growth related needs, and comply with all state and federal regulations.
A. Preparation – The City annually updates and adopts a five-year Capital Improvement Program (CIP) schedule
as part of the operating budget adoption process. The plan is reviewed and adjusted annually as needed, and
year one is adopted as the current year capital budget. The capital budget will include all capital projects,
capital resources, and estimated operational impacts.
1. Needed capital improvements are identified through system models, repair and maintenance
records and growth demands.
2. A team approach will be used to prioritize CIP projects, whereby City staff from all operational areas
provide input and ideas relating to each project and its effect on operations.
3. Citizen involvement and participation will be solicited in formulating the capital budget through
master planning processes, board meetings, public hearings and other forums.
4. Capital infrastructure necessary to meet the requirements of the City’s Annexation Plan will be
identified separately within the CIP plan, so that funding alternatives can be developed if needed.
Prior to Council approval, the following Advisory Boards will review the Capital Projects budget and
contracts for expenditures:
Georgetown Utility
Systems Advisory
Board
(GUS)
Georgetown
Transportation
Advisory Board
(GTAB)
General Government
and Finance
Advisory Board
(GGAF)
Parks
Advisory
Board
Georgetown
Transportation
Enhancement
Corporation
(GTEC)
Electric
Water
Wastewater
Streets
Stormwater
Drainage
Airport
Facilities, Fleet, IT and
Other General
Government Capital
Projects
Parks and
Recreation
Transportation
projects
related to
economic
development
B. Control – All capital project expenditures must be appropriated in the capital budget.
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.
Page 64 of 101
17
FY2020 Proposed Budget
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 meet s this target for
Council’s consideration during the budget process. The PCI level as of 2018 was 85.5.
C. Internal Service Funds Capital Maintenance & Replacement – The City currently utilizes internal service funds
to maintain and replace existing assets. Assessments are made to other funds for the use of existing
equipment and to purchase new equipment. In this way, suitable funds are available for the purchase of
operational assets without the issuance of debt.
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
PCI Rating
100 – 85 Good
85 – 45 Fair
45 – 0 Poor
Page 65 of 101
18
FY2020 Proposed Budget
replacement. Vehicle maintenance is also allocated in this manner. The targeted asset replacement
reserve amount is the average (1/5th) of the next five years on the replacement schedule for cash-
funded vehicles.
Compliance Status – Fleet replacement reserve FY2020 in compliance.
It is the general policy of the City not to hold back vehicles or equipment from replacement or
disposition. Departmental requests to hold back units must be approved by the Fleet Manager and
the City Manager.
2. Technology – It is the policy of the City to plan and fund the maintenance and replacement of its
computer network and other technology systems. A reserve will be established within the ISF for
replacement of major systems and will be funded over time through excess revenues within the
Fund. The targeted amount is the average (1/5th) of the next five years on the replacement schedule.
While cash funding is preferred, major IT systems and projects may require debt that is amortized
over a shorter useful life appropriate for the software or hardware.
Compliance Status – IT replacement reserve FY2020 in compliance.
3. Facilities Maintenance – The City has established an on-going maintenance program, which includes
major repairs, equipment, as well as contracts for maintaining City facilities. The City has anticipated
a useful life of such equipment and established a means of charging those costs to the various
departments in order to recognize the City’s continuing costs of maintaining its facilities.
Determination for facility repairs is based on useful life of the various elements of each facility. A
proportional cost for each element is expensed within the budget for capital replacement. The
targeted replacement reserve amount is the average (1/5th) of the next five years on the replacement
schedule.
Compliance Status – Facilities replacement reserve FY2020 not in compliance. It is estimated to take 3
years to build the replacement reserve.
D. Departmental Capital Maintenance & Replacement – The City also utilizes department capital maintenance
and replacement schedules for specialized assets and equipment necessary to provide services.
1. Parks and Recreation – As part of the City’s on-going maintenance program, the City also recognizes
the need to regularly maintain and replace playgrounds, equipment and facilities that are part of the
City’s Parks and Recreation system. Separate replacement and maintenance schedules will be
maintained for these items including, but not limited to, playground equipment, buildings, sport
courts, trees and grounds, and restroom facilities. The City’s goal is to provide level on-going funding
to ensure safe, well-maintained facilities for its citizens. The current funding level is an annual
$200,000 transfer from the General Fund.
Compliance Status – Parks maintenance replacement FY2020 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-
Page 66 of 101
19
FY2020 Proposed Budget
going funding to ensure proper protection for employees and residents. The current funding level is
an annual appropriation in the General Fund of $70,000 for Fire and $88,000 for Police.
Compliance Status – Public safety equipment replacement FY2020 in compliance.
E. Surplus Property
1. From time to time it is necessary to dispose of certain vehicles or equipment that have been procured
with City funds and used in City services. Individual surplus property items with expected sales value
in excess of $50,000 must be approved by the City Council prior to disposition.
2. City staff will maintain reports and records of all surplus property dispositions in accordance with
good internal controls.
XII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
A. Accounting – The City is solely responsible for the recording and reporting of its financial affairs, both
internally and externally. The Finance Director is responsible for establishing the structure for the City’s
Chart of Accounts and for assuring that procedures are in place to properly record financial transactions and
report the City’s financial position.
B. General Government and Finance Advisory Board (GGAF) – The City may establish a subcommittee consisting
of at least 2 City Council members and not more than 3 citizens that may meet monthly to provide additional
oversight to the City’s Finance operations. This subcommittee will also review general government items
that are not reviewed by another City advisory board before being presented to City Council. The City’s
Finance Director will be the liaison for this subcommittee.
C. Audit of Accounts – In accordance with the Charter, an independent audit of the City accounts will be
performed every year. The auditor is retained by and is accountable directly to the City Council. The auditing
firm will serve for up to 5 years, at which time, the City will re-bid these services and change firms if deemed
necessary by GGAF and City Council.
D. External Reporting – Upon completion and acceptance of the annual audit by the City’s auditors, the City
shall prepare a written Comprehensive Annual Financial Report (CAFR) which shall be presented to the City
Council within 180 calendar days of the City’s fiscal year end. The CAFR shall be prepared in accordance with
Generally Accepted Accounting Principles (GAAP) and shall be presented annually to the Government
Finance Officer Association (GFOA) for evaluation and consideration for the Certificate of Achievement in
Financial Reporting.
XIII. ASSET MANAGEMENT
A. Cash Management and Investments – The City Council has formally approved a separate Investment Policy
for the City of Georgetown that meets the requirements of the Public Funds Investment Act (PFIA), Section
2256 and 2257 of the Texas Local Government Code. This policy is reviewed annually by the City Council and
applies to all financial assets held by the City and applies to all entities (component units) included in the
City’s Comprehensive Annual Financial Report (CAFR) and/or managed by the City. Refer to the separate
policy for details regarding:
Page 67 of 101
20
FY2020 Proposed Budget
1. Statement of Cash Management Philosophy
2. Objectives
3. Safekeeping and Custody
4. Standard of Care and Reporting
5. Investment Strategies
6. Authorized Investments and Approved Broker/Dealer List.
B. Fixed Assets – These assets will be reasonably safeguarded and properly accounted for, and prudently
insured.
1. Capitalization Criteria – For purposes of budgeting and accounting classification, the following
criteria must be met in order to be capitalized:
a. The asset owned by the City
b. The expected useful life of the asset must be longer than one year, or extend the life of an
identifiable existing asset by more than one year
c. The original cost of the asset must be at least $5,000
d. The asset must be tangible.
On-going repairs and general maintenance are not capitalized. Public Education and Government
(PEG) Funds will capitalize assets in aggregate over $1,000 on an annual basis.
2. New Purchases – All costs associated with bringing the asset into working order will be capitalized
as part of the asset cost. This will include startup costs, engineering or consultant type fees as part
of the asset cost once the decision or commitment to purchase the asset is made. The cost of land
acquired should include all related costs associated with its purchase.
3. Improvements and Replacement – Improvements will be capitalized when they extend the original
life of an asset or when they make the asset more valuable than it was originally. The replacement
of assets components will normally be expensed unless they are a significant nature and meet all the
capitalization criteria.
4. Contributed Capital – Infrastructure assets received from developers or as a result of annexation will
be recorded as equity contributions when they are received.
5. Distributions Systems – All costs associated with public domain assets, such as streets and utility
distribution lines will be capitalized in accordance with the capitalization policy. Costs should include
engineering, construction and other related costs including right of way acquisition.
6. Reporting and Inventory – The Finance Division will maintain the permanent records of the City’s
fixed assets, including description, cost, department of responsibility, date of acquisitio n,
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
Page 68 of 101
21
FY2020 Proposed Budget
the City’s fixed assets lies with the department supervisor or manager whose department has been
assigned the asset.
XIV. DEBT MANAGEMENT
The City of Georgetown recognizes the primary purpose of capital facilities is to provide services to the
community. Using debt financing to meet the capital needs of the community must be evaluated according to
efficiency and equity. Efficiency must be evaluated to determine the highest rate of return for a given investment
of resources. Equity is resolved by determining who should pay for the cost of capital improvements. In meeting
demand for additional services, the City will strive to balance the needs between debt financing and “pay as you
go” methods. The City realizes that failure to meet the demands of growth may inhibit its continued economic
viability, but also realizes that too much debt may have detrimental effects on the City’s long-range financial
condition.
The City will issue debt only for the purpose of acquiring or constructing capital assets for the general benefit of
its citizens and to allow it to fulfill its various purposes as a city. The City will seek input on major projects funded
with debt via bond elections, master planning exercises, board meetings, budget workshops, and other methods
as needed.
A Debt Condition Update report will be provided annually.
A. Usage of Debt – Long-term debt financing will be considered for non-continuous capital improvements of
which future citizens will benefit. Alternatives for financing will be explored prior to debt issuance and
include, but not limited to:
• Grants
• Use of Reserve Funds
• Use of Current Revenues
• Contributions from developers and others
• Leases
• Impact Fees
When the City utilizes long-term financing, it will ensure that the debt is soundly financed by conservatively
projecting revenue sources that will be used to pay the debt. It will not finance the improvement over a
period greater than the useful life of the improvement and it will determine that the cost benefit of the
improvement, including interest costs, is positive to the community.
The City may utilize the benefits of short-term debt financing to purchase operating equipment provided the
debt doesn’t extend past the useful life of the asset and the potential impact to the tax rate is within policy
guidelines.
Page 69 of 101
22
FY2020 Proposed Budget
B. Types of Debt
1. General Obligation Bonds (GO’s) – General obligation bonds must be authorized by a vote of the
citizens of Georgetown. They are used only to fund capital assets of the general government and
are not to be used to fund operating needs of the City. The City’s ad valorem taxing authority backs
general obligation bonds. Conditions for issuance of general obligation debt include:
a. When the project will have a significant impact on the tax rate;
b. When the project may be controversial even though it is routine in nature; or
c. When the project falls outside the normal bounds of projects the City has typically done.
For debt programs that include multiple projects that will be issued over multiple years at the
discretion of the City Council, the City may approve an Agreement with the Voters to manage future
property tax rate impacts. The Agreement with the Voters will be included in educational information
for all applicable GO Bond elections, and will include a maximum annual tax rate increase and a
cumulative total per bond authorization maximum tax rate increase. The City will include these
impacts in its annual Debt Condition report.
The City Council will carefully manage the unissued GO Bond authorization through annual review of
related projects to ensure full disclosure on future timing of projects included in the bond package.
Timing of authorized projects and related bond issuance will be included in the Annual Budget and
published on the City’s website. Any changes to this schedule require specific Council authorization.
2. Revenue Bonds – Revenue bonds will be issued to provide for the capital needs of any activities
where the capital requirements are necessary for the continuation or expansion of a service. The
improved activity shall produce a revenue stream to fund the debt service requirements of the
necessary improvement to provide service expansion. The average life of the obligation should not
exceed the useful life of the asset(s) to be funded by the bond issue, and will generally be limited to
no more than twenty (20) years. An exception can be made for plant expansions or related system
expansions whose useful life is in excess of 30 years. A cost benefit analysis will be done to fully
disclose the impacts of extending debt beyond 20 years.
3. Certificates of Obligation, Contract Obligations (CO’s) – Certificates of obligation or contract
obligations may be used to fund capital requirements that are not otherwise funded by general
obligation or revenue bonds. Debt service for CO’s may be either from general revenues (tax-
supported) or supported by a specific revenue stream(s) or a combination of both. Typically, the City
may issue CO’s when the following conditions are met:
a. When the proposed debt will have minimal impact on future effective property tax rates;
b. When the projects to be funded are within the normal bounds of City capital requirements, such
as for roads, parks, various infrastructure and City facilities and equipment; and
c. When the average life of the obligation does not exceed the useful life of the asset(s) to be
funded by the issue.
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.
Page 70 of 101
23
FY2020 Proposed Budget
4. Self-supporting Certificates of Obligation Debt – Refers to certificates of obligation issued for a
specific purpose and repaid through dedicated revenues other than ad valorem taxes. The annual
debt requirements are not included in the property tax calculation. Both the Airport and Stormwater
Drainage funds will issue this type of debt. In addition, the Electric and Water Services Funds can
utilize this method of funding non-system capital assets. The City also issues debt on behalf of the
Georgetown Transportation Enhancement Corporation (GTEC) and the Georgetown Economic
Development Corporation (GEDCO) whom then pledge 4A and 4B sales tax revenue for the
repayment of that debt. Tax Increment Reinvestment Zones also may issue self-supporting debt.
5. Internal borrowing between City Funds – The City Council can authorize use of existing long-term
reserves as loans between funds. The borrowing fund will repay the loan at a rate consistent with
current market conditions. The loan will be repaid within ten (10) years. The loan will be considered
an investment of working capital reserves by the lending fund.
6. Other Short-term Borrowing – The City may authorize the issuance of Public Property Finance
Contractual Obligations (PPFCO) which is short-term obligations for the acquisition of personal public
property, such as equipment. PPFCOs are payable from either ad valorem taxes or another dedicated
revenue stream. Each issuance will be assessed to ensure cost effectiveness and the repayment
schedule will not exceed the useful life of the asset. Multiple equipment acquisitions can be grouped
in a single PPFCO issue in order to develop economies of scale.
C. Method of Sale – The City will use a competitive bidding process in the sale of bonds unless conditions in the
bond market or the nature of the issue warrant a negotiated bid. In such situations, the City will publicly
present the reasons for the negotiated sale. The City will rely on the recommendation of the financial advisor
in the selection of the underwriter or direct purchaser. The financial advisor must meet all licensing
requirements and comply with all Municipal Securities Rulemaking Board (MSRB) regulations. The City’s
financial advisor will not act as the underwriter on any City bond issue.
D. Disclosure – Full disclosure of operating costs along with capital costs will be made to the bond rating
agencies and other users of financial information. The City staff, with assistance of the financial advisor and
bond counsel, will prepare the necessary materials for presentation to the rating agencies and will aid in the
production of the Preliminary Official Statements. The City will take responsibility for the accuracy of all
financial information released.
E. Federal Requirements – The City will maintain written procedures to follow post issuance compliance rules,
arbitrage rebate and other Federal requirements.
1. Post issuance tax compliance rules will include records retention, arbitrage rebate, use of proceeds,
and
2. Continuing disclosure requirements under SEC Rule 15c2-12, MSRB standards, or as may be required
by bond covenants or related agreements.
F. Debt Structuring – The City will issue bonds with an average life of twenty (20) years or less, not to exceed
the useful life of the asset acquired. The structure should approximate level debt service unless operational
matters dictate otherwise. Market factors, such as the effects of tax-exempt designations, the cost of early
redemption options and the like, will be given consideration during the structuring of long term debt
instruments. Exceptions to the 20 year average life include debt issues for major system expansions, such as
Page 71 of 101
24
FY2020 Proposed Budget
water, sewer or electric plants, in which case the City may issue debt greater than 20 years since the average
life of the asset exceeds 30 years. A cost benefit analysis indicating the impacts of extending debt beyond
20 years will be completed.
G. Utility and Self-Supporting Debt Coverage Ratio – Refers to the number of times all utility supported debt
service requirements or payments would be covered by the current operating revenues net of on-going
operating expenses of the City’s combined utilities (Electric, Water, and Wastewater).
The City will maintain a minimum debt service coverage ratio of 1.5 times for the utilities as a whole. The
bond ordinances allow the City to forego a debt reserve fund for its utility debt if the coverage is maintained
at 1.35 times or better. A coverage ratio of 1.5 times will also be required for all funds issuing self-supporting
debt (Airport, Stormwater, GTEC, GEDCO, and TIRZ).
Compliance Status – Debt coverage ratio FY2020 in compliance.
H. Bond Reimbursement Resolutions – The City may utilize bond reimbursements as a tool to manage its debt
issues, due to arbitrage requirements and project timing. In so doing, the City uses its capital reserve cash
to delay bond issues until such time when issuance is favorable and beneficial to the City.
The City Council may authorize a bond reimbursement resolution for General Capital projects that ha ve 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 em ergency,
allow stability of City operations should revenues fall short of budgeted projections and provide available
resources to implement budgeted expenditures without regard to actual timing of cash flows into the City.
A. Operational Coverage – The City’s goal is to maintain operations coverage of 1.0 (one), such that operating
revenues will at least equal or exceed current operating expenditures. Deferrals, short-term loans, or one-
time sources will be avoided as budget balancing techniques. Reserves will be used only for emergencies or
non-recurring expenditures, except when balances can be reduced because their levels exceed guideline
minimums as stated below.
1. Operating Reserves – The City will maintain reserves at a minimum of seventy-five (75) days (20.83%)
of net budgeted operating expenditures. Net budgeted operating expenditure is defined as total
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
Page 72 of 101
25
FY2020 Proposed Budget
grant agents. The amount of these funds are allocated within the following operating funds and
using the following guidelines to maintain the fund balance, working capital and retained earnings
(reserves) of the various operating funds at levels sufficient to protect the City’s creditworthiness, as
well as, its financial position from unforeseeable emergencies. For asset replacement reserves, see
Section XI. Capital Maintenance and Replacement.
Compliance Status – 75 day citywide reserves FY2020 in compliance.
2. General Fund – General Fund reserves will be assigned on the balance sheet. Reserves are allocated
as follows:
a. Base Level Reserve – will equal ninety (90) days, or 25%, of current year budgeted operating
expenditures designated for emergency use only. If the Base Level Reserve is used during the
fiscal year, the balance must return to the ninety (90) day requirement within the following fiscal
year’s adopted budget.
Compliance Status – General Fund 90 day Reserve FY2020 in compliance.
b. Economic Stability Reserve – will equal up to 6% of current year budgeted operating
expenditures. The reserve will be designated to temporarily offset a decline in any General Fund
revenue source during the current fiscal year or in planning the future budget year. The reserve
may be used when growth in any General Fund revenue source from one fiscal year to the next
is below zero. The reserve will be available to support only existing programs approved in a prior
fiscal year. Used funds shall be restored up to the 6% reserve as soon as practical.
Compliance Status – General Fund Stability Reserve FY2020 at 0%.
3. Tourism Fund – A minimum ninety (90) days of operating expenditures will be reserved within the
fund balance. These funds are designated to be used to offset any potential revenue shortfall that
occurs during the fiscal year and should be replenished in the following fiscal year’s budget.
Compliance Status – Tourism Fund Reserve FY2020 in compliance.
4. Joint Services Fund – A minimum ninety (90) days of operating expenses will be reserved for
unexpected delays in revenue or emergency expenses.
Compliance Status – Joint Services Fund Reserve FY2020 partial compliance. It is estimated to take
approximately 3 years to build the reserve to 90 days.
5. Fleet Fund – A minimum ninety (90) days of operating expenses will be reserved for unexpected
delays in revenue or emergency expenses.
Compliance Status – Fleet Fund Reserve FY2020 in compliance.
6. Facilities Fund - A minimum ninety (90) days of operating expenses will be reserved for unexpected
delays in revenue or emergency expenses.
Compliance Status – Facilities Fund Reserve FY2020 in compliance.
Page 73 of 101
26
FY2020 Proposed Budget
7. Information Technology Fund - A minimum ninety (90) days of operating expenses will be reserved
for unexpected delays in revenue or emergency expenses.
Compliance Status – IT Fund Reserve FY2019 in compliance.
8. Water Services Fund – The Water Fund will maintain the following reserves and assign them on the
balance sheet. These reserves are designated to be used to offset potential revenue shortfalls or
fund unexpected or emergency expenses that occur during the fiscal year. These reserves should be
replenished in the following budget cycle.
a. Operations Contingency Reserve – A minimum ninety (90) days or 25% of operating expenses,
including wholesale water contracts and net of transfers, designated for unexpected or
emergency use during the fiscal year.
Compliance Status – Operating Water Fund Reserve FY2020 in compliance.
b. Non-Operating Contingency Reserve – to maintain continuity of debt payments, capital projects
and to begin recovering from a natural disaster during the lag time of revenue recovery. This
reserve will be evaluated annually as part of the budget process, considering the 5 year CIP and
future debt requirements.
Compliance Status – Non-operating Water Fund Reserve FY2020 in compliance.
9. Stormwater Drainage Fund – A minimum ninety (90) days or 25% of operating expenses, will be
reserved in fund balance. These funds are designated to be used to offset any potential revenue
shortfall that occurs during the fiscal year and should be replenished in the following fiscal year’s
budget.
Compliance Status – Stormwater Fund Reserve FY2020 in compliance.
10. Electric Fund – The Electric Fund will maintain the following reserves and assign them on the balance
sheet:
a. Operations Contingency Reserve – A minimum ninety (90) days or 25% of operating expenses,
net of transfers and purchased power, designated for unexpected or emergency use during the
fiscal year and to be replenished in the following year’s budget.
Compliance Status – Operating Contingency reserve FY2020 in compliance.
b. Non-Operating Contingency Reserve – to maintain continuity and begin recovery process from
a natural disaster during the lag time of revenue recovery:
• 1% of historical rate base (total assets plus accumulated depreciation)
• 1/5th of the average cash funded portion of the 5 year CIP
• At least 50% of annual debt service payment
Compliance Status – Non-operating reserve FY2020 in partial compliance. It is estimated to
take 1 year to complete this reserve after enacting the new cost of service rate structure and
PCA.
Page 74 of 101
27
FY2020 Proposed Budget
c. Rate Stabilization Reserve – Up to 10% of purchased power costs will be reserved to protect
against energy market exposure and to maintain wholesale power contracts and stability until
expenses are recovered through revenue generated in the Power Cost Adjustment Factor.
Compliance Status – Rate stabilization reserve FY2020 not in compliance. It is estimated to
take 3 years to build this reserve after enacting the new cost of service rate structure and PCA.
d. Uses of Unanticipated and Unappropriated Electric Fund Balances – In the event that fund
balance in the Electric Fund exceeds recommended minimum cash as enumerated in the above
reserves, the funds may be used for the following purposes as approved by the City Council:
• Reduce the Power Cost Adjustment
• Reduce outstanding utility debt
• Fund capital projects
• Fund other one-time projects or equipment
11. Airport Fund – A contingency reserve of ninety (90) days of operating expenses will be maintained
in the fund for unforeseen or emergency expenditures. The reserve will represent all operating
expenses minus fuel costs and any transfers. Used funds should be replenished in the following year’s
budget.
Compliance Status – Airport Fund Reserve FY2020 in compliance.
12. GEDCO Fund – A debt service reserve equal to 1x the upcoming debt service payment for existing
debt (example - FY2020 reserve = FY2021 debt payment before new sale).
Compliance Status – Debt Service Reserve FY2020 in compliance.
13. GTEC Fund – A debt service reserve equal to 1x the upcoming debt service payment for existing debt
(example - FY2020 reserve = FY2021 debt payment before new sale).
Compliance Status – Debt Service Reserve FY2020 in compliance.
14. Rivery TIRZ Fund – A debt service reserve equal to 1x the upcoming debt service payment for existing
debt (example - FY2020 reserve = FY2021 debt payment before new sale).
Compliance Status – Debt Service Reserve FY2020 in compliance.
15. Downtown TIRZ Fund – A debt service reserve equal to 1x the upcoming debt service payment for
existing debt (example - FY2020 reserve = FY2021 debt payment before new sale).
Compliance Status – Debt Service Reserve FY2020 in compliance.
For all other funds, the fund balance is an indication of the balance of each particular fund at a specific time.
The ultimate goal of each such fund is to have expended the fund balance at the conclusion of the activity
for which the fund was established.
Reserve requirements will be calculated as part of the annual budget process and any additional required
funds to be added to the reserve balances will be appropriated within the budget.
Page 75 of 101
28
FY2020 Proposed Budget
Funds in excess of the minimum reserves within each fund may be expended for City purposes at the will of
the City Council once it has been determined that use of the excess will not endanger reserve requirements
in future years. This action requires an amendment to the City’s Annual Budget and is outlined in Section III.
J. Use of Unanticipated and Unappropriated General Fund Balances.
B. Liabilities and Receivables – Procedures will be followed to maximize discounts and reduce penalties offered
by creditors. Current liabilities will be paid within 30 days of receiving the invoice. Accounts Receivable
procedures will target collection for a maximum of 90 days of service. The Finance Director is authorized to
write-off non-collectible, non-utility accounts that are delinquent for more than 180 days, and utility
accounts delinquent more than 180 days, provided proper delinquency procedures have been followed, and
include this information in the Comprehensive Annual Financial Report to the City Council.
C. Capital Project Funds – Every effort will be made for all monies within the Capital Project Funds to be
expended in a timely manner preferably within thirty-six (36) months of receipt. Due to the long timeline of
some projects, unused cash or bond proceeds will be reserved on the fund schedule and appropriated when
needed. The fund balance will be invested and income generated will offset increases in construction costs
or other costs associated with the project. Capital project funds are intended to be expended totally, with
any unexpected excess to be approved for use according to the bond covenant and opinion of bond counsel.
D. General Debt Service Funds – Revenues within this fund are stable, based on property tax revenues. Balances
are maintained to meet contingencies and to make certain that the next year’s debt service payments may
be met in a timely manner. Fund balance should not fall below 45 days annual debt service requirements, in
accordance with IRS guidelines.
Compliance Status – Debt Fund Reserve FY2020 in compliance.
E. Investment of Reserve Funds – The reserve funds will be invested in accordance with the City’s investment
policy.
Page 76 of 101
29
FY2020 Proposed Budget
F. Ratios/Trend Analysis – Ratios and significant balances will be incorporated into the quarterly financial reports
to the City Council for the Electric, Water and General Debt Service Funds. This information will provide
users with meaningful data to identify major trends of the City's financial condition through analytical
procedures. The following ratios/balances will be used as key financial indicators:
• Debt Ratio: Current liabilities plus long-term liabilities divided by total
assets
CL +LTL/TA AL < 0.5
• Times Coverage Ratio: Operating revenue less operating expense divided by
annual debt service
(OR-OE)/DSV AL > 1.5
The City will develop minimum/maximum levels for the above ratios/balances through analyzing of City
historical trends and future projections.
XVI. RISK MANAGEMENT AND INTERNAL CONTROLS
A. Written Procedures – Wherever possible, written procedures will be established and maintained by the
Finance Director for all functions involving cash handling and/or accounting throughout the City. These
procedures will embrace the general concepts of fiscal responsibility set forth in this policy statement.
B. Internal Audit Program – An internal audit program will be maintained by the Finance Director to ensure
compliance with City policies and procedures and to prevent the potential for fraud.
1. Departmental Audits – departmental processes will be reviewed to ensure dual control of City assets
and identify the opportunity for fraud potential, as well as, to ensure that departmental internal
procedures are documented and updated as needed.
2. Employees or Transaction Review – Programs to be audited include Petty Cash, City Credit Card
accounts, time entry, and travel. All discrepancies will be identified, and the employee’s Director
will be notified. The City Manager will also be notified depending on the seriousness of the
infraction.
3. Fraud Awareness and Reporting – The City will maintain its personnel policy regarding fraud. The will
maintain an arrangement with a third party for anonymous reporting of fraud, waste or abuse of City
resources. The City will provide training to all City employees on recognizing and reporting fraud.
4. The Finance Director and City Manager will present an annual audit plan to the General Government
and Finance board. Results of all internal audits will be provided to the GGAF and City Council at
year-end.
C. Directors Responsibility – Each Director is responsible for ensuring that good internal controls are followed
throughout their department, that all Finance Division directives are implemented and that all independent
Page 77 of 101
30
FY2020 Proposed Budget
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.
E. Electric Utility Risk – Chapter 13.38 of the City’s Code of Ordinances establishes Council’s authority to oversee
all risk of the Electric utility including CRR auctions, wholesale power agreements, futures contracts, and
other transactions that expose the City to significant risk.
Page 78 of 101
City of Georgetown, Texas
Government and Finance Advisory Board
June 26, 2019
S UB J E C T:
C onsideration and pos s ible approval of a c ontract with ES R I to provide geographic information s ystems
s oftware to the C ity of G eorgetown for a total of $150,000.00 over three years --G reg Berglund, As s is tant
Director, Information Tec hnology
IT E M S UMMARY:
S taff recommends that the C ity renew its S mall G overnment Enterprise Licens e Agreement (S G ELA) with
ES R I. ES R I is the C ity’s vendor for G eographic Information S ystem (G I S ) mapping software. T he
ES R I s mall government site lic ense is a dis counted three year contrac t in which the C ity pays a flat yearly
fee and, in return, is able to ins tall an unlimited number of G I S software licens es on our servers and
works tations without additional c os ts. T he s ite licens e includes all major software produc ts offered by
ES R I. T he yearly fee is based on a c ommunity’s C ens us population. C ontinuing the site lic ense offers
s everal advantages :
E S R I pricing strategies make the site license more cost effective for cities the size of G eorgetown
New s oftware sys tems implemented over the pas t three years (i.e., C us tomer Information S ys tem,
P arks and R ecreation management sys tem) have increased the number of G I S s oftware lic enses
needed to provide geographic data to those s ystems
T he S G ELA allows budgeting for a s et amount of software maintenance costs as oppos ed to seeing
large s tep inc reas es oc curring in a s ingle year
Allows mapping staff to expand its G I S software toolset and fully capitalize on the C ity’s G I S
inves tment
Includes training opportunities for mapping personnel
F IN AN C IAL IMPAC T:
T he yearly cost of the three-year site lic ense is $50,000.00 per year (2019 – 2021). T he price has inc reas ed
for the next three years bec ause pricing is based on a C ity’s C ensus population. T he C ity C ensus
population is estimated to be at 74,180 as of July 2018. F Y 2019 amount is budgeted under acc ount 570-5-
0641-51-341.
S UB MIT T E D B Y:
G reg Berglund, As s is tant Director, Information Tec hnology
AT TAC H ME N T S:
Description Type
Quote Backup Material
Contract Backup Material
Page 79 of 101
Page 80 of 101
Page 81 of 101
Page 82 of 101
Page 83 of 101
Page 84 of 101
Page 85 of 101
Page 86 of 101
Page 87 of 101
Page 88 of 101
Page 89 of 101
City of Georgetown, Texas
Government and Finance Advisory Board
June 26, 2019
S UB J E C T:
C onsideration and pos s ible ac tion to approve the purc hase of fire and res cue equipment from Metro F ire
Apparatus S pec ialis t using the Buy Board C ontrac t #524-17 at a total cost not to exc eed $90,000 for the
fis cal year 2018-2019.--C lay S hell, Assistant F ire C hief
IT E M S UMMARY:
T hes e purchas es are through the Buy Board C ontrac t # 524-17
T he G eorgetown F ire Department periodically purchas es new and replacement fire and resc ue equipment
on an as needed basis through the year, and antic ipates expenditures for F Y 2018-2019 will total
approximately $90,000. S taff has determined that the best value for the C ity is to procure the required
equipment from Metro F ire Apparatus S pec ialis t using the c ompetitively bid Buy Board C ontract #524-17.
Us e of a c ompetitively bid cooperative contrac t provides more favorable pric ing as the c ooperative solic its
for statewide us age volumes as oppos ed to that of the C ity only.
C urrently, the F ire Department proc uring new equipment for the departments new ladder truc k.
F IN AN C IAL IMPAC T:
F unding is allocated in 2018-19 budget.
G L 242-5-0422-51-550
S UB MIT T E D B Y:
C lay S hell, As s is tant F ire C hief
AT TAC H ME N T S:
Description Type
Equip List Backup Material
Page 90 of 101
Page 91 of 101
City of Georgetown, Texas
Government and Finance Advisory Board
June 26, 2019
S UB J E C T:
Dis cus s ion and pos s ible rec ommendation to approve the purchas e of a Dodge R am 5500-Dies el Wildland
Interfac e F ire Engine from C has tang C hrys ler Dodge R AM Jeep through the H-G AC C ontrac t F S 12-17
for a cost not to exc eed $242,042.00--John S ullivan, F ire C hief
IT E M S UMMARY:
T he new Wildland Interfac e Engine, manufactured by S keeter Brush Trucks will c arry 400 gallons of water
and 20 gallons of foam with advanced off-road c apabilities.
T he equipment purchas e for this type of apparatus in acc ordanc e with the National F ire P rotec tion
As s ociation S tandard 1901 and 1906 (NF PA 1901 and 1906) and National Wildfire C oordinating G roup
(NW C G ) will be a separate reques t.
T his will be the third unit purc hased and will be assigned to the new F ire S tation 7 loc ated at 2711 E
Univers ity Ave.
F IN AN C IAL IMPAC T:
F unding is allocated in 2018-19 budget. G L 520-5-0351-52-705.
S UB MIT T E D B Y:
John S ullivan, F ire C hief
AT TAC H ME N T S:
Description Type
Proposal Backup Material
Photo Backup Material
Page 92 of 101
Proposal 303853.21 1/2 06-01-2019
3500 Shelby Lane
Denton, Texas 76207
GDN P115891
TXDOT MVD No. A115890
EIN 27-4333590
June 1, 2019
Clay Shell, Asst. Chief
Georgetown Fire Department
P.O. Box 409
GEORGETOWN TX 78627
Proposal for 2020 Skeeter Brush Truck
Siddons-Martin Emergency Group, LLC is pleased to provide the following proposal to Georgetown Fire Department. The unit will comply with
the specifications attached and made a part of this proposal. In accordance with Texas law and H-GAC Cooperative Purchasing guidelines,
your Purchase Order for the total amount should be issued to Chastang Dodge. Unless otherwise specified, delivery and training are
included FOB Georgetown Fire Department.
Description Amount
EP804488, No. 3654, 2019 Skeeter Brush Truck
Skeeter, Dodge, 4 Door, Skeeter, Rescue-Side, ISC 300, 400 gal, CET PFP-21HP-DSL-MR
Price guaranteed for 60 days. Delivery within 12-13 months of order date. A warranty term of 12
months is included.Vehicle Price $ 241,042.00
Equipment $ 17,550.00
SUB TOTAL $ 258,592.00
H-GAC Skeeter FS12-17 $ 1,000.00
TOTAL $ 259,592.00
H-GAC Cooperative Purchasing. In accordance with H-GAC Cooperative Purchasing guidelines, your Purchase Order is to be issued to:
Chastang Dodge
1212 South Velasco
Angleton TX 77515
Taxes. Tax is not included in this proposal. In the event that the purchasing organization is not exempt from sales tax or any other applicable
taxes and/or the proposed apparatus does not qualify for exempt status, it is the duty of the purchasing organization to pay any and all taxes
due. Balance of sale price is due upon acceptance of the apparatus at the factory.
Late Fee. A late fee of .033% of the sale price will be charged per day for overdue payments beginning ten (10) days after the payment is due
for the first 30 days. The late fee increases to .044% per day until the payment is received. In the event a prepayment is received after the
due date, the discount will be reduced by the same percentages above increasing the cost of the apparatus.
Cancellation. In the event this proposal is accepted and a purchase order is issued then cancelled or terminated by Customer before
completion, Siddons-Martin Emergency Group may charge a cancellation fee. The following charge schedule based on costs incurred may be
applied:
(A) 10% of the Purchase Price after order is accepted and entered by Manufacturer;
(B) 20% of the Purchase Price after completion of the approval drawings;
(C) 30% of the Purchase Price upon any material requisition.
The cancellation fee will increase accordingly as costs are incurred as the order progresses through engineering and into manufacturing.
Siddons-Martin Emergency Group endeavors to mitigate any such costs through the sale of such product to another purchaser; however, the
customer shall remain liable for the difference between the purchase price and, if applicable, the sale price obtained by Siddons-Martin
Emergency Group upon sale of the product to another purchaser, plus any costs incurred by Siddons-Martin to conduct such sale.
Acceptance. In an effort to ensure the above stated terms and conditions are understood and adhered to, Siddons-Martin Emergency Group,
LLC requires an authorized individual from the purchasing organization sign and date this proposal and include it with any purchase order.
Upon signing of this proposal, the terms and conditions stated herein will be considered binding and accepted by the Customer. The terms and
acceptance of this proposal will be governed by the laws of the state of TX. No additional terms or conditions will be binding upon Siddons-
Martin Emergency Group, LLC unless agreed to in writing and signed by a duly authorized officer of Siddons-Martin Emergency Group, LLC.
Sincerely,
Travis Walden
Siddons-Martin Emergency Group, LLC
Page 93 of 101
Proposal 303853.21 2/2 06-01-2019
I, ________________________________________, the authorized representative of Georgetown Fire Department, agree to purchase the proposed and
agree to the terms of this proposal and the specifications attached hereto. Georgetown Fire Department will, in accordance with HGAC
Cooperative Purchasing guidelines, issue a purchase order or approved statement to Chastang Dodge indicating its approval
of this proposal.
__________________________________________
Signature & Date
Page 94 of 101
Page 95 of 101
City of Georgetown, Texas
Government and Finance Advisory Board
June 26, 2019
S UB J E C T:
Dis cus s ion and pos s ible rec ommendation to approve the purchas e of firefighting equipment from S iddons -
Martin Emergency G roup through the H-G AC C ontrac t F S 12-17 for a c os t not to exceed $17,813.25--
C lay S hell, As s is tant F ire C hief
IT E M S UMMARY:
T he equipment purchas e is for the new Wildland Interface Engine that was approved in the F Y-19 Budget.
T his type equipment is in ac cordance with the National F ire P rotection Assoc iation S tandard 1901 and
1906 (NF PA 1901 and 1906) and National Wildfire C oordinating G roup (NW C G ).
F IN AN C IAL IMPAC T:
F unding is allocated in F Y-19 budget.
G L 242-5-0422-51-550
S UB MIT T E D B Y:
C lay S hell, As s is tant F ire C hief
AT TAC H ME N T S:
Description Type
Equip List Backup Material
Proposal Backup Material
Page 96 of 101
Type VI TIFMAS Equipment
Description Part Number Vendor Manufacture Qty
CHAINSAW, CHAPS, 32"KCN511-32 Amazon.com Stankco 1
Waterax mini-striker pump MINI-STRIKER Skeeter 1
FIRST AID KIT K610-030 1
TOW ROPE, 25'SKU #122788099 Tractor Supply 1
TOW CHAIN, 25'TOWCHAIN Home Depot 1
Radio, Motorola APX8500 APX8500 Clay Cassard 1
1
Description Part Number Vendor Manufacture Qty
ADAPTER, DOUBLE FEMALE 2 1/2 NH X 2 1/2 NH 35R2525 KOCHEK KOCHEK 1
ADAPTER, DOUBLE MALE 2 1/2 NH X 2 1/2 NH 36R2525 KOCHEK KOCHEK 1
HARD SUCTION, 2.5" X 8 FT!P9251-08 KOCHEK KOCHEK 2
Hard Suction, 1.5" X 8 FT!P152-08 KOCHEK KOCHEK 2
2 1/2 NH BARREL STRAINER BS25 KOCHEK KOCHEK 1
1 1/2 NH BARREL STRAINER BS15 KOCHEK KOCHEK
Adapter, 1 ½” NPSH-F to 1 ½” NH-M 37R15P15 KOCHEK KOCHEK 1
Adapter, 1.5" F x 2.5" M 37R1525 KOCHEK KOCHEK 1
1 ½” NH, Double Female 35R1515 KOCHEK KOCHEK 2
1 ½” NH, Double Male 36R1515 KOCHEK KOCHEK 1
1 ½” NH-F to 1” NH-M 37R1515P KOCHEK KOCHEK 1
2 ½” NH-F to 1 ½” NH-M 37R2515 KOCHEK KOCHEK 1
1 ½” NH-F, Automatic Check and Bleeder 11153 CASCADE 1
¾” GHT, Shut Off 15X969 GRAINGER 4
Description Part Number Vendor Manufacture Qty
ACCESSLINE, ORANGE 5158XXXORS RESCUETECH 100
ROPE BAG, RED 801214 RESCUETECH 1
Description Part Number Vendor Manufacture Qty
QUADRAFOG W/GRIP FQS125PS TFT TFT 1
Page 97 of 101
1" Viper nozzle SG1560 kencofire.com Viper 3
Description Part Number Vendor Manufacture Qty
Drip Torch 770-64501 Supply Cache 1
FIRE HOSE, 1"X100' NH 851-35101 THE SUPPLY CACHE 5
DUAL RANGE NOZZLE - 1 inch 858-30405 THE SUPPLY CACHE 4
TWO PIECE MOP-UP WOND 853-31101 THE SUPPLY CACHE 2
MOP-UP NOZZLE 853-31051 THE SUPPLY CACHE 2
100' MULTI-FLO HOSE 3/4"851-35201 THE SUPPLY CACHE 5
Gated Wye, 1-1/2" NH x (2) 1 1/2" NH AYLNF-NF TFT 1
Gated Wye, 1-1/2" NH x (2) 1" NH AYLNF-NF TFT 2
COUNCIL COMBI TOOL 651-24301 THE SUPPLY CACHE 1
"Shovel" Tool-Forest Fire Shovel, Pony by Jackson Tools 659-2251 THE SUPPLY CACHE 2
MCLEOD TOOL 651-24221 THE SUPPLY CACHE 1
Fire Shelter-New Generation, Regular 250-12051 THE SUPPLY CACHE 2
Shelter Pack 604-30251 THE SUPPLY CACHE 2
Wildland Hose Clamps 853-37501 THE SUPPLY CACHE 4
WYE, 3/4" X 3/4" (2) GHT 859-15204 THE SUPPLY CACHE 2
Radio Harness - Dual Radio 623-95207 SUPPLY CACHE True North 2
Description Part Number Vendor Manufacture Qty
2LB CONNECTION MALLET AJ311 W.S. DARLEY 1
14" pipe wrench 4A499 GRAINGER Cast Iron 1
DOUBLE ENDED SPANNER WRENCH L800 W.S. DARLEY 2
PULASKI X586 W.S. DARLEY 2
REFLECTOR KIT P639 W.S. DARLEY 1
Pliers, Side Cutters Home Depot Klein 1
SLEDGE HAMMER AE445 W.S. DARLEY 1
EXTINGUISHER, 5LB ABC P615 W.S. DARLEY 1
COLLAPSIBLE BACK PUMP U235 W.S. DARLEY 2
Page 98 of 101
Description Part Number Vendor Manufacture Qty
5 GALLON, NO-SPILL GASOLINE CAN 06176-1450C Home Depot 1
5 GALLON, NO-SPILL DIESEL CAN Home Depot 1
CHAINSAW, 20" BAR MS261CM-2-Gtown Outdoor Pwr STIHL 1
Description Part Number Vendor Manufacture Qty
HOSE, 1.5" X 50', YELLOW, OUTBACK Casco N. American 6
2.5"X50', YELLOW DP25-800X50Y-ARN KEY KEY 1
HOSE, 2.5"X25', YELLOW DP25-800X25Y-ARN KEY KEY 1
Description Part Number Vendor Manufacture Qty
BOLT CUTTER, 24"GRAINGER Westward 1
Ambry MVP Wildland Firefighting Hosepack (black) or
comparable 849-35003 Supply Cache AMBRY 2
Total
$17,550.00
Page 99 of 101
3500 Shelby Lane
Denton, Texas 76207
GDN P115891
TXDOT MVD No. A115890
EIN 27-4333590
June 12, 2019
Clay Shell, Asst. Chief
Georgetown Fire Department
P.O. Box 409
GEORGETOWN TX 78627
Proposal for Loose Equipment for Skeeter Brush Truck
Siddons-Martin Emergency Group, LLC is pleased to provide the following proposal to Georgetown Fire Department. The unit will
comply with the specifications attached and made a part of this proposal. Unless otherwise specified, delivery and training are
included FOB Georgetown Fire Department.
Description Amount
Loose Equipment $ 17,550.00
H-GAC Fee $ 263.25
TOTAL $ 17,813.25
Taxes. Tax is not included in this proposal. In the event that the purchasing organization is not exempt from sales tax or any
other applicable taxes and/or the proposed apparatus does not qualify for exempt status, it is the duty of the purchasing
organization to pay any and all taxes due. Balance of sale price is due upon acceptance of the apparatus at the factory.
Acceptance. In an effort to ensure the above stated terms and conditions are understood and adhered to, Siddons-Martin
Emergency Group, LLC requires an authorized individual from the purchasing organization sign and date this proposal and include
it with any purchase order. Upon signing of this proposal, the terms and conditions stated herein will be considered binding and
accepted by the Customer. The terms and acceptance of this proposal will be governed by the laws of the state of TX. No
additional terms or conditions will be binding upon Siddons-Martin Emergency Group, LLC unless agreed to in writing and signed
by a duly authorized officer of Siddons-Martin Emergency Group, LLC.
Sincerely,
Travis Walden
Siddons-Martin Emergency Group, LLC
I, ________________________________________, the authorized representative of Georgetown Fire Department, agree to purchase the
proposed and agree to the terms of this proposal and the specifications attached hereto.
__________________________________________
Signature & Date
Proposal 304367.2 Page 1 06/12/2019Page 100 of 101
City of Georgetown, Texas
Government and Finance Advisory Board
June 26, 2019
S UB J E C T:
Adjourn Meeting
IT E M S UMMARY:
F IN AN C IAL IMPAC T:
N/A
S UB MIT T E D B Y:
Amy Mertink, Board Liais on
Page 101 of 101