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INTRODUCTIONINTRODUCTION
i
INTRODUCTIONINTRODUCTION
City of Round Rock Adopted Budget
For the Fiscal Year
October 1, 2019 to September 30, 2020
This budget will raise more revenue from property taxes than last year’s budget by an amount of
$7,720,406, which is a 13.6 percent increase from last year’s budget. The property tax revenue to
be raised from new property added to the tax roll this year is $1,612,357.
On September 12, 2019, the following City Council members voted to adopt the scal year 2019-
2020 proposed budget.
Mayor Craig Morgan Matt Baker
Mayor Pro Tem Writ Baese Will Peckham
Tammy Young Hilda Montgomery
Rene Flores
The amounts above are based on the City’s property tax rates calculated or adopted as follows:
The total amount of municipal debt obligations secured by property taxes for the City of Round Rock
is $219,270,757.
The above information is presented on the cover page of the City’s FY 2020 Adopted Budget to comply with requirements
of Section 102.005 of the Texas Local Government Code.
In accordance with Section 104.0045 of the Texas Local Government Code as amended by HB 1495 - Itemization of
Certain Expenditures Required in Certain Political Subdivision Budgets - expense line items for public notices and
lobbying eorts are provided below:
Tax Rate
Adopted
FY 2020
Adopted
FY 2019
Property Tax Rate $ 0.439000 $ 0.420000
Eective Tax Rate 0.401615 0.406240
Eective M&O Tax Rate 0.426986 0.418350
Rollback Tax Rate 0.441338 0.430740
Debt Rate 0.125491 0.121870
Description
Adopted
FY 2020
Projected
FY 2019
Public notices required by law $45,000 $42,000
Lobbying services $126,000 $97,000
ii
INTRODUCTIONINTRODUCTION
CITY LEADERSHIPCITY LEADERSHIP
CITY LEADERSHIPCITY LEADERSHIP
Craig Morgan Mayor
Writ Baese Mayor Pro Tem - Place 5
Tammy Young Council Member - Place 1
Rene Flores Council Member - Place 2
Matt Baker Council Member - Place 3
Will Peckham Council Member - Place 4
Hilda Montgomery Council Member - Place 6
Laurie Hadley City Manager
Bryan Williams Assistant City Manager
Brooks Bennett Assistant City Manager
Susan L. Morgan, CPA Chief Financial Ocer
BUDGET PRESENTATION AWARDBUDGET PRESENTATION AWARD iii
INTRODUCTIONINTRODUCTION
BUDGET PRESENTATION AWARDBUDGET PRESENTATION AWARD
Government Finance Ocers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the City of Round Rock, Texas, for its Annual Budget
for the scal year beginning October 1, 2018. In order to receive this award, a governmental unit
must publish a budget document that meets program criteria as a policy document, as a nancial
plan, as an operations guide, and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to
conform to program requirements, and we are submitting it to GFOA to determine its eligibility
for another award.
BUDGET PROCESSBUDGET PROCESSiv
INTRODUCTIONINTRODUCTION
BUDGET PROCESSBUDGET PROCESS
The City’s budget is a complex document representing
the culmination of months of preparation and discussion
among the City Council and City sta regarding the
best ways to provide services to the community at the
greatest value. The process for developing the City’s
annual budget is a year-round eort spanning the City’s
scal year of October 1 through September 30.
The City Council meets each winter to rearm the City’s
vision and goals and to identify specic actions for the
upcoming scal year. The resulting strategic plan serves
as the foundation of the department budget requests. The
Executive Team, made up of the Department Directors,
Assistant City Managers, and the City Manager, reviews
all budget requests for alignment with Council direction
and potential eciencies. The team works together to
rene requests into a balanced proposed budget.
In accordance with the City Charter, the proposed budget
must be presented to the City Council by August 1 each
year. Typically, Council recevies the proposal in early to
mid July. Copies of the proposed budget are also made
available to the public through the City’s website and on
le at the Round Rock Public Library. The City Council
considers the proposed budget and provides public
hearings where public input regarding budget programs
and nancial impact is heard. Communication regarding
the budget is pushed out to the public via the community
cable television system, the City’s website, social media,
and local newspapers. Summaries of fees and tax rate
implications are included in these communications.
The budget and the tax rate are formally adopted by the
City Council during two separate readings of enabling
legislation at regularly scheduled Council meetings in
late August and in September. The Adopted Budget and
tax rate go into eect October 1 for the start of the new
scal year.
• Council Budget Retreat
• 5-year Capital Improvement
Plan & Operating Plan
• Salary & Benet projections
• Departments submit budget
requests
• Revenue projections
• Executive review of budget
requests
• Strategic budget narratives
• Tax rolls certied by Chief
Appraisers
• Proposed Budget presented
to City Council
• Publication of proposed tax
rates
• Budget & Tax Rate nalized
and approved by City Council
• Adopted Budget and Tax rate
eective October 1 for new s-
cal year.
January - February
March - April
May - June
July - August
September - October
HOW TO USE THIS DOCUMENTHOW TO USE THIS DOCUMENT v
INTRODUCTIONINTRODUCTION
HOW TO USE THIS DOCUMENTHOW TO USE THIS DOCUMENT
This budget document is intended to give the reader a comprehensive overview of funding for
the City’s day-to-day operations, scheduled capital improvement expenditures, and principal
and interest payments for the City’s outstanding long-term debt. The document complies with
recommended practices for scal and budgetary transparency of the Government Finance
Ocers Association (GFOA). Hyperlinks have been added where appropriate to link various
sections of the document or to link to specic pages of the City’s website to enhance electronic
accessibility of the document.
The rst three sections, the Budget Message, Strategic Plan, and City Prole, provide an overview
of the City’s strategic planning eorts and how this budget is targeted to continue to provide
high-quality services. The operating expenditures are presented by fund and by department in
the General Fund, Utility Fund, Drainage Fund, and Special Revenue Fund sections to give the
reader a clear idea of how resources are allocated across the City’s various programs.
The following icons have been created to graphically depict the City Council’s six strategic goals
consistently throughout the document in order to more clearly identify how the budget is founded
on the goals.
Financially Sound City
Providing High Value
Services
City Infrastructure: Today
and for Tomorrow
Great Community to Live
“The Sports Capital of
Texas” for Tourism and
Residents
Authentic Downtown
- Exciting Community
Destination
Sustainable
Neighborhoods
TABLE OF CONTENTSTABLE OF CONTENTSvi
INTRODUCTIONINTRODUCTION
TABLE OF CONTENTSTABLE OF CONTENTS
BUDGET MESSAGE
Budget Message................................................1
Strategic Priorities..............................................3
Local Economy.................................................11
Financial Review..............................................13
STRATEGIC PLAN
Strategic Planning for the City...........................19
City Vision........................................................20
City Goals........................................................22
Policy Agenda - Top Priority Projects..............24
Policy Agenda - High Priority Projects.............26
Management Agenda - Top Priority Projects...28
Management Agenda - High Priority Proj........30
Management Agenda - Medium Priority Proj..32
Long Range Financial Planning.......................33
CITY PROFILE
Round Rock City Council.................................35
City Organizational Chart................................36
Location of Round Rock..................................37
History of Round Rock....................................38
Present Day Round Rock................................40
Destination Round Rock.................................42
Accolades........................................................43
City Survey Results.........................................44
City Population.................................................46
City Top Tens...................................................47
BUDGET SUMMARIES
Total Adopted Budget......................................49
Citywide Fund Schedule..................................50
Combined Expenditures by Category..............52
General Fund New Projects............................53
Other Fund New Projects................................54
REVENUE SUMMARIES
General Fund Revenues
Revenues Summary........................................55
Revenues in Detail..........................................56
Eective Tax Rate Infographic.........................59
Tax Rate Terminology.......................................60
Property Tax and Value Summary...................61
Property Tax Value Infographic........................62
Average Monthly Expenses Infographic..........63
Assessed Value & Property Tax Rate History..64
Taxable Assessed Valuation............................65
10 year Property & Sales Tax Analysis............66
Revenues 10 year History...............................67
Other Revenues
Utility Fund Revenues Summary.....................68
Utility Fund Revenues in Detail.......................69
Drainage Fund Revenues Summary...............70
Utility & Drainage Revenues - 10 yr History......71
Other Revenues - 10 year History....................72
GENERAL FUND
General Fund Schedule...................................75
Administration.................................................76
Communications & Marketing.........................79
Finance...........................................................82
Fire..................................................................85
Fiscal Support & Legal Services.....................89
General Services.............................................91
Human Resources...........................................94
Information Technology....................................97
Library...........................................................100
Parks & Recreation........................................103
Planning & Development Services................107
Police.............................................................110
Recycling/Solid Waste Services....................113
Transportation...............................................116
TABLE OF CONTENTSTABLE OF CONTENTS vii
INTRODUCTIONINTRODUCTION
UTILITY FUND
Utility Fund Schedule.....................................121
Utilities Administration...................................122
Utility Billing & Collections.............................126
Water Services..............................................129
Wastewater Services.....................................134
DRAINAGE FUND
Drainage Fund Schedule...............................139
Drainage........................................................140
SPECIAL REVENUE FUNDS
Special Revenue Fund Descriptions.............143
Hotel Occupancy Tax Fund
Hotel Occupancy Tax Fund Schedule...........144
Arts & Culture................................................145
Convention & Visitors Bureau........................148
Multipurpose Complex Fund
Multipurpose Complex Fund Schedule.........150
Multipurpose Complex...................................151
Sports Center Fund
Sports Center Fund Schedule.......................154
Sports Center.................................................155
Golf Fund
Golf Fund Schedule.......................................158
Forest Creek Golf Club.................................159
Other Special Revenue Funds
Special Revenue Fund Schedule..................162
Type B Fund..................................................164
Other Special Revenue Funds......................165
CAPITAL PROJECT FUNDS
Capital Project Process.................................167
Operational Impacts by Project.....................170
Administration................................................171
Drainage and Stormwater..............................172
General Services...........................................173
Internal Services............................................174
Library...........................................................175
Parks & Recreation........................................176
Public Safety..................................................178
Sports Management & Tourism.....................179
Transportation...............................................180
Utility..............................................................182
DEBT
Outstanding Debt..........................................185
Debt Issuance Policy.....................................186
Future Debt Issuances..................................187
General Fund Debt........................................188
Type B Fund Debt.........................................190
Hotel Occupancy Tax Fund Debt...................192
Utility Fund Debt............................................194
Drainage Fund Debt......................................196
Debt Ratings..................................................198
PERSONNEL
Summary of FTEs by Function......................199
Summary of FTEs by Fund...........................200
Authorized Personnel - Detail by Dept..........201
Pay Structure.................................................205
APPENDIX
Financial Policies...........................................207
Home Rule Charter........................................225
Budget Ordinance..........................................230
Tax Rate Ordinance.......................................232
Water Utility Rates.........................................235
Glossary........................................................242
Acronyms......................................................247
viii
INTRODUCTIONINTRODUCTION
BUDGET MESSAGEBUDGET MESSAGE
1
September 12, 2019
The Honorable Mayor, Mayor Pro Tem, and City Council
City of Round Rock, Texas
We are pleased to present the City’s Adopted Budget for the scal year of October 1, 2019 through
September 30, 2020. This total budget of $444.7 million reects the City Council’s continued
commitment to long-range strategic planning and City sta’s teamwork and collaboration in providing
high-value services to Round Rock’s citizens and customers. This Budget Message section provides
a high-level summary of some of the major components of the budget. The other sections of this
document outline the budget in much more detail, both in summary for the whole City and by specic
fund.
We believe the adopted budget reects a scally responsible approach to improving the City’s
infrastructure and meets current demands while maintaining the City’s strong nancial position.
Attention has been given to preservation of the City’s infrastructure and maintaining quality City
services to the growing population. This budget builds on high customer satisfaction ratings and
prudent strategies implemented to diversify our economic base. We envision this adopted budget as
a policy statement, a nancial summary, and a communication tool to show Round Rock has been
and will continue to be a premier City, remaining nancially sound, and providing high value services.
We wish to thank all the departments and sta members who contributed eort, time, and team spirit
in the development of this budget. Furthermore, special thanks are extended to all members of the
Finance Department who contributed to this document.
Bryan Williams
Assistant City Manager
Brooks Bennett
Assistant City Manager
Laurie Hadley
City Manager
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2
BUDGET MESSAGEBUDGET MESSAGE
Texas Comptroller Glenn Hegar has awarded the City of Round Rock 4 Transparency Stars,
recognizing the City’s eorts to ensure information on the City’s traditional nances, debt obligations,
economic development, and public pensions are readily available to the public.
The stars, awarded through the Comptroller’s Transparency Stars Program, are a great achievement
by our Finance Department sta who strive to meet the best practices in transparency. During
FY 2020 the City will continue to increase the level of transparency and will apply for the last
remaining star: Contracts and Procurement. https://www.roundrocktexas.gov/departments/nance/
transparency-stars/
The City of Round Rock’s vision is to be:
• A Family-Friendly Community that is Safe and Distinctive by Design
• “The Sports Capital of Texas” and Major Medical and Educational Destination
• An Authentic Downtown and choice of Great Neighborhoods
INCREASING TRANSPARENCY
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STRATEGIC PRIORITIESSTRATEGIC PRIORITIES 3
BUDGET MESSAGEBUDGET MESSAGE
STRATEGIC PRIORITIESSTRATEGIC PRIORITIES
In February 2019 the City Council armed and rened Round Rock’s 6 strategic goals. The total
adopted budget of $444.7 million is focused on furthering these goals listed below:
The City’s most recent biennial citizen survey revealed that trac and transportation is the top
concern of our community. While major improvements to I-35, SH45, and U.S. 79 remain under the
jurisdiction of TxDOT and outside the scope of our City budget, this adopted budget does include
funding for improvements to the City’s transportation network that will provide relief to our residents.
Some of these improvements include:
• Continue $4.3 million annual funding for neighborhood street maintenance. The City has
$12.5 million in these projects recently completed or in progress.
• The McNeil (East Bagdad) Extension will extend McNeil Road east to Georgetown
Street to help redirect trac around our historic downtown, enhancing the downtown core for
pedestrians.
• Signicant engineering and sta work to prepare for upcoming road improvement
projects - including Kenney Fort Boulevard, Gattis School Road, Red Bud Lane, and University
Boulevard.
Financially Sound City
Providing High Value Services
City Infrastructure:
Today and or Tomorrow
Great Community
to Live
“Sports Capital of Texas” for
Tourism and Residents
Authentic Downtown - Exciting
Community Destination
Sustainable Neighborhoods -
Old and New
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STRATEGIC PRIORITIESSTRATEGIC PRIORITIES4
BUDGET MESSAGEBUDGET MESSAGE
STRATEGIC PRIORITIESSTRATEGIC PRIORITIES
The City continues to invest in the historic downtown with upgrades in FY 2020 to roads and gathering
spaces and more activities to make your family feel right at home in the heart of our community.
Some of these upgrades include:
• Downtown parklets, landscaping, lighting and sidewalk improvements will help
make the downtown more accessible and inviting for visiting, dining, shopping, and socializing.
• Rehabilitation and new lighting solutions for the historic downtown water tower will make
one of the City’s most recognizable landmarks look great year-round.
• Transportation and utility infrastructure improvements to the north-east downtown,
including planning and design of a future parking garage.
Round Rock’s recreation and cultural amenities set our City apart from many municipalities. This
FY 2020 Adopted Budget includes funding for improvements and connections to these amenities
that will continue to make Round Rock distinctive. Some of these improvements and connections
include:
• Trail connectivity has been a goal for several years now. The timing has been delayed
due to some right-of-way acquisition challenges, but this adopted budget includes the funding
necessary to connect our major trail systems and to provide a continuous trail experience across
our City.
• The design of our new library facility to be built downtown will continue in FY 2020.
Groundbreaking is planned for late 2021 with an opening date in November 2023.
• Continued funding for our ever popular family-friendly events including the July 4th
Parade, Hometown Holiday Lights, Pop up Play Days, Music on Main and more. Funding is also
included for Behran’s Ranch park and new playgrounds for Mesa Village and Bradford Park.
Public Safety remains a top priority for the City Council and Round Rock consistently ranks as one of
the safest cities in the nation. This adopted budget includes funding for several initiatives to secure
the highest level of public safety for years to come, including:
• Construction of a new Fire Station #3 is underway and the new station is scheduled to open
November 2020.
• One additional re code inspector to help the Fire Prevention division keep up with
inspections of new and existing businesses amidst the City’s continued growth.
• Two additional police ofcers and two additional victims’ assistants to assist in
eorts to keep Round Rock one of the safest cities in the nation.
Back to TOC
CITYWIDE BUDGETCITYWIDE BUDGET 5
BUDGET MESSAGEBUDGET MESSAGE
CITYWIDE BUDGETCITYWIDE BUDGET
The Fiscal Year 2020 Budget totals $444.7 million. The expenses are categorized in the pie chart
below and are summarized in the pages that follow.
ADOPTED PROPERTY TAX RATEADOPTED PROPERTY TAX RATE
The adopted property tax rate for FY 2020 is $0.4390 per $100 of valuation, 1.9 cents more
than the FY 2019 nominal rate of $0.4200.
• The adopted rate of $0.4390 is an increase of 3.7 cents or 9.3% above the eective tax rate of
$0.4016, which takes into account the 5% growth in existing property values from last year.
• New property valued at $367 million was added to the property tax roll since last year. This
amount of new property will generate $1.6 million in additional property tax revenues for FY 2020.
The median home value in Round Rock for FY 2020 is $255,198. An owner of a median valued
home will pay $93 per month in City property taxes for next year.
Sales tax continues to be an important revenue thanks to the strong local economy. These sales
tax revenues help the property tax rate as well.
• Built into the 2% local option sales tax rate is a half-cent for property tax reduction.
• This piece reduces the property tax rate for FY 2020 by 14.5 cents. That saves the median
homeowner $31 a month or 25% on their monthly tax bill.
28%
48%
9%
8%
7%
General Fund
Capital Projects
Debt (Principal
and Interest)
Utility
Funds
Other Funds
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GENERAL FUND REVENUESGENERAL FUND REVENUES6
BUDGET MESSAGEBUDGET MESSAGE
GENERAL FUND REVENUESGENERAL FUND REVENUES
The City’s General Fund Revenues come from a wide variety of revenue sources. A more detailed
look at the General Fund Revenues is available in the Revenues Summary section of this document.
Property Tax
$42.1M
The City’s property taxes
help cover many of our
core services including
police, re, transportation,
parks and recreation, and
the library. Over the past
three years the City
has opened three new
re stations, added
19 new reghters
and 11 new police
ocers, and has
opened a new Public
Safety Training
Facility - all thanks
in part to property tax
revenues.
Sales Tax $52.6M
For every $100 in purchases by
visitors, residents, and businesses,
the City collects $2 in sales
tax revenues. The General
Fund gets $1.50 and
the remaining 50
cents goes to the
Type B Fund to
pay for roads
and economic
development.
Round Rock’s
unique mix
of destination
shopping
and corporate
headquarters
generates far more
sales tax revenues
than most cities our size.
Other Revenues
$27.1M
Over 100 dierent revenue sources make up the remainder of General Fund
revenues. Some of these are large, like the Electric Franchise Tax revenues
budgeted at $3.6 million for FY 2020. This category includes fees for the
City’s many recreation programs, building permits, and other services.
35%
43%
22%
Single Family Residential
54%
Multifamily
10%
Commercial
36%
Taxable Value by Property Type
Round Rock enjoys a diverse and growing economy with all types of development happening across the
City. This diversity of land use means that even though single-family homes make up 92% of the properties
in Round Rock, nearly half of all property tax revenues are paid by owners of commercial and multifamily
property.
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GENERAL FUND EXPENSESGENERAL FUND EXPENSES 7
BUDGET MESSAGEBUDGET MESSAGE
GENERAL FUND EXPENSESGENERAL FUND EXPENSES
The City’s General Fund operating expenses in the FY 2020 Budget total $121.2 million. A more
detailed look at the General Fund Revenues is available in the General Fund section of this document.
48%
Public Safety
$57.5M
The Round Rock Police
Department and the Round
Rock Fire Department
are always top priorities
for the City Council in
prioritizing General
Fund expenses.
The police, re, and
emergency medical
protection these
departments oer
continue to make
Round Rock one of
the safest cities in the
country.
22%
Transportation and Planning
$20.6M
Transportation and Planning and
Development Services are on
the front lines of planning and
managing the City’s growth
and development and
maintaining roads and
neighborhood streets.
13%
17%
Support Services
$27.2M
Support Services departments in the General Fund include Administration, HR, IT, Finance,
Facilities Maintenance, and Vehicle Maintenance. These departments provide support to all City
divisions and functions, including those divisions and functions housed in other funds.
Recreation
& Culture
$15.9M
The Parks and
Recreation and Library
Departments oer the
high-quality recreation
and cultural services that
Round Rock’s residents
have come to expect.
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CAPITAL PROJECTSCAPITAL PROJECTS8
BUDGET MESSAGEBUDGET MESSAGE
CAPITAL PROJECTSCAPITAL PROJECTS
Other Projects $61.8M
Other projects include re station expansions, construction of new
City facilities, and other necessary capital improvements.
Utilities
$256.8M
The water, wastewater,
and drainage systems
have some big capital
projects underway,
including expansions to
the regional water and
wastewater systems.
43%
10%
7%
40%
Recreation and
Culture
$40.2M
A new main library is under
design. Extensions to
the City’s trail system
will start soon along
with other parks and
recreation facility
improvements.
Transpor-
tation
$252.0M
Road improvements
and expansions
will improve the
City’s transportation
infrastructure. Major
roadways scheduled for
expansion include Kenney Fort
Boulevard, Gattis School Road,
and University Boulevard & McNeil Road
extension.
Major Capital Projects
The City has a ve-year capital plan that enables long-range, proactive planning for the maintenance,
improvements, and expansions to the City’s infrastructure. The total cost of the capital plan included
in the FY 2020 adopted budget over the next ve years is $610.8 million. Because of our
conservative approach to nancial planning, only 39% of our planned capital projects will be debt-
nanced.
Projects
Estimated
Completion Date
Total
Project Cost
New Main Library Facility Nov 2023 $37.0M
Trail Projects (Brushy Creek, Heritage Trail, and Lake Creek) Fall 2022 18.9M
East WWTP Expansion and Re-Rate Improvements (BCRWWS) FY 2023 112.0M
University Blvd Improvements FY 2021 9.0M
McNeil Extension FY 2020 7.0M
Phase 1C Water Treatment Plant Expansion FY 2020 19.0M
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UTILITIES AND DRAINAGEUTILITIES AND DRAINAGE 9
BUDGET MESSAGEBUDGET MESSAGE
UTILITIES AND DRAINAGEUTILITIES AND DRAINAGE
Water
$38.9M
Utility Funds Expenses
Wastewater
$60.3M
Drainage
$7.9M
The City provides
water to over
140,000 people
within the City
limits and the sur-
rounding area. All
of these custom-
ers rely daily on
our water system
to deliver clean,
safe water.
The City’s
wastewater system
includes over 7,500
manholes, 354
miles of wastewater
line, lift stations, a
reuse water system,
and two wastewater
treatment plants.
The drainage utility accounts for all aspects of the storm water program associated
with storm water drainage, oodplain management, and water quality management.
Round Rock operates water, wastewater, and drainage systems that serve over 35,000 customers.
There are no utility rate increases in FY 2019/20. The scheduled water rate increase,
approved in 2017 as part of a 3 year plan, has been removed due to successful cost saving eorts.
Utility Revenues
Utility rates are structured to generate sucient revenues to fully cover the operations, maintenance,
and expansions to the water, wastewater, and drainage systems.
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10
BUDGET MESSAGEBUDGET MESSAGE
HOTEL OCCUPANCY TAX AND VENUE TAX FUNDSHOTEL OCCUPANCY TAX AND VENUE TAX FUNDS
HOTEL OCCUPANCY TAX AND VENUE TAX FUNDSHOTEL OCCUPANCY TAX AND VENUE TAX FUNDS
Tourism is a big deal in Round Rock, especially so for a City of our size. We have 3,258 hotel rooms with
another 1,451 under construction. Visitors come to Round Rock for the wide-range of indoor and outdoor
sporting events held in the Sports Capital of Texas; for our destination-based retail including IKEA, Bass
Pro Shops, and the Round Rock Premium Outlets; and for the variety of restaurants, outdoor adventures,
and numerous lodging options in the heart of Central Texas. Each one of these visitors who come and stay
overnight in one of Round Rock’s hotels pays a 9% City occupancy tax that is split between our two tourism-
related funds: the Hotel Occupancy Tax Fund and the Venue Tax Fund.
Hotel Occupancy Tax Fund
The Hotel Occupancy Tax Fund has a FY 2020 Adopted Budget of $4.9 million which funds the following
attractions in Round Rock.
The Dell Diamond opened in 2000, is consistently recognized as one of the best minor league stadiums
in the country ever since, and has one of the highest attendance rates.
The Round Rock Multipurpose Complex opened in May 2017. Since its inception it has hosted
dozens of regional tournaments, national tournaments for US Women’s Lacrosse and Quidditch, has been
named a home eld for a new professional rugby team, and has been selected as the future host for national
tournaments of NIRSA National Flag Football Championships and NIRSA Soccer National Championships.
Venue Tax Fund
The Venue Tax or Sports Center Fund has a FY 2020 Adopted Budget of $2.2 million which funds the Round
Rock Sports Center.
The Round Rock Sports Center opened in January 2014 and has since been the host of numerous
sporting events as well as banquets, wedding expos, corporate meetings, and other events that bring
visitors to Round Rock.
Back to TOC
LOCAL ECONOMYLOCAL ECONOMY 11
BUDGET MESSAGEBUDGET MESSAGE
LOCAL ECONOMYLOCAL ECONOMY
Round Rock’s economy is strong and vibrant. As the largest city in Williamson County and part of the Austin
Metropolitan Statistical Area (MSA), Round Rock is a key part of one of the fastest growing regions in Texas
and the country. From 2010 to the projected population for 2020, the City of Round Rock has experienced
population growth of 19.5% over the past 10 years. Our long-range population estimates predict this increase
continuing at a growth rate of around 2% per year for the foreseeable future. The state’s strong economy,
low unemployment rate, and low rate of overall taxation continues to draw new residents and businesses into
Central Texas.
Round Rock businesses have seen continued growth in revenues, especially in the hotel and restaurant
industries as more tourists and visitors come to enjoy Round Rock’s “Sports Capital of Texas”
sporting events, historic downtown, and unique blend of destination shopping experiences. The second year
of operations of the Round Rock Multipurpose Complex has continued the economic impact of an additional
30,000 visitors who attended a variety of regional and national tournaments and championships.
Dell is the largest employer in Round Rock with an
estimated 12,000 employees in 2019. Since Dell
relocated to Round Rock in 1994 their economic
impact to the City has been transformative. Dell
remains the City’s largest sales tax payer with sales
tax receipts projected to continue to grow into FY
2020. Because of the company’s commitment to
Round Rock, the employment opportunities they
oer, and the property tax and sales tax revenues
they generate Dell remains a major driver to the
City’s economy. The City was excited to join with
Dell in 2019 in celebrating their 25th anniversary of
making Round Rock their home.
Over the next ve years new economic development projects will reshape Round Rock’s economy by
diversifying the economy and bringing in new residents and visitors. The City entered into an agreement with
Mark IV Capital for The District on February 14, 2019. The planned $200 million project will be a live, work,
and play community located near the intersection of IH 35 and Texas 45. Initial plans for the development
include 1 million square feet of oce space, approximately 900 multifamily residential units, a hotel, a high-
end grocery store, and retail/restaurant space. This mixed use development will be a great opportunity for
continued growth and diversication of the City’s economy.
Another potential economic development project is planned for the
downtown block where the City’s iconic water tower sits. Pearlstone
Holdings has expressed intent to redevelop that block that could include
76,000-square-feet of Class A oce space, 9,600-square-feet of retail
space, a hotel, and a 372-space parking garage.
A new Embassy Suites Hotel and Conference Center is planned
to be built for $20 million on about 6 acres of land near the Bass Pro
Shops and Round Rock Premium Outlets. The project will bring a 160-
room hotel with at least 14,000-square-feet of convention and meeting
space and will generate at least 60 jobs. The hotel and conference center
is anticipated to open in 2021.
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LOCAL ECONOMYLOCAL ECONOMY12
BUDGET MESSAGEBUDGET MESSAGE
LOCAL ECONOMYLOCAL ECONOMY
United Parcel Service (UPS) opened a new facility in Round Rock in late 2018. This $70 million regional
distribution center is 225,000-square-feet and is located on fty acres of land near SH 45 and A.W. Grimes
Boulevard. The new center employs more than 300 people with an annual average salary of at least $50,000.
Kalahari Resorts selected Round Rock as the location of its fourth family resort and convention center.
The authentically African-themed Kalahari Resorts
and Convention Center will feature a minimum
of 975 well-appointed guest rooms, full-service
amenities, fully equipped tness centers, on-site
restaurants, unique retail shops, state-of-the-art
150,000 square-foot conference center, and a
200,000 square-foot indoor/outdoor water park.
This opens up new opportunities for Round Rock
and will provide substantial property tax revenues
and diversify the local economy and available
employment opportunities. The project broke
ground on May 15, 2018 and is expected to open
in late 2020.
Round Rock continues to see signicant growth in the medical industry. The City is home to several hospitals
oering comprehensive world-class healthcare services. Post Acute Medical Rehabilitation Hospital
opened on December 17, 2018 at the intersection of Medical Center Way and North A.W. Grimes Boulevard.
This 48,000-square-foot, 40-bed facility is the City’s sixth hospital and is designed to treat patients who have
suered traumatic brain injuries and strokes.
Round Rock also has several higher education facilities, many of which focus on healthcare disciples. These
institutions of higher learning include the Texas State University, Austin Community College, and
the Texas A&M Health Science Center. Texas State University opened its newest building, Willow Hall, on
May 24, 2018. This new $67.5 million, 107,000-square-foot facility is home to the university’s departments
of communication disorders, physical therapy, and respiratory care which moved from the university’s San
Marcos campus as the university continues to consolidate the College of Health Professionals here in Round
Rock.
Austin Community College celebrated the opening of
a $33 million, 45,000-square-foot expansion of its Round
Rock campus on September 26, 2018. The new expansion
features the college’s third state-of-the-art ACCelerator
with more than 140 computers, advanced science labs,
classrooms, and a social staircase where students can
gather to relax or study. The new expansion will make room
for the enrollment of an additional 1,000 students.
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FINANCIAL REVIEWFINANCIAL REVIEW 13
BUDGET MESSAGEBUDGET MESSAGE
FINANCIAL REVIEWFINANCIAL REVIEW
ALL FUNDS BY USEALL FUNDS BY USE
The FY 2020 Annual Budget totals $444.7 million, an increase of $87.8 million or 24.6% from last
year.
GENERAL FUNDGENERAL FUND
The General Fund is the primary fund for the City and accounts for core services including police and
re service, parks and recreation programs, the Round Rock Public Library, transportation planning,
and various administrative and management functions. Most of the new stang and operating costs
intended to maintain service levels in the midst of rapid population growth are included in the General
Fund. Additional spending totaling $2.1 million, or an increase of 1.8%, provides for 10 additional
full-time positions and additional operating costs. A complete breakdown of these additions can be
found in the Budget Summaries section of this document.
STAFFING AND COMPENSATIONSTAFFING AND COMPENSATION
The budget includes a total of 11 new full-time equivalents (FTEs) citywide. Of these new positions,
6 are for Public Safety, 1 Transportation Infrastructure Inspector is to help implement the road
expansion program, and the remainder will make sure other core City services keep up with
population growth. The Budget also includes funding for both market-based salary adjustments and
pay for performance salary increases.
PARD/Library/
Sports Tourism
$23.5 M
Support
Services
$61.5M
Utilities & Drainage
$30.2 M
Transportation
$15.8 M
Police
$34.3 M
Fire
$23.9 M
Principal & Interest
$42.0M
Capital
Projects
$213.5M
48%
5%
14%
7%
4%
8%
5%
9%
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FINANCIAL REVIEW FINANCIAL REVIEW 14
BUDGET MESSAGEBUDGET MESSAGE
FINANCIAL REVIEW FINANCIAL REVIEW
PROPERTY TAXPROPERTY TAX
The FY 2020 certied taxable
property value for Round Rock
is $14.6 billion, an increase of
7.7% from last year’s $13.6
billion. The adopted property tax
rate for FY 2020 is $0.439000 per
$100 of valuation. The tax rate is
an increase of 3.7 cents above
the eective rate of $0.401615,
and well below the rollback rate
of $0.441338. An owner of a
median valued home, valued at
$255,198, will pay $1,120 per
year in city property taxes, or
$93 per month.
The 3.7 cents of increase in the
adopted tax rate over the eective rate provides funding for rising operating costs for public safety
and city services, public safety equipment, and new debt payments for the road expansion program.
For an owner of a median valued home, this 3.7 cent increase equates to an additional $7.94 per
month in City property taxes.
With an adopted rate of $0.439000, the City continues to have one of the lowest property tax rates
in Central Texas, and is among the lowest rates in the state for medium-sized cities.
SALES TAX REVENUESALES TAX REVENUE
The economic environment is a major contributor to City resources. Sales tax provides 43%
of the revenue needed for the City’s $121.2 million General Fund budget, and is the primary
$0.00
$0.10
$0.20
$0.30
$0.40
$0.50
$0.60
$0.70
Hutto Leander Pflugerville Cedar Park Austin Round Rock Georgetown
$0.631
$0.542
$0.498
$0.447
$0.443
$0.439
$0.420
FY 2020 Combined Property Tax Rates per $100 Valuation
ALLOCATION OF TAX RATE INCREASE
Effective Tax Rate, certified $0.401615
Proposed Tax Rate $0.439000
PROPOSED INCREASE 3.7 cents
+9.3% Total
Allocation of Increase
Rising operating costs – Public Safety & City
Services including 10 new staff
1.7 cents
Public Safety Equipment 0.5 cents
New debt payments for Road Program 1.5 cents
TOTAL PROPOSED INCREASE 3.7 cents
MONTHLY INCREASE $7.94
Rising
operating costs
and growth
$3.65
Public Safety
Equipment
$1.07
New debt
paym ents for
Road
Expansion
Program
$3.22
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FINANCIAL REVIEW FINANCIAL REVIEW 15
BUDGET MESSAGEBUDGET MESSAGE
funding source for the City’s Type B
Corporation which supports roads and
economic development. Total sales tax
collections for the General Fund have
increased gradually over the past 13
years from $41.1 million in 2007 to
$52.6 million expected in 2020. The
Financial Policies adopted with the FY
2019 Budget include new initiatives to
reduce the nancial risk of the reliance
on Dell as the City’s largest sales tax
payer.
GENERAL SELF FINANCE GENERAL SELF FINANCE
FUNDSFUNDS
The City uses excess revenues and unspent funds to pay for major capital expenses, one-time
capital needs, and repair and rehabilitation costs for City parks, streets, public safety equipment, and
facilities. Using this pay-as-you-go philosophy has been a major contributing factor to maintaining a
low property tax rate and excellent long-term nancial stability while limiting new debt and providing
high quality, well-maintained equipment and facilities. In FY 2020, the City has designated available
cash funds to pay for the following projects.
$0
$10
$20
$30
$40
$50
$60
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019* 2020*
Millions
City Dell
City
Dell
38%
20%
62%
80%
Facilities and IT Repair & Replacement (FY2020) 1,500,000
PARD Repair & Replacements (FY2020) 250,000
Business Center Foundation Repairs 400,000
Update Facility Plan 50,000
Prete Plaza Mobile Restrooms 50,000
SMT
Transfer to Forest Creek Golf Club 200,000
OSP Replacement Reserve Fund (FY2019 & FY2020) 1,000,000
OSP Replacement Reserve - OSP Tennis Court Repairs 600,000
Evaluation and Design for Kinningham House 50,000
Police Radio Replacement Program (Year 6 of 7) 368,000
RRFD Equipment Replacement Program 250,000
Police Equipment Replacement Program 350,000
New Fire Apparatus for Station 9 - Fire 945,201
Exhaust Removal System - Fire Stations 1 & 9 159,000
Extrication Pad @ PTSC - Fire 150,000
Additional Funding To Complete Fire Station 3 755,000
Design for Obstacle Course - Police 50,000
Total New Gen
eral Self Finance Uses/Designations $7,127,201
Public Safety
PARD
City-
wide
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FINANCIAL REVIEWFINANCIAL REVIEW16
BUDGET MESSAGEBUDGET MESSAGE
FINANCIAL REVIEWFINANCIAL REVIEW
GENERAL FUND RESERVE POLICYGENERAL FUND RESERVE POLICY
The FY 2020 Budget includes a transfer to General Self-Finance to fund the one-time capital
projects listed on the prior page. The City’s Concentration Risk Fund, a separate account to provide
additional surety on the City’s highest sales tax remitters, remains in place. The Financial Policies
were updated with the adoption of the FY 2019 Budget to limit the City’s dependence on Dell, our
single largest sales tax payer. Any Dell sales tax in excess of 20% of budgeted General Fund sales
tax revenues will be budgeted and deposited in the General Self Finance Construction Fund for pay-
as-you-go one time capital expenditures.
DEBTDEBT
The City continues to maintain excellent credit and received an upgrade from Standard and Poor’s
on its Utility Revenue bonds in December 2017 and General Obligation bonds in October 2018 to
AAA, the highest rating of credit worthiness. In August 2018, the Hotel Occupancy Tax (HOT) Fund
received a rating upgrade to A+. City debt is managed through dedicated funds and long-term
planning for projects. For a more in depth look at the City’s outstanding debt obligations, refer to the
Debt section of this document.
UTILITY FUND - WATER AND WASTEWATERUTILITY FUND - WATER AND WASTEWATER
The City’s water and wastewater operations total $117 million in FY 2020 for operations and capital
needs. A scheduled 3 percent increase in water rates that was set to take eect October has been
rescinded by the City Council due to cost saving eorts in that department. The Utility Fund has
saved money by reducing its power costs, improving operations and lowering interest payments by
renancing its debt. More information on the Utility Fund is available in the Utility Fund section of
this document.
DRAINAGE FUNDDRAINAGE FUND
This fund provides a stable funding source for the maintenance of the City’s stormwater system.
There are no rate increases included in the adopted budget. This fund includes $3.5 million in
operating costs and $4.4 million for capital improvements to the City’s drainage system. More
information on the City’s Drainage Fund is available in the Drainage Fund section of this document.
HOTEL OCCUPANCY TAX AND SPORTS CENTER FUNDSHOTEL OCCUPANCY TAX AND SPORTS CENTER FUNDS
The local hotel/motel industry continues to be particularly vibrant in Round Rock. The City has 3,258
hotel rooms with another 1,451 under construction. Occupancy rates remain among the highest
in the state at 78%. Hotel Occupancy Tax proceeds support the City-owned Dell Diamond, the
Convention & Visitor’s Bureau, the Round Rock Sports Center, and the Multipurpose Complex.
More information on the Hotel Occupancy Tax and Sports Center Funds is available in the Special
Revenue Funds section of this document.
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FINANCIAL REVIEWFINANCIAL REVIEW 17
BUDGET MESSAGEBUDGET MESSAGE
ROUND ROCK TRANSPORTATION AND ECONOMIC ROUND ROCK TRANSPORTATION AND ECONOMIC
DEVELOPMENT CORPORATION (TYPE B) FUNDDEVELOPMENT CORPORATION (TYPE B) FUND
The Type B Fund receives its revenue from 0.5 cents of the City’s local sales tax. This provides $19.9
million per year for various transportation and economic development programs. These revenues
are allocated between transportation improvements and economic development projects through a
5 year allocation plan adopted by the Type B Board and by the City Council.
CAPITAL IMPROVEMENTS PROGRAM (CIP)CAPITAL IMPROVEMENTS PROGRAM (CIP)
The City manages its current assets and keeps up with growth through CIP master-planning for Parks
& Recreation, Roads, Water and Wastewater Utilities, Stormwater Drainage, and City Facilities.
Over the next ve years the City expects to spend $610.8 million on improvements in these areas.
Around 60% of these expenditures will be made with cash reserves the City has on hand which
shows the nancial stability of Round Rock. Not having to borrow for well over half of the planned
capital expenditures saves the community money. For more details on the CIP, including a complete
list of all planned capital projects over the next ve years please see the Capital Project Funds
section of this document.
5 YEAR CIP BY USE5 YEAR CIP BY USE
Admin, Comm, IT, Fleet, &
Facilities*
$30.7M
5%
Sports Management &
Tourism
$2.7M
0.5%
Drainage
$7.8M
1%
Fire
$20.4M
3%
Library
$21.7M
4%
Parks & Recreation
$15.9M
3%
Police
$2.8M
0.5%
Transportation
$252.0M
40%
Wat
er & W
ast
ewater
$256.8M
43%
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18
BUDGET MESSAGEBUDGET MESSAGE
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STRATEGIC PLANSTRATEGIC PLAN
19STRATEGIC PLANNING FOR THE CITYSTRATEGIC PLANNING FOR THE CITY
STRATEGIC PLANNING FOR THE CITYSTRATEGIC PLANNING FOR THE CITY
The Round Rock City Council uses focused long-range strategic planning to ensure the City continues
to provide high-quality services well into the future. At the core of this approach to planning is a multi-
year strategic plan rst developed in 2012. Each year the City Council meets with the City Manager and
Department Directors to revisit the strategic plan, recommit to the long range vision, and identify specic
measurable actions to be taken to help the City achieve its goals.
The Strategic Plan includes three major components that help focus operations and capital projects on the
long-range plan: a broad fteen (15) year vision, more specic ve (5) year goals, and measurable actions
to be taken each year to help achieve the goals and the broader vision. By basing the short-term actions on
the medium-term goals which are founded on the long-range vision, the City is laying out a strategic path for
daily operations, for capital projects, and for the future to continue Round Rock’s success.
PERFORMANCE MEASUREMENT
The City uses its strategic plan not only to set policy direction and guide annual budget decisions, but also as
a basis against which to gauge the level and quality of City services. By providing information about depart-
ment performance, the City hopes to allow the public, City Council, and City sta the opportunity to analyze
the results, to see if desired outcomes are being met, and to look for ways the City can continue to improve.
This document attempts to provide performance measures for each department along with basic nancial
information. Each department’s section within the General Fund, Water/Wastewater Utility Fund, Drainage
Fund, and Special Revenue Fund tabs provide the department’s specic vision and mission, nancial and
personnel information, and some performance measures. Most of these measures for FY 2020 are basic
measures that gauge the level and quantity of services provided to the City’s residents and customers. Over
the next few years City sta hopes to identify additional measures to assess the quality of service provided
and the outcomes to the City’s neighborhoods and to the residents resulting from the services.
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20
STRATEGIC PLANSTRATEGIC PLAN
CITY VISIONCITY VISION
CITY VISIONCITY VISION
The City Council rearmed the City of Round Rock’s
long-range 15 year vision during the Strategic
Planning Retreat in February. The vision provides
the foundation for the Strategic Plan and the FY
2020 Budget.
The vision outlined for 2030 is for Round Rock to be:
• A Family-Friendly Community that is Safe
and Distinctive by Design
• “The Sports Capital of Texas” and Major Med-
ical and Educational Destination
• An Authentic Downtown and choice of Great
Neighborhoods
For each of these components of the vision, these
are the guiding principles identied for each.
FAMILY-FRIENDLY COMMUNITY
• A sense of community identity and pride
• Strong community events, festivals, and
activities
• Top quality schools and educational programs
• Strong presence of faith institutions
• Strong cultural arts scene with residents
engaged or participating in programs and
activities
• Outdoor gathering places and parks for family
activities, both active and passive
• A reputation as a great place for family living
SAFE
• Recognition as the safest community in the
nation
• Zero tolerance for criminal activities
• Low crime rate, especially for Part I and Part
II crimes
• Timely response to emergency calls for ser-
vice
• No visual blight – an attractive and safe ap-
pearance
• Residents partnering with the City to create a
safe community
• A safe, secure water supply
• Residents and visitors should feel safe and
secure anywhere, anytime
DISTINCTIVE BY DESIGN
• Distinctive gateways and entrances so that
residents and visitors know that they are
entering Round Rock
• City facilities and landscaping that are
reective of the local character
• New developments and major buildings
designed for attractiveness
• Preservation of Round Rock’s historic
character
• Native water-wise landscaping in both public
and private areas
• Round Rock with a distinctive community
appearance from other Texas cities
THE SPORTS CAPITAL OF TEXAS
• Round Rock recognized as “The Sports
Capital of Texas”
• First class sports facilities and elds that are
state of the art and well-maintained
• Balance eld and facilities usage between
local recreation, tournaments, and tourism
• Multi-use elds and facilities for practice and
games
• Attract regional and national tournaments
• Host tournaments for mainstream sports,
such as baseball/softball, football, basketball,
volleyball, soccer, and cheer leading
• City and Round Rock Independent School
Prete Plaza
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21
STRATEGIC PLANSTRATEGIC PLAN
CITY VISIONCITY VISION
District (RRISD) working together and collab-
orating on facilities and eld use
MAJOR MEDICAL AND EDUCATIONAL
DESTINATION
• World class hospitals and medical facilities
• Medical research, biotech, and technology
businesses
• Attract medical related businesses, including
small scale trial manufacturing and medical
biotechnology manufacturing
• Technology incubator supporting
opportunities to start and grow a business
• Expanded educational institutions: Austin
Community College, Texas A&M Medical
School, Texas State, trade and technical
schools
• Upscale housing development and mixed
residential uses in northeast area
AUTHENTIC DOWNTOWN
• Reputation as an exciting and “trendy” place
to go and hang out
• A variety of entertainment venues and
activities, restaurants, bars, and live music
• Public trail access and use of Brushy Creek
• Public spaces and commercial businesses
located along Brushy Creek
• Preservation of historic buildings and
character
• Cultural arts, performing theater, and public
art presence
• Easy access, convenient parking, and
pedestrian-friendly downtown
• Relocation of businesses to the Downtown
area
CHOICE OF GREAT NEIGHBORHOODS
• Range of housing choices including town
homes, patio homes, upscale homes, and
starter home
• Easy access to open spaces, neighborhoods,
recreation and leisure facilities, and activities
• Well-maintained modernized housing stock
• High-end housing in executive neighborhoods
• Active home-owner associations and
organizations for socializing and sharing
responsibility for the neighborhood
• Walkable pedestrian-friendly neighborhoods
• Increase non-vehicular connectivity via trails
and bike lanes
• Green building with energy eciency and
water-wise features
Old Settlers Park
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22
STRATEGIC PLANSTRATEGIC PLAN
CITY GOALSCITY GOALS
CITY GOALSCITY GOALS
The City Council has identied six (6) strategic goals based on the long-range vision. These goals serve as
the foundation for all budget decisions and are presented throughout the document to remind the readers
how the various programs and initiatives contained in this document relate back to these six goals.
The goals and objectives identied for each are:
FINANCIALLY SOUND CITY PROVIDING HIGH VALUE SERVICES
CITY INFRASTRUCTURE: TODAY & FOR TOMORROW
GREAT COMMUNITY TO LIVE
• Diversify City revenues to support dened City services and service levels
• Expand the City tax base through economic expansion
• Maintain nancial reserves consistent with City nancial policies and national
standards
• Hire and retain top quality, diverse City workforce dedicated to serving the
Round Rock community
• Maintain City facilities, equipment, apparatus
• Deliver cost eective City services in a customer friendly, pro-business manner
• Develop, update and use long-range organization and strategic master
planning
• Responsible water use by City customers and City facilities and parks
• Invest in City infrastructure to support future community growth and economic
development
• Expand water reuse system serving the northeast areas and parks (where
applicable)
• Improve mobility throughout the City
• Upgrade and expand roads
• Upgrade and expand drainage and storm water system
• Expand and diversify the local economy
• Redevelopment for older commercial/retail corridors
• Expand/maintain quality of life amenities for residents
• Build a community where people want to live
• Diversify housing opportunities
• Expand education campuses and programs
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23
STRATEGIC PLANSTRATEGIC PLAN
CITY GOALSCITY GOALS
“THE SPORTS CAPITAL OF TEXAS” FOR TOURISM AND RESIDENTS
AUTHENTIC DOWNTOWN - EXCITING COMMUNITY DESTINATION
• Expand sports facility to support sports tourism
• Increase number of tournaments: regional and national
• Develop additional sports elds - practice, games, sports tourism
• Upgrade the quality and maintenance of current City outdoor facilities
• Increase revenues from sports tourism for benet of residents and the local
economy
• Expand conventions/conferences
• Develop eective relationship with RRISD for joint use: facilities and programs
• Increase public and commercial use of Brushy Creek
• Expand housing opportunities: town-homes, apartments, condos
• Develop the Depot
• Increase Downtown connectivity
• Provide safe, convenient, lighted parking
• Improvements to downtown aesthetics
• Maintain reputation as the safest large city
• Upgrade older housing stock: exterior and interior
• Ensure homes and commercial buildings comply with City codes
• Increase neighborhood connectivity through streets, trails, and bike lanes
• Increase eectiveness of homeowner associations
• Repair and upgrade neighborhood infrastructure: streets, sidewalks, utilities,
fences, and streetscapes
• Upgrade neighborhood parks and open spaces
SUSTAINABLE NEIGHBORHOODS
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24
STRATEGIC PLANSTRATEGIC PLAN
POLICY AGENDA - TOP PRIORITY GOALSPOLICY AGENDA - TOP PRIORITY GOALS
POLICY AGENDA - TOP PRIORITY PROJECTSPOLICY AGENDA - TOP PRIORITY PROJECTS
COs for Major Projects
Finance Department | Goal 1
Status: Complete
Milestones Due Date
1. Council Decision: Notice to Proceed 2/19 Complete
2. Council Decision: Authorization for Roads 4/19 Complete
3. Council Report: Update 4/19 Complete
4. Receive Funding 5/19 Complete
Road Impact Fees
Transportation Department | Goal 1
Status: Sta is working to create online tools that will be easily accessible and user friendly
for the development community
Milestones Due Date
1. Council: 1st Reading 2/19 Complete
2. Council: 2nd Reading 3/19 Complete
3. Implementation 1/21
Comprehensive Water Strategy/Future Alternatives for Water
Utility & Environmental Services Department | Goal 2
Status: Received three alternate water supply RFIs; evaluating the submittals over the next
90 days
Milestones Due Date
1. Prepare RFI/RFP for Water Sources 6/19 Complete
2. Council Review: RFI/RFP 8/19 Complete
3. Issue RFI/RFP 8/19 Complete
4. Received RFI/RFP 10/19 Complete
5. Evaluate RFI/RFP 12/19
6. Council Review 1/20
7. Council Discussion 2/20
Library Project: Land Acquisition
City Attorney | Goal 2
Status: Ongoing; Supplemental Agreement No. 2 with PGAL, Inc. approved on July 25,
2019.
Milestones Due Date
1. Evaluate Site 2/19 Complete
2. Complete Purchase 3/19 Complete
3. Initiate Design 7/19 Complete
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25
STRATEGIC PLANSTRATEGIC PLAN
POLICY AGENDA - TOP PRIORITY GOALSPOLICY AGENDA - TOP PRIORITY GOALS
Sports Center Facilities/Multi-use Fields Future Direction: Land Acquisition
Sports Management and Tourism Department | Goal 4
Status: Ongoing - Feasibility Study for Sports Center 2 is complete; discussion at the retreat
in January 2020.
Milestones Due Date
1. Evaluate potential land acquisitions 4/19 Complete
2. Prepare report with options 8/19 Complete
3. Council Decision: Direction 1/20
Comprehensive Plan 2030: Update
Planning and Development Services Department | Goal 6
Status: In process of drafting implementation strategies for the Comprehensive Plan policies.
Discussion at the retreat in January 2020.
Milestones Due Date
1. Complete public engagement 3/19 Complete
2. Analyze input 7/19 Complete
3. Develop draft plan 12/19
4. Planning & Zoning Commission Action 2020
5. Council Action 2020
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26
STRATEGIC PLANSTRATEGIC PLAN
POLICY AGENDA - HIGH PRIORITY PROJECTSPOLICY AGENDA - HIGH PRIORITY PROJECTS
POLICY AGENDA - HIGH PRIORITY PROJECTSPOLICY AGENDA - HIGH PRIORITY PROJECTS
216 E. Main Street (current library location): Direction
Round Rock Public Library and Assistant City Manager | Goal 5
Status: Structural assessment complete; Individual Council brieng was provided in June
and July
Milestones Due Date
1. Complete building structural assessment 6/19 Complete
2. Prepare report with highest/best direction 7/19 Complete
3. Council Brieng: Ideas and Direction 8/19 Complete
Venue Tax Amendment: Referendum
City Attorney | Goal 4
Status: Awaiting proposed location of second Sports Center location; discussion at the re-
treat in January 2020.
Milestones Due Date
1. Complete analysis and on potential area 10/19
2. Prepare report 10/19
3. Council Decision: Direction 11/19
4. Election: Referendum 5/20
Commercial Redevelopment Plan
Planning and Development Services Department | Goal 3
Status: Sta working with consultant on nalizing the plan. Will present to Council in early
2020.
Milestones Due Date
1. Council Presentation: Overview and Direction 2/19 Complete
2. Prepare report with options and funding mechanisms 2/20
3. Council Decision: Direction 2/20
School Police: SRO Phase Out
Round Rock Police Department | Goal 1
Status: SRO City plan still in place.
Milestones Due Date
1. Receive RRISD decision 2/19 Complete
2. Task Force makes recommendations TBD
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27
STRATEGIC PLANSTRATEGIC PLAN
POLICY AGENDA - HIGH PRIORITY PROJECTSPOLICY AGENDA - HIGH PRIORITY PROJECTS
Park Projects: Review, Priority and Funding Mechanism
Parks and Recreation Department | Goal 3
Status: To be discussed at the retreat in January 2020.
Milestones Due Date
1. Determine list of projects and costs 11/19
2. Council Decision: Direction 1/20
The District Development: Development Agreement
Planning and Development Services Department | Goal 6
Status: Proceeding as planned.
Milestones Due Date
1. Submit PUD 2/20
2. Submit Construction Schedule 2/20
3. Planning & Zoning Commission 4/20
4. Council Decision: PUD 7/20
Project Water Tower Development
Planning and Development Services Department | Goal 5
Status: Economic Development agreements being worked on by Legal.
Milestones Due Date
1. Developer provide concept plan and requests for incentives 5/19 Complete
2. Council Brieng: Direction and Incentives 6/19 Complete
3. Submit PUD TBD
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28
STRATEGIC PLANSTRATEGIC PLAN
MANAGEMENT AGENDA - TOP PRIORITY PROJECTSMANAGEMENT AGENDA - TOP PRIORITY PROJECTS
MANAGEMENT AGENDA - TOP PRIORITY PROJECTSMANAGEMENT AGENDA - TOP PRIORITY PROJECTS
Body Worn/In Car Camera Replacement: Direction and Funding
Round Rock Police Department, Information Technology Department | Goal 1
Status: RFP closed - narrowed to 3 solutions - all 3 solutions being eld tested. Field test-
ing period runs through November. Target for nal selection is December 31st.
Milestones Due Date
1. Issue RFP 4/19 Complete
2. Council Decision: Fund Authorization 1/20
3. Implementation: Cameras 3/20
Kenney Fort (Arterial A): Segment 2 and 3
Transportation Department | Goal 2
Status: City continues to buy right-of-way and develop plans
Milestones Due Date
1. Complete design 2/20
2. Complete ROW acquisition 2/20
3. Complete utility relocation 6/20
4. Issue bid 6/20
5. Council Decision: Award contract 8/20
6. Construction
10/2019-2020
Kalahari Resort Development
Finance Department | Goal 3
Status: Complete. First of two issues completed on July 25, 2019. Due to near record low
interest rates, rst issue increased to $21.6 million. Second and nal debt issue for conven-
tion center is scheduled for April 2020.
Milestones Due Date
1. Council Decision: Debt for Convention Center 4/19 Complete
delayed due to possible State legislative issues
Nutty Brown Oakmont Access Development
Transportation Department | Goal 3
Status: Plans under design waiting on agreement with Hagood.
Milestones Due Date
1. Council Design: Award design 4/19 Complete
2. Complete Design 4/20
3. Council Decision: Award construction 7/20
4. Complete Construction 3/21
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29
STRATEGIC PLANSTRATEGIC PLAN
MANAGEMENT AGENDA - TOP PRIORITY PROJECTSMANAGEMENT AGENDA - TOP PRIORITY PROJECTS
Downtown Noise Ordinance
Assistant City Managers | Goal 3
Status: Revisions regarding outdoor music venue zoned MU-1. This ordinance is eective
as of April 15, 2019.
Milestones Due Date
1. Council Decision: Ordinance Adoption 4/19 Complete
City Master Plan for Facilities
General Services Department | Goal 1
Status: To be discussed at the Council retreat in January 2020.
Milestones Due Date
1. Develop Budget Proposal 4/19 Complete
2. Council Decision: Budget FY 20 Funding 10/19
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30
STRATEGIC PLANSTRATEGIC PLAN
MANAGEMENT AGENDA - HIGH PRIORITY PROJECTSMANAGEMENT AGENDA - HIGH PRIORITY PROJECTS
MANAGEMENT AGENDA - HIGH PRIORITY PROJECTSMANAGEMENT AGENDA - HIGH PRIORITY PROJECTS
Community Communications & Outreach Enhancement
Communications & Marketing Department | Goal 1
Status: Recently acquired and have started using online citizen engagement system; devel-
oping education campaign for 5-year transportation plan implementation and funding.
Milestones Due Date
1. eNewsletter 5/19 Complete
2. Evaluate online tools 7/19 Complete
3. Evaluate Community Impact - campaign 7/19 Complete
4. Council Decision: Budget FY 20 Funding - online tools 9/19 Complete
5. Council Decision: Budget FY 20 Funding - campaign 9/19 Complete
6. Implement online tools 11/19 Complete
Gattis School Road: Next Steps
Transportation Department | Goal 2
Status: Segment 6 - Continue to buy ROW and develop plans.
Segment 7 - Plans under development.
Milestones Due Date
A. Segment 6 (Sonoma - Red Bud)
1. Complete design 12/19
2. Relocate utility 2020
3. Construction 2021-2022
B. Segment 3 (Double Creek - AW Grimes)
1. Complete design 12/20
Nutty Brown Development
Planning & Development Services Department | Goal 6
Status: Owner is still working towards opening during the 2021 concert season.
Construction has not commenced as of yet. Owner is holding weekly construction meetings
with his team to discuss moving the project forward.
Milestones Due Date
1. Opening 2021
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31
STRATEGIC PLANSTRATEGIC PLAN
The Depot Development
Planning & Development Services Department | Goal 5
Status: Railroad has removed the deed restrictions on a portion of the property so the
project may proceed. Projected closing is on track. 1st parcel should close soon. Legal is
facilitating. Developer has stated consumer interest is high.
Milestones Due Date
1. Council Design: Agreement with Railroad 3/19 Complete
2. Complete closing 12/20
3. Groundbreaking 3/20
MANAGEMENT AGENDA - HIGH PRIORITY PROJECTSMANAGEMENT AGENDA - HIGH PRIORITY PROJECTS
Kinningham House: Direction & Funding
Parks & Recreation Department | Goal 1
Status: To be discussed at the Council retreat in January 2020.
Milestones Due Date
1. Review plan 4/19 Complete
2. Prepare budget proposal 4/19 Complete
3. Council Decision: Budget FY 20 Funding 9/19 Complete
BRA Contract: Negotiation on Contract
Utilities & Environmental Services Department | Goal 2
Status: Reviewed current water contract with BRA. BRA is not interested in resettling date
for their existing water contracts.
Milestones Due Date
1. Negotiate to reset date 11/19
2. Council Decision: Updated contract 12/19
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32
STRATEGIC PLANSTRATEGIC PLAN
MANAGEMENT AGENDA - MODERATE PRIORITY PROJECTSMANAGEMENT AGENDA - MODERATE PRIORITY PROJECTS
MANAGEMENT AGENDA - MODERATE PRIORITY PROJECTSMANAGEMENT AGENDA - MODERATE PRIORITY PROJECTS
Emergency Management - Preparedness, Response and Recovery: Status and Update
Fire Department | Goal 1
Status: Council approved on July 25, 2019. Complete.
Milestones Due Date
1. Council Brieng - Emergency mitigation 6/19 Complete
2. Council Decision: Plan Adoption 7/19 Complete
The Flat Neighborhood Improvements
Transportation Department | Goal 5
Status: Complete in July (completion delayed due to weather).
Milestones Due Date
1. Complete paving 4/19 Complete
Fire Station 10 & 11: Location & Funding
Fire Department, General Services Department | Goal 1
Status: Station locations are determined, preliminary budget is being developed. Part of FY
2019-2020 budget process. ESD#9 presentation made, waiting on nal decision for cooper-
ative support of FS #10 stang with timeline.
Milestones Due Date
1. Determine location 4/19 Complete
2. Develop budget proposal 4/19 Complete
3. Council Decision: Budget FY 20 Funding 9/19 Complete
Conference / Convention Marketing Program
Sports Management & Tourism Department | Goal 4
Status: Complete.
Milestones Due Date
1. Council Brieng: Marketing 3/19 Complete
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33
STRATEGIC PLANSTRATEGIC PLAN
LONG TERM FINANCIAL PLANNINGLONG TERM FINANCIAL PLANNING
LONG RANGE FINANCIAL PLANNINGLONG RANGE FINANCIAL PLANNING
GENERAL FUND PLANNING MODEL
The City uses a 5-year planning model for the General Fund, which provides revenues and expenditures over
a long-term period using assumptions about economic conditions and future spending scenarios. This model
is developed internally and focuses on the anticipated future funding necessary to meet the City’s strategic
goals.
The projected revenues in the 5-year planning model are based on continued growth in property tax revenues
through newly developed property being added to the tax roll and modest growth in sales tax revenues.
Other revenue categories are projected to grow at a moderate rate in the next ve years.
The projected expenditures in the 5-year planning model incorporate anticipated General Fund department
needs necessary to meet the City’s strategies goals. The large additional expenditures included in the
General Fund model for FY 2020 to FY 2024 are stang and operating an additional re station, stang and
operating a new main library currently under design, and additional stang for public safety and transportation
to continue to provide high quality services to the City’s growing population.
WATER AND WASTEWATER RATE MODEL
The city regularly updates the long-range water and wastewater rate model. This long-range nancial planning
tool maps out the anticipated revenues and expenses for the Utility Fund over the next 10 years based on
certain assumptions. Based on the updated model, the FY 2020 Budget does not include the anticipated
3% increase determined in FY 2019. The City’s wastewater rates are not increasing since the model shows
the future needs of the wastewater program are adequately funded within current revenues, impact fees and
other developer contributions.
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34
STRATEGIC PLANSTRATEGIC PLAN
Back to TOC
ROUND ROCK CITY COUNCILROUND ROCK CITY COUNCIL
ROUND ROCK CITY COUNCILROUND ROCK CITY COUNCIL
Mayor
Craig Morgan
Mayor Pro Tem
Writ Baese
Place 3
Matt Baker
Place 1
Tammy Young
Place 4
Will Peckham
Place 2
Rene Flores
Place 6
Hilda Montgomery
CITY PROFILECITY PROFILE
35
The Mayor and six Council members, acting as the elected
representatives of the citizens of Round Rock, formulate public
policy to meet community needs and assure orderly development in
the City. The City Council appoints the City Manager, City Attorney,
Municipal Court Judge and various citizen boards and commissions.
The City Council’s public policy activities include: adopting the City’s
annual budget and establishing general objectives; reviewing and
adopting all ordinances and resolutions; and approving purchases
and contracts as prescribed by City Charter and State Law.
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36
CITY PROFILECITY PROFILE
CITY ORGANIZATIONAL CHARTCITY ORGANIZATIONAL CHART
CITY ORGANIZATIONAL CHARTCITY ORGANIZATIONAL CHART
Citizens of Round Rock
Mayor & Council
Purchasing
City Manager
Municipal Judge
City Attorney
Assistant City ManagerAssistant City Manager
Utilities & Environmental
Services
Planning & Development
Services
Information Technology
Police Department
Finance
Patrol
Investigations
Support Services
Animal Control
Records Management
City Clerk
Fire Department
Finance
Fire Suppression
Fire Prevention
Inspections
Public Education
Human Resources
Finance
Benefits
Recruitment
Risk Management
Library
Finance
Administration
Technical Services
Public Services
Youth Services
Arts & Culture
Video Production
Downtown Events &
Marketing
Finance
Code Enforcement
Parks
Recreation Centers
Athletics/Aquatics
Forestry
General Services
Finance
Facility Maintenance
Finance
Planning & Engineering
Operations Maintenance
Water Conservation
Solid Waste & Recycling
Transportation Department
Operations & Maintenance
Sports Management &
Tourism
Legislative Issues
Finance
Sports Center
Forest Creek Golf Club
Dell Diamond
Adult Services
Enterprise Applications
Social Media &
Digital Content
Convention & Visitors Bureau
Water/Wastewater Treatment
Storm Water Drainage
Management
Transportation Planning &
Engineering
Transit/Public Transportation
Construction Inspection
Services
Vehicle Maintenance Facility
Building Construction
Long Range Planning &
Zoning
Current Development
Commerical / Residential &
Civil Inspections
Geographic Information
Systems
Infrastructure & Customer
Support
Utility Billing
Accounting & Treasury
Budget
Municipal Court
Purchasing
Communications &
Marketing
Parks and Recreation
Community Development
Talent Development
Multipurpose Complex
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37
CITY PROFILECITY PROFILE
LOCATION OF ROUND ROCKLOCATION OF ROUND ROCK
LOCATION OF ROUND ROCKLOCATION OF ROUND ROCK
Round Rock is located fteen minutes north of downtown
Austin on Interstate Highway 35. This location places our
city within three hours driving time of ninety percent of
the population of the State of Texas. This population, of
over twenty-six million people provides an exceptional
market for rms located in
Round Rock.
Our location also provides
ready access to the
State Capital, multiple
colleges, several large
hospitals and medical
educational facilities,
a long list of high tech
industries including
Dell, and a civilian
work force of over
1,146,000 within the Austin
MSA (Round Rock Chamber of
Commerce)
The Texas Hill Country and the
Highland Lakes are within minutes,
providing residents easy access to
some of the best outdoor recreation in
Texas.
GROWTH IN ROUND ROCKGROWTH IN ROUND ROCK
Distance to Austin - 15 Miles
Distance to San Antonio - 96 Miles
Distance to Houston - 178 Miles
Distance to Dallas/Ft Worth - 186 Miles
El Paso
Abilene
Fort Worth
Dallas
Round Rock
San Antonio
Houston
Austin
Round Rock
San Antonio
Austin
Lubbock
Amarillo
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38
CITY PROFILECITY PROFILE
HISTORY OF ROUND ROCKHISTORY OF ROUND ROCK
Volunteer Hook and Ladder Company, Volunteer Hook and Ladder Company,
19071907
The Round RockThe Round Rock
Tonkawa Tribe in Williamson Tonkawa Tribe in Williamson
County,1898County,1898
18481848
Settlers voted to
form Williamson
County out of the
Milam District.
18541854
The U.S. Post Oce
requested that the Brushy
Creek Post Oce choose
a new name. Postmaster
Thomas C. Oatts chose
“Round Rock” because of
the landmark rock located
in the middle of Brushy
Creek.
1867 - 18801867 - 1880ss
Round Rock became a stop on
the famed Chisholm Trail. Cow-
boys moved their herds of cattle
through Brushy Creek and past
the round rock.
18771877
Round Rock citizens
rst voted to incorpo-
rate. W.T. Smith served
as the City’s rst “Wor-
thy Mayor.”
18841884
Local re protection was
organized as a volunteer
hose and hand pump
company.
19131913
The City was incorporated in its pres-
ent state. Jack Jordon was elected
the rst Mayor. Serving as the rst
City Council Members were: John A.
Nelson, Dr. W.G. Weber, E.J. Walsh,
J.A. Jackson, W.A. Gannt, and A.K.
Anderson.
19131913
The City’s rst streetlights
and speed limit signs (12
mph) were installed.
HISTORY OF ROUND ROCKHISTORY OF ROUND ROCK
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39
CITY PROFILECITY PROFILE
New Town Round Rock, New Town Round Rock,
19301930
19181918
The City granted a license
to Mr. S.E. Bergstrom to
operate an electric plant to
provide electricity for the
City.
19271927
The Texas Power and Light
Company assumed opera-
tions to provide electricity
for the City.
19361936
City water service was
established.
19381938
The City constructed a
$90,000 citywide sewer
system.
19621962
The Ladies Home Demonstration
Club organized a citywide library,
which eventually became the
Round Rock Public Library.
19501950
The US Census lists 1,438 people in
Round Rock, ranked the fth largest
town in Williamson County behind Tay-
lor, 9,071; Georgetown, 4,951; Bartlett,
1,727; and Granger, 1,637 (Census).
0
500
1,000
1,500
2,000
1850 1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960
250
450
800
1,250
1,438
1,138
1,000
900
1,173
1,240
1,438
1,878
Source: US Census Bureau
HISTORICAL CITY POPULATION, 1850 TO 1960
HISTORY OF ROUND ROCKHISTORY OF ROUND ROCK
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40
CITY PROFILECITY PROFILE
PRESENT DAY ROUND ROCKPRESENT DAY ROUND ROCK
Texas State University - Round RockTexas State University - Round Rock
Dell Inc.Dell Inc.
19801980
By 1980 the City had
established itself as
the largest City in
Williamson County.
19941994
Dell relocated its world headquarters
from Austin to Round Rock. The
expansion of the City’s tax base resulted
in a series of public works projects
and additional public amenities such
as the expansion of the water plant,
an additional wastewater treatment
plant, and the development of the
570-acre Old Settlers Park without
an increase in the property tax rate.
20002000
The Round Rock Express
played their rst home
game at the Dell Diamond
on April 16.
20032003
Round Rock set the goal
to become the “Sports
Capital of Texas.”
19981998
Voter overwhelmingly approve
the use of hotel-motel tax
revenue to fund a new minor
league baseball stadium and
conference center.
20052005
Classes begin at the Round Rock Higher
Education Center, a shared venture
between Texas State University and
Austin Community College.
20062006
Round Rock Premium Outlets opened.
Round Rock Premium OutletsRound Rock Premium Outlets
PRESENT DAY ROUND ROCKPRESENT DAY ROUND ROCK
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41
CITY PROFILECITY PROFILE
PRESENT DAY ROUND ROCKPRESENT DAY ROUND ROCK
2018
United Parcel Service
(UPS) opened its regional
distribution center.
20202020
Kalahari Resorts and Conventions is
slated to open on Nov. 1, 2020. This
new growth will bring 975 room resort
destination that will feature a large
convention center, spa,
multiple restaurants,
a waterpark and
much more! This
is a true game-
changer for the Round
Rock community
that will bring
needed diversity
to the Round
Rock economy,
in addition to signicant convention and
hotel space.
Bass Pro ShopsBass Pro Shops
20072007
IKEA opened, becoming
the largest single retail
store in Central Texas.
2015 2015
Bass Pro Shops opened a
104,000 square foot store
just north of the Round Rock
Premium Outlets.
20082008
Seton Hospital opened its
regional medical center, Texas
A&M broke ground on a medical
school branch campus, and
Texas State University opened a
nursing school campus making
Round Rock a major healthcare
destination.
Texas A&M - Round Rock Texas A&M - Round Rock
IKEAIKEA
UPSUPS
2010
Austin Community
College’s Round
Rock campus
opens for classes.
HISTORICAL CITY POPULATION, 1970-2020
0
25,000
50,000
75,000
100,000
125,000
1970 1980
1990
2000 2010
2020
2,811
12,740
30,923
61,136
99,887
119,371
2012
Emerson Process
Management relocated
its international
headquarters and
technology to Round
Rock
SOURCE: US CENSUS BUREAU
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1. The “Round Rock”
2. Historic Downtown
3. Play for All Park
4. Kalahari Resorts
5. Round Rock Multipurpose
Complex
10. Bass Pro Shops
11. Premium Outlets
12. IKEA
13. Round Rock Sports Center
6. Dell Diamond
7. Rock’N River
8. Old Settlers Park
9. Austin Community College,
Texas State University,
Texas A&M University
B
r
u
s
h
y
C
r
e
e
k
I
H
3
5
I
H
3
5
O
l
d
S
e
t
t
l
e
r
s
B
l
v
d
7
9
A
W
G
r
i
m
e
s
M
a
y
s
S
t
G
a
t
t
i
s
S
c
h
o
o
l
R
o
a
d
R
e
d
B
u
d
L
a
ne
F
M
6
2
0
4
5
G
r
e
e
n
l
a
w
n
B
l
v
d
U
n
i
v
e
r
s
i
t
y
B
l
v
d
1
2
3
6
7
8
9
10
11
12
13
4
5
CITY PROFILECITY PROFILE
42 DESTINATION ROUND ROCKDESTINATION ROUND ROCK
DESTINATION ROUND ROCKDESTINATION ROUND ROCK
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Round Rock continues to gain recognition for the value of the high quality services provided to our residents.
Some of the most recent accolades are summarized below. A full listing of the City’s awards and accolades
is available on the City’s website.
BEST MINOR LEAGUE BASEBALL TOWNS
SmartAsset.com ranked the Best Minor League
Baseball Towns of 2019 and Round Rock, the “Sports
Capital of Texas”, placed Number 1. Selections
are based on quality of life and game experience
measures.
BEST PLACE TO BUY A HOUSE
Niche.com ranked Round Rock Number 5 Best
City in America to Buy a House in 2019. Some of
the factors to determine ranking included, location’s
home value, taxes, crime rates, and the quality of
local schools.
BEST PLACES TO LIVE
Money.com ranked the Best Places to Live in America
and Round Rocked placed Number 2. Selections
are based on economic factors, education, health
an safety, and leisure activities.
43
CITY PROFILECITY PROFILE
ACCOLADESACCOLADES
ACCOLADESACCOLADES
SAFEST CITIES IN AMERICA
Niche.com ranked the 2018 Safest Cities in the
Country and Round Rock placed Number 5.
Selections are based on violent and property crime
rates.
ONE OF THE NATION’S COOLEST
SUBURBS
Round Rock has been named as One of the Coolest
Suburbs in America according to Apartment Therapy.
Selections were based on three main factors: a good
food/drink scene, a decent commute from the city, a
place with history or its own unique elements.
ONE OF THE COOLEST SUBURBS
BEST CITIES TO RETIRE
U.S. News & World Report ranked the Best Cities
to Retire and Round Rock placed Number 4.
Selections are based on cost of living, crime rate,
walkability, health care quality, tax burden, weather,
and culture.
RETIREMENT
NEXT EXIT
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The City believes that is important to not only plan for and provide adequate levels of quality service, but
to also provide a means of measuring and reporting the results of our eorts. When information is provided
about the City’s performance the City Council, the public, and the sta can determine the value of programs
and opportunities for improvements. To fulll this intention, the City has hired an independent outside agency
to conduct a comprehensive biennial citizen survey. The survey has been conducted every two years since
2010; the most recent survey was completed in Spring 2018. Some key results of this most recent survey
are summarized here. The complete results are available on the Communication Department’s section of the
City’s website.
OVERALL SATISFACTION WITH CITY SERVICES BY MAJOR CATEGORY
Residents were generally satised with City services. Seventy-one percent (71%) of residents who had
an opinion were “very satised” or “satised” with the overall quality of services provided by the City. The
City services with the highest levels of satisfaction were re services (88%); police services (83%); parks
and recreation services (83%); emergency medical services (81%); and trash, recycling, and yard waste
collection (80%). Residents were least satised with transportation planning (28% responded “dissatised”),
maintenance of streets and sidewalks (20%), enforcement of codes and ordinances (10%), and communication
with the public (11%). The City values the input from our residents and several new initiatives in the FY 2020
Budget are targeted to improve these services that received the highest levels of dissatisfaction.
14%
20%
24%
19%
25%
24%
22%
30%
36%
34%
40%
39%
42%
46%
29%
38%
34%
42%
39%
41%
49%
46%
40%
46%
41%
44%
41%
42%
29%
38%
32%
20%
29%
25%
21%
15%
19%
12%
17%
14%
12%
10%
28%
5%
10%
20%
7%
11%
8%
9%
5%
9%
3%
5%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Transportation planning
Municipal court services
Enforcement of codes and ordinances
Maintenance of streets and sidewalks
Customer service
Communication with the public
Stormwater runoff & flood prevention
Water and wastewater services
Library services
Trash, recycling, & yard waste collection
Emergency medical services
Parks and recreation services
Police services
Fire services
Very Satisfied Satisfied
Neutral
Dissatisfied
44
CITY PROFILECITY PROFILE
CITY SURVEY RESULTSCITY SURVEY RESULTS
CITY SURVEY RESULTSCITY SURVEY RESULTS
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When asked about the biggest issues facing Round Rock over the next ve years an overwhelming majority
(85%) of respondents listed trac as one of their top ve concerns. Other popular responses include controlling
rapid growth (49%), property taxes (62%), school related issues (33%), and road repair/maintenance (30%).
The FY 2020 Budget includes funding for programs to address many of these top concerns, including
additional funding for neighborhood street maintenance.
BIGGEST ISSUES FACING ROUND ROCK OVER THE NEXT FIVE YEARS
1%
13%
17%
30%
33%
49%
62%
85%
Other Issues
Public Transportation
Crime
Road Repair/Maintenance/Expansion
School Related Issues
Controlling rapid growth
High taxes/property taxes/finances
Traff ic
45
CITY PROFILECITY PROFILE
CITY SURVEY RESULTSCITY SURVEY RESULTS
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The City is in the middle of a rapid growth in population. The estimated population for 2020 is 119,371, a
nineteen point ve percent (19.5%) increase from just 10 years ago and ninety-ve percent (95%) increase
from the 2000 census.
DEMOGRAPHICS:
Population by Age Range:
Age Range Percent of Population
U
nder age 5 6.8%
Under age 18 28.5%
Ages 18 to 64 63.9%
Ages 65 and over 7.5%
Population by Ethnicity:
Ethnicity Percent of Population
White 74.
7%
Black or African American 9.9%
American Indian and Alaska Native 0.2%
Asian 6.7%
Native Hawaiian/Other Pacific Islander 0.0%
Two or more races 4.6%
Hispanic or Latino origin 30.8%
Non-Hispanic White 49.7%
Source: US Census Bureau
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
2014 2016 2018 2020 2022 2024 2026 2028 2030
City Population
Year
46
CITY PROFILECITY PROFILE
CITY POPULATIONCITY POPULATION
CITY POPULATIONCITY POPULATION
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PRINCIPAL EMPLOYERS PRINCIPAL WATER CUSTOMERS
PRINCIPAL TAXPAYERS PRINCIPAL HOTELS
Rank Taxpayer
Net Assessed
Valuation (2019)
1 Dell Computer Holdings, LP $406,352,490
2 150,995,328
3 91,484,076
4
CMF 15 Portfolio, LLC
(Colonial Grand Apt)
85,887,460
5
2811 La Frontera LP
(The District on La Frontera Apts)
81,206,046
6 80,240,231
7 79,790,912
8 78,753,860
9 58,887,681
10
FST La Frontera
(La Frontera)
55,686,880
Columbia/ST David Healthcare
Dell Computer Corp
BT - OH LLC
( UPS)
CPG Round Rock, LP
(Round Rock Premium Outlets)
Baltgem Development Corp.
(La Frontera Village)
Fisher-Rosemount Systems Inc.
(Emerson Process Management)
Rank Hotel
Number of
Rooms
FY 2019 Hotel
Occupancy Tax
Collected
1 Austin Marriott North 295 $865,591
2 Homewood Suites 115 387,072
3 Hyatt Place 138 363,250
4 Hilton Garden Inn 122 348,296
5 Home 2 Suites 91 276,936
6 Courtyard Marriott 113 268,797
7 Holiday Inn Express N 109 265,933
8 Residence Inn 96 247,723
9 Springhill Suites 104 244,761
10 Holiday Inn 116 234,511
Rank Employer
Employees
(2019)
1 Dell, Inc. 13,000
2 Round Rock Independent School District 6,955
3 City of Round Rock 1,008
4 Emerson Process Management 875
5 Round Rock Premium Outlets 800
6 Seton Medical Center Williamson 750
7 Baylor Scott & White Healthcare 750
8 St. David's Round Rock Medical Center 689
9 Sears Teleserv 600
10 UPS 563
Rank Customer
FY 2019 Water
Consumption
(
in Gallons)
1 Fern Bluff Municipal Utility District (MUD) 257,829,100
2 Paloma Lake MUD #1 & #2 203,035,300
3 Williamson County MUD #11 174,370,600
4 Williamson County MUD #10 158,331,700
5 Chandler Creek 140,718,100
6 Vista Oaks 121,533,700
7 Round Rock ISD 80,048,700
8 Mid America Apartments 68,769,500
9 Dell 63,036,900
10 Proportion Foods 52,128,300
47
CITY PROFILECITY PROFILE
CITY TOP TENSCITY TOP TENS
CITY TOP TENSCITY TOP TENS
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48
CITY PROFILECITY PROFILE
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BUDGET SUMMARIESBUDGET SUMMARIES
TOTAL ADOPTED BUDGETTOTAL ADOPTED BUDGET 49
TOTAL ADOPTED BUDGETTOTAL ADOPTED BUDGET
The FY 2020 Adopted Budget totals $444.7 million dedicated to continuing to provide high quality services
to the City’s residents and customers. The charts below summarize the total adopted budget by source and
by use.
SUMMARY BY SOURCE
SUMMARY BY USE
REVENUES $444.7 M
EXPENSES $444.7 M
PARD/Library/
Sports Tourism
$23.5 M
5%
Support
Services
$61.5M
14%
Utilities & Drainage
$30.2 M
7%
Transportation
$15.8 M
4%
Police
$34.3 M
8%
Fire
$23.9 M
5%
Principal & Interest
$42.0M
9%
Capital
Projects
$213.5M
48%
Property Tax
$64.5M
14%
Sales Tax
$74.4M
17%
Hotel Occupancy
Tax/Venue Tax
$5.5M
1%
Other Taxes &
Franchise Fees
$7.3M
2%
Fines, Permits, & Fees
$11.6M
3%
Utility & Garbage
Charges
$55.9M
12%
Program Revenues
$7.1M
2%
Contracts & Other
$58.0M
13%
Bond Proceeds &
Capital Lease
$103.4M
23%
Self Finance/Use of
Fund Balance (Cash)
$57.0M
13%
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FINANCIAL SUMMARIES FOR ALL FUNDSFINANCIAL SUMMARIES FOR ALL FUNDS50
BUDGET SUMMARIESBUDGET SUMMARIES
FINANCIAL SUMMARIES FOR ALL FUNDSFINANCIAL SUMMARIES FOR ALL FUNDS
Total Budget
General
Fund
General Capital
Projects &
Equipment
Debt Service
Fund
Utility
Fund
Drainage
Fund
T ype B
Fund
HOT
Fund
Sports Center
Fund
Special Revenue &
Other Funds
Estimated Fund Balance/Working Capital $249,237,949 $44,361,549 $28,
694,013 $1,924,042 $125,802,352 $9,106,176 $27,908,700 $2,516,062 $5,095,408 $3,829,647
Revenues & Sources Revenues & Sources
Property Tax 64,517,854 42,066,250 22,451,604 Property Tax
Sales Tax 74,390,000 52,600,000 1,900,000 19,890,000 Sales Tax
Hotel Occupancy Tax 5,530,000 4,300,000 1,230,000 Hotel Occupancy Tax
Other Taxes & Franchise Fees 7,310,000 7,310,000 Other Taxes & Franchise Fees
Licenses, Permits, & Fees 10,200,000 1,695,000 8,250,000 255,000 Licenses, Permits, & Fees
Service Charges 55,853,162 1,375,000 50,834,000 3,644,162 Service Charges
Program Revenues 7,084,805 3,537,400 1,015,000 2,532,405 Program Revenues
Fines & Forfeitures 1,387,000 1,280,000 107,000 Fines & Forfeitures
Contracts & Other 58,009,406 6,835,738 261,000 130,000 38,344,000 905,000 10,080,634 125,000 350,000 978,034 Contracts & Other
Bond Proceeds 99,850,000 99,850,000 Bond Proceeds
Capital Lease 3,500,000 3,500,000 Capital Lease
Transfers In 10,015,951 5,061,250 3,817,201 262,500 875,000 Transfers In
Total Revenues & Sources 397,648,178 121,760,638 9,478,201 22,844,104 97,428,000 4,549,162 129,820,634 4,425,000 2,595,000 4,747,439 Total Revenues
Expenditures & Uses Expenditures & Uses
Administration 2,795,978 1,960,778 835,200 Administration
Communications 1,961,889 1,231,653 396,236 334,000 Communications
Finance 6,175,630 3,914,533 2,147,101 113,996 Finance
Fire 23,871,894 23,871,894 Fire
Fiscal Support 21,454,719 6,693,743 1,753,401 13,007,575 Fiscal Support
General Services 5,305,453 5,305,453 General Services
Human Resources 1,499,587 1,499,587 Human Resources
Information Technology 4,880,453 4,880,453 Information Technology
Legal Services 1,275,000 1,275,000 Legal Services
Library 3,153,022 3,149,374 3,648 Library
Parks & Recreation 13,364,732 12,725,599 639,133 Parks & Recreation
Planning & Development 5,906,613 5,666,259 240,354 Planning & Development
Police 34,325,210 33,671,995 653,215 Police
Recycling 252,852 252,852 Recycling
Sports Management & Tourism 7,016,267 1,888,347 1,751,833 3,376,087 Sports Management & Tourism
Transportation 15,757,430 14,908,464 848,966 Transportation
Utilities & Drainage 30,150,430 27,480,574 2,669,856 Utilities & Drainage
Debt Service 42,033,363 23,103,162 9,743,000 561,731 7,615,515 638,925 371,030 Debt Service
Transfers Out 10,015,951 3,817,201 200,000 4,000,250 258,000 803,000 937,500 Transfers Out
Proposed Uses - General SFC 6,927,201 6,927,201 Proposed Uses - General SFC
GSFC - Designated, not yet spent 4,925,000 4,925,000 GSFC - Designated, not yet spent
Fleet Replacement 3,824,500 3,000,000 574,500 250,000 Fleet Replacement
Capital Improvement Projects 197,871,858 16,917,111 71,370,338 4,160,000 103,840,899 1,087,094 50,000 446,416 Capital Improvement Projects
Total Expenditures & Uses 444,745,032 124,824,838 31,969,312 23,103,162 117,069,164 7,899,587 126,951,155 4,948,102 2,172,863 5,806,849 Total Expenditures
Net Revenues & Sources (47,096,854) (3,064,200) (22,491,111) (259,058) (19,641,164) (3,350,425) 2,869,479 (523,102) 422,137 (1,059,410) Net Revenues
Less Reservations Less Reservations
Contingency 48,540,475 30,301,909 14,830,539 731,964 1,000,000 924,634 437,958 313,471 Contingency
Concentration Risk Fund 10,830,584 10,830,584 Concentration Risk Fund
Debt Reserves 2,819,813 1,664,984 642,506 512,323 Debt Reserves
Bond Proceeds 13,882,637 1,640,718 12,241,919 Bond Proceeds
Designations - Projects 9,690,852 4,430,190 3,000,000 2,260,662 Designations - Projects
Total Reservations 85,764,361 41,132,493 6,070,908 1,664,984 14,830,539 731,964 13,241,919 1,567,140 3,950,281 2,574,133 Total Reservations
Available Ending Fund Available Ending Fund
Balance/Working Capital FYE 2020 116,376,734 164,856 131,994 - 91,330,649 5,023,787 17,536,260 425,820 1,567,264 196,104 Balance/Working Capital
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FINANCIAL SUMMARIES FOR ALL FUNDSFINANCIAL SUMMARIES FOR ALL FUNDS 51
BUDGET SUMMARIESBUDGET SUMMARIES
Total Budget
General
Fund
General Capital
Projects &
Equipment
Debt Service
Fund
Utility
Fund
Drainage
Fund
T ype B
Fund
HOT
Fund
Sports Center
Fund
Special Revenue &
Other Funds
Estimated Fund Balance/Working Capital $249,237,949 $44,361,549 $28,
694,013 $1,924,042 $125,802,352 $9,106,176 $27,908,700 $2,516,062 $5,095,408 $3,829,647
Revenues & Sources Revenues & Sources
Property Tax 64,517,854 42,066,250 22,451,604 Property Tax
Sales Tax 74,390,000 52,600,000 1,900,000 19,890,000 Sales Tax
Hotel Occupancy Tax 5,530,000 4,300,000 1,230,000 Hotel Occupancy Tax
Other Taxes & Franchise Fees 7,310,000 7,310,000 Other Taxes & Franchise Fees
Licenses, Permits, & Fees 10,200,000 1,695,000 8,250,000 255,000 Licenses, Permits, & Fees
Service Charges 55,853,162 1,375,000 50,834,000 3,644,162 Service Charges
Program Revenues 7,084,805 3,537,400 1,015,000 2,532,405 Program Revenues
Fines & Forfeitures 1,387,000 1,280,000 107,000 Fines & Forfeitures
Contracts & Other 58,009,406 6,835,738 261,000 130,000 38,344,000 905,000 10,080,634 125,000 350,000 978,034 Contracts & Other
Bond Proceeds 99,850,000 99,850,000 Bond Proceeds
Capital Lease 3,500,000 3,500,000 Capital Lease
Transfers In 10,015,951 5,061,250 3,817,201 262,500 875,000 Transfers In
Total Revenues & Sources 397,648,178 121,760,638 9,478,201 22,844,104 97,428,000 4,549,162 129,820,634 4,425,000 2,595,000 4,747,439 Total Revenues
Expenditures & Uses Expenditures & Uses
Administration 2,795,978 1,960,778 835,200 Administration
Communications 1,961,889 1,231,653 396,236 334,000 Communications
Finance 6,175,630 3,914,533 2,147,101 113,996 Finance
Fire 23,871,894 23,871,894 Fire
Fiscal Support 21,454,719 6,693,743 1,753,401 13,007,575 Fiscal Support
General Services 5,305,453 5,305,453 General Services
Human Resources 1,499,587 1,499,587 Human Resources
Information Technology 4,880,453 4,880,453 Information Technology
Legal Services 1,275,000 1,275,000 Legal Services
Library 3,153,022 3,149,374 3,648 Library
Parks & Recreation 13,364,732 12,725,599 639,133 Parks & Recreation
Planning & Development 5,906,613 5,666,259 240,354 Planning & Development
Police 34,325,210 33,671,995 653,215 Police
Recycling 252,852 252,852 Recycling
Sports Management & Tourism 7,016,267 1,888,347 1,751,833 3,376,087 Sports Management & Tourism
Transportation 15,757,430 14,908,464 848,966 Transportation
Utilities & Drainage 30,150,430 27,480,574 2,669,856 Utilities & Drainage
Debt Service 42,033,363 23,103,162 9,743,000 561,731 7,615,515 638,925 371,030 Debt Service
Transfers Out 10,015,951 3,817,201 200,000 4,000,250 258,000 803,000 937,500 Transfers Out
Proposed Uses - General SFC 6,927,201 6,927,201 Proposed Uses - General SFC
GSFC - Designated, not yet spent 4,925,000 4,925,000 GSFC - Designated, not yet spent
Fleet Replacement 3,824,500 3,000,000 574,500 250,000 Fleet Replacement
Capital Improvement Projects 197,871,858 16,917,111 71,370,338 4,160,000 103,840,899 1,087,094 50,000 446,416 Capital Improvement Projects
Total Expenditures & Uses 444,745,032 124,824,838 31,969,312 23,103,162 117,069,164 7,899,587 126,951,155 4,948,102 2,172,863 5,806,849 Total Expenditures
Net Revenues & Sources (47,096,854) (3,064,200) (22,491,111) (259,058) (19,641,164) (3,350,425) 2,869,479 (523,102) 422,137 (1,059,410) Net Revenues
Less Reservations Less Reservations
Contingency 48,540,475 30,301,909 14,830,539 731,964 1,000,000 924,634 437,958 313,471 Contingency
Concentration Risk Fund 10,830,584 10,830,584 Concentration Risk Fund
Debt Reserves 2,819,813 1,664,984 642,506 512,323 Debt Reserves
Bond Proceeds 13,882,637 1,640,718 12,241,919 Bond Proceeds
Designations - Projects 9,690,852 4,430,190 3,000,000 2,260,662 Designations - Projects
Total Reservations 85,764,361 41,132,493 6,070,908 1,664,984 14,830,539 731,964 13,241,919 1,567,140 3,950,281 2,574,133 Total Reservations
Available Ending Fund Available Ending Fund
Balance/Working Capital FYE 2020 116,376,734 164,856 131,994 - 91,330,649 5,023,787 17,536,260 425,820 1,567,264 196,104 Balance/Working Capital
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COMBINED EXPENDITURES BY CATEGORY COMBINED EXPENDITURES BY CATEGORY 52
BUDGET SUMMARIESBUDGET SUMMARIES
COMBINED EXPENDITURES BY CATEGORY COMBINED EXPENDITURES BY CATEGORY
Personnel
Services
$105.2M
24%
Operating
Expenses
$76.2M
17%
Capital Outlay
$211.3M
48%
Debt Service
$42.0M
9%
Transfers
$10.0M
2%
Fund
Personnel
Services
Operating
Expenses
Capital
Outlay
Debt
Service Transfers
Total
Budget
General Fund 89,121,983$ 31,207,222$ 678,432$ 3,817,201$ 124,824,838$
General Capital Projects & Equipment 31,769,312 200,000 31,969,312
Debt Service Fund 23,103,162 23,103,162
Utility Fund 12,035,795 22,408,481 68,881,638 9,743,000 4,000,250 117,069,164
Drainage Fund 1,787,301 731,683 4,560,872 561,731 258,000 7,899,587
Type B Fund 14,691,741 103,840,899 7,615,515 803,000 126,951,155
HOT Fund 482,631 1,804,452 1,084,594 638,925 937,500 4,948,102
Sports Center Fund 1,111,496 640,337 50,000 371,030 2,172,863
Special Revenue Funds 627,871 4,732,562 446,416 5,806,849
Total 105,167,077$ 76,216,478$ 211,312,163$ 42,033,363$ 10,015,951$ 444,745,032$
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53
BUDGET SUMMARIESBUDGET SUMMARIES
GENERAL FUND NEW PROGRAMSGENERAL FUND NEW PROGRAMS
GENERAL FUND NEW PROGRAMSGENERAL FUND NEW PROGRAMS
New FT Es Amount
Fire
Fire Code Inspector (Hire Date: 2/1/20) 1.00 101,000
Total Fire 1.00 101,000
Fiscal Support
Minimum Pay Rate Adjustment 1,000,000
Total Fiscal Support 0.00 1,000,000
Gen
eral Services
Administrative Associate (Hire Date: 2/1/20) 1.00 44,574
Total Fiscal Support 1.00 44,574
Library
Library Manager (Hire Date:10/1/19) 1.00 107,275
Total Library 1.00 107,275
Parks & Recreation
Pop Up Play Day 12,000
Adult Rec Complex Tournaments 14,955
Fitness Instructor (Hire Date:10/1/19) 1.00 69,036
Brush Truck w/ Grapple Arm Operating 3,500
Additional Line Item Requests 8,000
Total Parks & Recreation 1.00 107,491
Planning
Planner (Hire Date: 2/1/19) 1.00 57,937
Temp Intern & Temp Planning Technician 22,005
Total Planning 1.00 79,942
Police
Police Officers (Hire Date:10/1/19) 2.00 207,000
Victims' Assistants (Hire Date:10/1/19)
2.00 122,216
Body Worn/In Car Camera System 250,000
Total Police 4.00 579,216
Transportation
CIP Infrastructure Inspector (Hire Date:10/1/19) 1.00 85,985
Total Transportation 1.00 85,985
Total Ge
neral Fund 10.00 2,105,483
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OTHER FUNDS NEW PROGRAMSOTHER FUNDS NEW PROGRAMS54
BUDGET SUMMARIESBUDGET SUMMARIES
OTHER FUNDS NEW PROGRAMSOTHER FUNDS NEW PROGRAMS
New FTEs Amount
Hotel Occupancy Tax (HOT) Fund
Chalk Walk 35,000
Arts & Culture Guide 13,000
Additional Funding for Arts Grants 20,000
ArtsSpace Building Improvements 25,000
Art Installations (downtown, sculptures traveling, pop up art) 16,000
Signal Box Art 5,000
Total HOT Fund 0.00 114,000
Drainage Fund
Drainage Supervisor Operating 0.00 45,530
Total Drainage Fund 0.00 45,530
Utility Billing
Utility Billing Customer Service Representative (Hire Date:10/1/19)
1.00 56,387
Total Utility Billing 1.00 56,387
Total Utility Fund 1.00 56,387
Total Citywide 11.00 2,324,850
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REVENUE SUMMARIESREVENUE SUMMARIES
GENERAL FUND REVENUE SUMMARYGENERAL FUND REVENUE SUMMARY 55
GENERAL FUND REVENUE SUMMARYGENERAL FUND REVENUE SUMMARY
PROPERTY TAX revenues are higher in FY 2020 primarily due to the recommended rate and new program requests.
The adopted property tax rate was increased by 9.3% to $0.439 per $100 valuation to pay for the operations, debt
payments for voter-authorized bond projects, and one-time capital requests.
SALES TAX revenues for FY 2020 are expected to remain at with Dell capped by policy to no more than 20% of
net General Fund sales tax revenues and some instability among top sales tax payers. Sales tax revenues help the
property tax rate as well. A half cent for property tax reduction saves 14.5 cents on the property tax bill for FY 2020.
OTHER TAXES & FRANCHISE FEES include mixed drink tax, bingo tax, and penalty & interest fees from current
and delinquent property tax. Franchise fees collected from electricity, gas, and telecommunications grow modestly
with the general population growth. These fees are based on grow revenues; therefore, mild weather can reduce fees
received from electric and gas providers. For FY 2020 there will be a decrease in Franchise Fees due to the impacts
of SB 1152, meaning companies pay for the higher fee between communications and cablevision instead of both as
it was in the past.
LICENSES, PERMITS, & FEES include planning and development related revenues, beer and liquor licenses, and
animal control licenses. Fire Protection Fees oset the City’s cost of providing re protection services to Emergency
Service District #9.
SERVICE CHARGES include garbage and brush hauling revenues that reect the net fee from Round Rock Refuse.
Average residential customers pay $20.97 per month for garbage with City retaining $3.00 or 15.5%. Lot clearing
service charges are collected when City employees remove a nuisance and charge the owner for the service.
PROGRAM REVENUES are mostly recreation fees and charges for all Parks and Recreation programs, rentals,
leagues, and the Clay Madsen Recreation Center.
FINES & FORFEITURES include library nes and fees for overdue and lost library material and Police Department
nes for citations issued for trac violations, City ordinance violations, and other provisions of state law.
CONTRACTS & OTHER includes other revenues such as the sales of assets, donations and contributions, insurance
and grant reimbursements, police reimbursements, and other miscellaneous small revenue categories.
TRANSFERS IN are transfers from the Utility Fund, Drainage Fund, and the Type B Fund to reimburse the General
Fund for their allocated share of administrative support costs. The cost allocations are reviewed annually and are
based on generally accepted cost allocation methodology.
Revenues
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Property Tax 31,397,927 34,559,009 37,300,000 37,300,000 42,066,250
Sales Tax 46,595,602 52,396,862 50,735,202 52,970,202 52,600,000
Other Taxes & Franchise Fees 7,579,548 7,652,669 7,418,000 7,610,000 7,310,000
Licenses, Permits, & Fees 1,594,007 1,906,515 1,572,150 1,695,000 1,695,000
Service Charges 1,377,734 1,242,902 1,351,000 1,375,000 1,375,000
Program Revenues 3,585,157 3,541,911 3,540,400 3,497,400 3,537,400
Fines & Forfeitures 1,119,737 1,210,175 1,125,000 1,280,000 1,280,000
Contracts & Other 5,497,196 7,700,124 7,013,085 6,847,200 6,835,738
Transfers In 3,655,800 3,873,858 4,555,000 4,555,000 5,061,250
Total Revenues 102,402,710 114,084,025 114,609,837 117,129,802 121,760,638
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GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL56
REVENUE SUMMARIESREVENUE SUMMARIES
GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Property Tax
Current Property Taxes 31,344,199 34,
507,286 37,250,000 37,250,000 42,016,250
Delinquent Taxes 53,728 51,723 50,000 50,000 50,000
Total Property Tax 31,397,927 34,559,009 37,300,000 37,300,000 42,066,250
Sales Tax 46,595,602 52,396,862 50,735,202 52,970,202 52,600,000
Other Taxes & Franchise Fees
Penalty & Interest Del Taxes 20,873 17,106 15,000 15,000 15,000
Penalty & Interest Current Tax 56,462 66,778 55,000 55,000 55,000
Franchise-Recycle Rebate Prog 19,860 8,633 5,000 5,000 5,000
Franchise - Gas 941,107 980,902 950,000 1,130,000 1,170,000
Franchise - Communications 527,623 499,214 530,000 475,000 110,000
Franchise - Electric 3,578,662 3,665,427 3,550,000 3,600,000 3,600,000
Franchise - Cablevision 1,144,813 1,096,993 1,050,000 1,050,000 1,050,000
Franchise - Garbage Collection 662,985 670,372 675,000 675,000 675,000
Mixed Drink Tax 589,008 617,589 550,000 575,000 600,000
Bingo Tax 38,156 29,654 38,000 30,000 30,000
Total Other Taxes & Franchise Fees 7,579,548 7,652,669 7,418,000 7,610,000 7,310,000
Licenses, Permits & Other Fees
Beer & Liquor Licenses 37,330 41,790 37,000 40,000 40,000
Animal Control Licensing Fees 12,503 5,818 13,000 5,000 5,000
Building Permits 646,211 770,591 630,000 680,000 680,000
Title Report Fees 15,500 7,200 6,000 7,000 7,000
Building Reinspections 16,950 39,700 23,000 40,000 40,000
Filing Fees 56,567 106,190 70,000 100,000 100,000
Annual Site Plan Fees 75,157 128,608 70,000 75,000 75,000
Fire Inspection Fees 191,234 244,031 200,000 225,000 225,000
GIS Fees 19,394 10,600 3,100 3,000 3,000
Subdivision Development Fees 507,046 517,461 500,000 500,000
500,000
Developer Landscape Fees 6,600 12,300 10,000 10,000 10,000
Sign Permit Fees 9,465 10,875 10,000 10,000 10,000
Easement Vacated Fees - 300 - - -
Small Cell Node Fees - 11,000 - - -
Film Industry Fees 50 50 50 - -
Total Fines, Permits & Other Fees 1,594,007 1,906,515 1,572,150 1,695,000 1,695,000
Charges for Services
Lot Clearing Services
35,380 26,989 30,000 30,000 30,000
Garbage Services
1,170,249 1,019,381 1,150,000 1,150,000 1,150,000
Rental Income
- - - - -
Brush Hauling Revenue
5,677 7,275 3,000 5,000 5,000
Garbage Penalty
116,596 112,607 118,000 115,000 115,000
PARD Brush Recycling Fees
49,832 76,650 50,000 75,000 75,000
Total Charges for Services 1,377,734 1,242,902 1,351,000 1,375,000 1,375,000
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GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL 57
REVENUE SUMMARIESREVENUE SUMMARIES
Rabb House
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Program Revenues
Swim Pool Agreements 60,634 60,649 54,000 54,000 54,000
Recreation Programs - Pool 51,157 (3,897) 48,000 100,000 100,000
Recreation Programs 56,507 62,375 50,000 50,000 50,000
Swimming Pool Receipts 1,099,165 1,065,404 1,200,000 1,100,000 1,100,000
Sports League Fees 318,485 313,980 310,400 310,400 325,400
Ball Field Lights 71,820 378 65,000 - -
Facility Rental - Parks/Rec 301,824 490,239 330,000 400,000 400,000
Library - Photocopy 27,598 27,643 25,000 25,000 25,000
Meeting Room Revenue 16,215 14,782 15,500 15,500 15,500
Convenience Fees 10,325 12,524 6,000 6,000 6,000
General Special Events Revenue 460 - 500 500 500
PARD Special Events 118,457 - - - -
Recreation Programs 71,118 91,436 65,000 65,000 65,000
Recreation Programs - Seniors 79,502 65,308 70,000 70,000 70,000
Membership Fees 56,442 62,201 50,000 50,000 50,000
Recreation Programs - Pool 9,086 11,734 11,000 11,000 11,000
Recreation Programs 868,214 860,251 850,000 850,000 850,000
Membership Fees 368,148 406,904 390,000 390,000 415,000
Total Program Revenues 3,585,157 3,541,911 3,540,400 3,497,400 3,537,400
Fines & Forefeitures
Municipal Court Collections 1,046,696 1,129,194 1,045,000 1,200,000 1,200,000
Red Light Camera Fines 200 - - - -
Library Fines 72,411 80,538 80,000 80,000 80,000
Library Receipts 430 443 - - -
Total Fines & Foreitures 1,119,737 1,210,175 1,125,000 1,280,000 1,280,000
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GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL58
REVENUE SUMMARIESREVENUE SUMMARIES
GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Contracts & Other
Police Dept - Misc 22,486 22,440 26,452 22,000 22,000
Structural Steel Inspections (13,968) (6,003) 30,000 30,000 30,000
Training Fees 150 66,106 - - -
Interest Income 550,956 952,185 550,000 700,000 900,000
Increase/Decrease in Fair Valu (32,088) (25,623) - - -
Miscellaneous Revenue 269,723 285,706 300,000 250,000 250,000
Fire Protection/MUD Contract 2,386,232 2,731,248 3,100,000 3,100,000 3,300,000
Emergency Service Organization 91,319 95,256 85,000 85,000 85,000
Returned Check Fee 125 175 500 500 500
Advertising Revenue (500) - - - -
Historic Preservation Proceeds 35 15 30 - -
Donations/Contributions - 150 1,000 1,000 1,000
Insurance Proceeds 72,305 54,719 40,000 40,000 40,000
Plat Reproductions 940 860 800 800 800
Streeet Cuts 200 100 - - -
Proceeds - Sale of Assets 162,629 178,578 40,000 40,000 40,000
FTA Reimbursment 322,471 754,948 923,903 925,000 925,000
Special Events Permits 955 1,500 900 900 900
Federal Program Income 4,561 5,911 - - -
Grant Proceeds 207,119 1,163,807 750,000 500,000 -
Non-Grant Reimbursements 21,452 29,023 - - -
Court Fund Reimbursement 52,000 52,000 52,000 52,000 52,000
RRISD Reimbursement 969,368 900,983 772,500 770,000 770,000
Recycling Revenue 25,998 18,703 25,000 15,000 10,000
CDBG Reimbursement 84,211 68,095 65,000 65,000 65,000
S
tate Grant - Training 25,259 13,521 - - -
PD Special Events Reimbursment 266,958 335,722 250,000 250,000 250,000
Grant Proceeds 6,300 - - - 93,538
Total Contracts & Other 5,497,196 7,700,124 7,013,085 6,847,200 6,835,738
Total Transfers In 3,655,800 3,873,858 4,555,000 4,555,000 5,061,250
Total General Fund Revenues 102,402,710$ 114,084,025$ 114,609,837$ 117,129,802$ 121,760,638$
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59
REVENUE SUMMARIESREVENUE SUMMARIES
EFFECTIVE TAX RATE INFOGRAPHICEFFECTIVE TAX RATE INFOGRAPHIC
EFFECTIVE TAX RATE INFOGRAPHICEFFECTIVE TAX RATE INFOGRAPHIC
Debt Tax Rate 0.20
New M&O Eective Rate x 8% 0.26 x 1.08
Maximum M&O rate 0.28
Total tax rate allowed without
risking rollback election
0.20 + 0.28 =
0.48
The Eective Tax Rate is dened by state law to be the rate that generates the same property tax revenues as the prior
year based on the new year’s total value of taxable property. This rate has an inverse relationship with property values
such that as property values rise the City’s total value of taxable property increases, requiring a lower eective tax rate to
generate the same amount of property tax revenues as the prior year.
The Rollback Tax Rate is dened by state law as 8% higher than the M&O Eective Tax Rate. If the City adopts a property
tax rate greater than the rollback tax rate, the citizens have the right under state law to call for a rollback tax rate election
to bring the property tax rate to a citywide vote. This rollback tax rate, therefore, allows the City 8% of growth above the
eective M&O tax rate. Recent legislation pending in the state legislature has proposed decreasing the rollback rate to 4%
or 5% higher than the eective tax rate, eectively limiting the exibility of the City Council to increase the property tax rate.
Steps to Creating a Tax Rate
FY 2017
Taxable Value 1,000,000
Tax Rate 0.50
1,000,000 x 0.50 ÷ 100
Revenue Collected 5,000
Step 1
Calculating Prior Year Revenues
FY 2018
Taxable Value 1,080,000
Prior year Revenue Collected 5,000
5,000 ÷ 1,080,000 x 100
Rate needed to collect $5,000 0.46
Step 2
Calculating New Year Eective Tax Rate
How do I get the same amount of revenue as last year
when apprasied values have gone up?
Step 3
Calculating Roll Back Tax Rate
The State allows the M&O tax rate to be 8% higher than
the eective rate.
* hypothetical example
Steps to Creating a Tax Rate
The Eective Tax Rate is dened by state law to be the rate that generates the same property tax revenues
as the prior year based on the new year’s total taxable value, excluding value resulting from new property
added to the tax roll. This rate has an inverse relationship with property values such that as property values
rise the City’s total value of taxable property increases, requiring a lower eective tax rate to generate the
same amount of property tax revenues as the prior year.
The Rollback Tax Rate is dened by state law as 8% higher than the M&O Eective Tax Rate. Recent
legislation has decreased the rollback tax rate from an 8% increase over the eective rate to a 3.5% increase
over the eective rate eective in FY 2021.
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PROPERTY TAX TERMINOLOGYPROPERTY TAX TERMINOLOGY60
REVENUE SUMMARIESREVENUE SUMMARIES
PROPERTY TAX TERMINOLOGYPROPERTY TAX TERMINOLOGY
ASSESSED VALUATION - A valuation set upon
real estate or other property by a government as a
basis for levying taxes. (Note: Property values are
established by WCAD and TCAD).
CERTIFIED TAX ROLL - A list of all taxable
properties, values, and exemptions in the City. This
roll is established by WCAD and TCAD.
PROPERTY TAX - Taxes that are levied on both real
and personal property according to the property’s
valuation and tax rate.
TAX BASE - The total value of all real and personal
property in the City as of January 1st of each year,
as certied by WCAD and TCAD
TAX LEVY - The total amount of taxes imposed by
the City of taxable property, as determined by WCAD
and TCAD.
TAX RATE - The amount of tax stated in terms of a
unit of the tax base (e.g. cents per hundred dollars’
valuation).
WILLIAMSON CENTRAL APPRAISAL DISTRICT
(WCAD) AND TRAVIS CENTRAL APPRAISAL
DISTRICT (TCAD) - Established under state law and
granted the responsibility for discovering and listing all
taxable property, appraising that property at market/
production value, processing tax payer applications
for exemptions, and submitting the appraised values
and exemptions to each taxing unit. This listing
becomes the Certied Tax Roll for the taxing unit.
Approximately 96% of the City’s taxable value is in
Williamson County and 4% is in Travis County.
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PROPERTY TAX & VALUE SUMMARYPROPERTY TAX & VALUE SUMMARY 61
REVENUE SUMMARIESREVENUE SUMMARIES
PROPERTY TAX & VALUE SUMMARYPROPERTY TAX & VALUE SUMMARY
Property Tax & Value Summary
Taxable Property
FY 2019
Actual
FY 2020
Adopted $ Di % Di
Total Assessed Value (AV) $13.6B $14.6B $1.0B +7.7%
New Property $310M $367M $57M +18.4%
Tax Rate Components
Maintenance & Operations Rate 0.298130 0.313509 0.015379 +5.2%
Debt Rate 0.121870 0.125491 0.003621 +3%
Tax Rate 0.420000 0.439000 0.019000 +4.5%
Eective Tax Rate 0.406240 0.401615 -0.004625 -1.1%
Rollback Tax Rate 0.430740 0.441338 0.010598 +2.5%
Debt (Principle & Interest) $21.6M $23.1M +$1.5M +7.0%
Tax Rate Components
Median Residential Property Value $241,538 $255,198 $13,660 +5.7%
Median Annual Tax Bill $1,014 $1,120
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PROPERTY TAX VALUE INFOGRAPHICPROPERTY TAX VALUE INFOGRAPHIC62
REVENUE SUMMARIESREVENUE SUMMARIES
PROPERTY TAX VALUE INFOGRAPHICPROPERTY TAX VALUE INFOGRAPHIC
Police
$28
Fire
$20
Transportation
$13
Parks and Recreation
$11
Management and
Planning
$8
Fiscal Support
$6
General Services
$4
Library
$3
Understanding What Your City Tax Dollars Fund
*Median home value for FY 2020 is $255,198
In 2020, the medi-
an household pays
$93 in city property
taxes per month.*
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AVERAGE HOUSEHOLD MONTHLY EXPENSESAVERAGE HOUSEHOLD MONTHLY EXPENSES 63
REVENUE SUMMARIESREVENUE SUMMARIES
AVERAGE HOUSEHOLD MONTHLY EXPENSESAVERAGE HOUSEHOLD MONTHLY EXPENSES
City Taxes
2.3% of
average
monthly budget
CORR
$93
19%
Williamson County
$89
18%
RRISD
$277
56%
Austin Community
College
$22
4%
Wilco FM/RD
$9
2%
Upper Brushy Creek
WCID
$4
1%
Entertainment
$264
6%
Utilities
$322
8%
Clothing
$141
3%
Transportation
$777
19%
Taxes
$494
12%
Healthcare
$373
9%
Phone
$115
3%
Household Items
$310
7%
Housing
$816
19%
Food
$577
14%
Back to TOC
ASSESSED VALUES & PROPERTY TAX RATE HISTORYASSESSED VALUES & PROPERTY TAX RATE HISTORY64
REVENUE SUMMARIESREVENUE SUMMARIES
ASSESSED VALUES & PROPERTY TAX RATE HISTORYASSESSED VALUES & PROPERTY TAX RATE HISTORY
7.89
8.00
8.24
8.62
9.63
10.49
11.33
12.45
13.61
14.65
0.41728
0.42321
0.42035
0.41949
0.41465
0.41465
0.42500
0.43000
0.42000
0.43900
$0.32
$0.34
$0.36
$0.38
$0.40
$0.42
$0.44
$0.46
$0
$2
$4
$6
$8
$10
$12
$14
$16
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Property Tax Rate per $100 Value
Taxable Value (in billions)
Taxable Value Tax Rate
Tax Year Taxable Value T
ax Rate
2010
7,893,143,364$
0.41728
2011
8,004,285,176
0.42321
2012
8,238,143,748
0.42035
2013
8,624,749,167
0.41949
2014
9,634,156,426
0.41465
2015
10,492,085,922
0.41465
2016 11,327,175,854 0.42500
2017 12,451,153,760 0.43000
2018 13,605,761,159 0.42000
2019 14,647,779,369 0.43900
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TAXABLE ASSESSED VALUATION TAXABLE ASSESSED VALUATION 65
REVENUE SUMMARIESREVENUE SUMMARIES
TAXABLE ASSESSED VALUATION TAXABLE ASSESSED VALUATION
Class of Property
Tax Year
2015
Tax Year
2016
Tax Year
2017
Tax Year
2018
Tax Year
2019
Residential 5,933,189,051 6,443,692,473 7,088,512,604 7,343,627,722 8,077,012,933
Commercial 3,706,097,433 3,891,783,865 4,331,258,739 4,861,968,668 5,433,483,003
Personal Property - Business 597,705,791 568,650,989 790,683,984 818,955,256 809,771,413
Assessed Valuation 10,236,992,275 10,904,127,327 12,210,455,327 13,024,551,646 14,320,267,349
60% of ARB 255,093,647 423,048,527 240,698,433 581,209,513 327,512,020
Tax Roll Total $10,492,085,922 $11,327,175,854 $12,451,153,760 $13,605,761,159 $14,647,779,369
$1
$3
$5
$7
$9
$11
$13
$15
Tax Year 2015 Tax Year 2016 Tax Year 2017 Tax Year 2018 Tax Year 2019
Billions
Residential Commercial Personal Property - Business
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66
REVENUE SUMMARIESREVENUE SUMMARIES
10 YEAR PROPERTY & SALES TAX ANALYSIS10 YEAR PROPERTY & SALES TAX ANALYSIS
10 YEAR PROPERTY TAX & SALES TAX ANALYSIS - GENERAL FUND10 YEAR PROPERTY TAX & SALES TAX ANALYSIS - GENERAL FUND
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
$50
$55
2011 2012 2013
2014
2015 2016 2017 2018 2019*
2020*
MILLIONS
Sales Tax Property Tax
Year Property Tax Sales Tax
2011 21,457,249 38,626,231
2012 22,248,742 39,443,432
2013 23,493,510 42,280,277
2014 24,330,110 43,926,440
2015 25,416,408 44,456,908
2016 27,017,296 44,470,674
2017 31,397,927 46,595,602
2018 34,559,009 52,396,862
2019* 37,300,000 52,970,202
2020* 42,066,250 52,600,000
*Projected
Back to TOC
GENERAL FUND REVENUESGENERAL FUND REVENUES 67
REVENUE SUMMARIESREVENUE SUMMARIES
GENERAL FUND REVENUESGENERAL FUND REVENUES
$0
$20
$40
$60
$80
$100
$120
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019* 2020*
Millions
Property Taxes Sales Taxes Other Revenues
Other Revenues
Property Taxes
Sales Taxes
48%
27%
25%
22%
35%
43%
*Projected
Year Property Taxes Sales Taxes Other Revenues Total Revenue
2011 21,457,249 38,626,231 20,123,483 80,206,963
2012 22,248,742 39,443,432 20,380,583 82,072,757
2013 23,493,510 42,280,277 20,610,670 86,384,457
2014 24,330,110 43,926,440 22,501,741 90,758,291
2015 25,416,408 44,456,908 25,162,098 95,035,414
2016 27,017,296 44,470,674 24,854,687 96,342,657
2017 31,397,927 46,595,602 24,409,181 102,402,710
2018 34,559,009 52,396,862 27,128,154 114,084,025
2019* 37,300,000 52,970,202 26,859,600 117,129,802
2020* 42,066,250 52,600,000 27,094,388 121,760,638
Back to TOC
UTILITY FUND REVENUE HIGHLIGHTS & SUMMARY UTILITY FUND REVENUE HIGHLIGHTS & SUMMARY 68
REVENUE SUMMARIESREVENUE SUMMARIES
UTILITY FUND REVENUE HIGHLIGHTS & SUMMARY UTILITY FUND REVENUE HIGHLIGHTS & SUMMARY
WATER AND RELATED SERVICES AND WASTEWATER AND RELATED SERVICES revenues are
fees from the City’s water and wastewater customers for water and wastewater service. A 3% increase in
the City’s water rates for FY 2020 was approved in September 2017. This increase is no longer needed to
maintain and improve the water infrastructure to secure water resources into the future. No other utility rate
changes are proposed.
OTHER CHARGES include revenues from Interest Income, Convenience Fees, Connection & Transfer
fees, and other smaller fees charged to the City’s water and wastewater customers to help fund the water
and wastewater systems.
IMPACT FEE revenues are charges to developers to oset some of the costs for expanding the water and
wastewater systems for new developments. These revenues are one-time in nature and uctuate depending
on the timing of large development projects. Impact Fee revenues are projected at $8,250,000 in FY 2020.
CONTRACTS AND OTHER include a variety of revenues for the City’s water and wastewater systems. The
FY 2020 actuals are projected higher because of the timing of intergovernmental revenues for regional capital
projects of which Round Rock is a partner.
Revenues
2017
Actual
2018
Actual
2019
Revised
B
udget
2019
Projected
A
ctual
2020
Adopted
B
udget
Water & Related Services 26,984,346 29,737,475 26,967,585 28,315,000 28,875,000
Wastewater & Related Services 19,809,511 20,185,749 20,973,908 21,527,700 21,959,000
Other Charges 1,991,808 2,131,047 1,223,001 1,673,001 1,746,501
Impact Fees 8,215,831 10,655,684 8,000,000 8,000,000 8,250,000
Contracts & Other 1,885,756 3,682,921 5,002,191 9,108,878 36,597,499
Total Revenues 58,887,252 66,392,876 62,166,685 68,624,579 97,428,000
Back to TOC
UTILITY FUND REVENUE DETAILSUTILITY FUND REVENUE DETAILS 69
REVENUE SUMMARIESREVENUE SUMMARIES
UTILITY FUND REVENUE DETAILSUTILITY FUND REVENUE DETAILS
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Water & Related Services
Water Service 25,350,629 29,339,185 26,652,585 28,000,000 28,500,000
Water Conservation Revenue 1,255,881
Water Inspec & Meter Service 77,200 104,200 30,000 30,000 75,000
Water Penalty 300,636 294,091 285,000 285,000 300,000
Total Water & Related Services 26,984,346 29,737,475 26,967,585 28,315,000 28,875,000
Wastewater & Related Services
Sewer Service 17,916,056 18,294,590 17,246,208 17,800,000 18,300,000
Sewer Service-BCRWWS 1,586,240 1,547,883 3,464,700 3,464,700 3,350,000
Sewer Inspection Fee 75,100 103,000 60,000 30,000 75,000
Sewer Discharge Permit 2,400 4,450 3,000 3,000 4,000
Sewer Penalty 229,715 235,826 200,000 230,000 230,000
Total Wastewater & Related Services 19,809,511 20,185,749 20,973,908 21,527,700 21,959,000
Other Charges
Connection & Transfer 180,321 168,685 145,000 145,000 175,000
Convenience Fees 207,135 91,173 - - -
Environmental Lab 194,775 197,980 160,000 160,000 195,000
Industrial Pre-Treatment Surcharge 239,224 124,281 390,000 175,000 175,000
Interest Income 769,566 1,116,802 260,000 800,000 800,000
Meters & Fittings Sale 198,151 263,204 75,000 200,000 200,000
Reconnect Charges 144,483 135,001 170,000 170,000 170,000
Other Charges 58,153 33,921 23,000 23,000 31,500
Total Other Revenues 1,991,808 2,131,047 1,223,001 1,673,001 1,746,501
Impact Fees
Impact Fess Revenues 8,215,831 10,655,684 8,000,000 8,000,000 8,250,000
Total Impact Fees 8,215,831 10,655,684 8,000,000 8,000,000 8,250,000
Contracts & Other
Donations & Other Miscellaneous 1,885,756 3,682,921 5,002,191 9,108,878 36,597,499
Total Contracts & Other 1,885,756 3,682,921 5,002,191 9,108,878 36,597,499
Total Utility Fund Revenues 58,887,252 66,392,876 62,166,685 68,624,579 97,428,000
Back to TOC
DRAINAGE FUND REVENUE HIGHLIGHTS & SUMMARY DRAINAGE FUND REVENUE HIGHLIGHTS & SUMMARY 70
REVENUE SUMMARIESREVENUE SUMMARIES
DRAINAGE FUND REVENUE HIGHLIGHTS & SUMMARY DRAINAGE FUND REVENUE HIGHLIGHTS & SUMMARY
Revenues
2017
Actual
2018
Actual
2019
Revised
B
udget
2019
Projected
A
ctual
2020
Adopted
B
udget
Drainage Fees - Residential 1,630,278 1,647,704 1,648,066 1,663,042 1,679,494
Drainage Fees - Commercial 1,818,702 1,883,020 1,896,736 1,987,303 1,964,668
Contracts & Other 373,454 501,119 180,000 227,500 905,000
Total Revenues $3,822,434 $4,031,843 $3,724,802 $3,877,845 $4,549,162
DRAINAGE FEES for residential and commercial properties in the City are charged based on each property’s
impact to the City’s drainage system. The current drainage fee rate is $4.75 per month per Equivalent
Residential Rate (ERU) which is based on the total impervious surface that contributes to drainage run-o.
istock images - Storm-drain
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71
REVENUE SUMMARIESREVENUE SUMMARIES
UTILITY DRAINAGE SERVICE REVENUES - 10 YEAR HISTORYUTILITY DRAINAGE SERVICE REVENUES - 10 YEAR HISTORY
$0
$10
$20
$30
$40
$50
$60
2011 2012 2013 2014 2015 2016 2017 2018 2019* 2020*
Millions
Water Wastewater Drainage
Fiscal Year Wate r Wastewater Drainage Total
2011 25,798,094 17,422,981 1,788,251 45,009,326
2012 24,138,895 17,187,078 1,928,086 43,254,059
2013 23,696,347 18,000,984 1,945,232 43,642,563
2014 22,032,335 17,543,328 2,765,210 42,340,873
2015 23,016,845 17,641,143 3,371,752 44,029,740
2016 24,912,984 18,625,442 3,769,920 47,308,346
2017 26,984,346 19,809,511 3,822,434 50,616,291
2018 29,737,475 20,185,749 4,031,843 53,955,067
2019* 28,315,000 21,527,700 3,877,845 53,720,545
2020* 28,875,000 21,959,000 4,549,162 55,383,162
*Projected
UTILITY DRAINAGE SERVICE REVENUES - 10 YEAR HISTORYUTILITY DRAINAGE SERVICE REVENUES - 10 YEAR HISTORY
Back to TOC
OTHER REVENUES - 10 YEAR HISTORYOTHER REVENUES - 10 YEAR HISTORY72
REVENUE SUMMARIESREVENUE SUMMARIES
OTHER REVENUES - 10 YEAR HISTORYOTHER REVENUES - 10 YEAR HISTORY
Fiscal Year
HOT
Fund
Sports Center
Fund
T ype B
Fund
Other
Special
R
evenue
Funds
Total
2011 2,
700,716 15,757,401 2,180,958 20,639,075
2012 2,771,162 508,153 15,958,082 3,516,912 22,754,309
2013 3,227,243 924,435 17,023,724 3,333,083 24,508,485
2014 3,615,425 1,669,995 17,439,601 923,433 23,648,454
2015 3,987,926 2,642,957 17,960,349 951,402 25,542,634
2016 4,710,494 2,561,311 17,310,110 1,197,735 25,779,650
2017 4,788,495 2,583,744 21,538,856 4,428,411 33,339,506
2018 4,610,819 2,632,520 31,341,893 9,757,851 48,343,083
2019* 4,425,000 2,595,000 57,582,061 5,212,965 69,815,026
2020* 4,425,000 2,595,000 56,478,874 4,747,439 68,246,313
*Projected
1) Includes bond proceeds from Transportation COs
2) Golf Course Reconstruction
¹
¹
$0
$10
$20
$30
$40
$50
$60
$70
2011 2012 2013 2014 2015 2016 2017 2018 2019* 2020*
Millions
HOT
Fund
Sports Center
Fund
Other Special Revenue Funds Type B
Fund
²
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OTHER REVENUESOTHER REVENUES 73
REVENUE SUMMARIESREVENUE SUMMARIES
OTHER REVENUESOTHER REVENUES
HOTEL AND OCCUPANCY TAX is 7% tax on hotel stays that is used to promote tourism in Round Rock.
SPORTS CENTER FUND consists mainly of the Venue Tax which is a 2% voter-approved tax on hotel stays
that funds the Round Rock Sports Center.
TYPE B FUND revenues include proceeds from one-half cent of the City’s local option sales tax that
funds transportation improvements and economic development projects in the City. This fund also includes
contributions from Williamson County, Texas Department of Transportation (TxDot), and other regional
partners that uctuate based on project timeliness.
OTHER SPECIAL REVENUE FUNDS revenues are specic revenue sources that are restricted for certain
expenditures based on state law.
The Dell Diamond is funded in part from the Hotel Occupancy Tax Fund revenues
The Round Rock Sports Center is funded by a 2% venue tax from hotel stays
Back to TOC
74
REVENUE SUMMARIESREVENUE SUMMARIES
Back to TOC
GENERAL FUNDGENERAL FUND
75GENERAL FUND SCHEDULEGENERAL FUND SCHEDULE
GENERAL FUND SCHEDULEGENERAL FUND SCHEDULE
2018
Actuals
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
2021
Estimated
Budget
Beginning Fund Balance 50,322,084$ 51,210,349$ 53,812,512$ 44,361,549$ 41,297,349$
Revenues
Property Tax 34,559,009 37,300,000 37,300,000 42,066,250 42,900,000
Sales Tax 52,396,862 50,735,202 52,970,202 52,600,000 54,800,000
Other Taxes & Franchise Fees 7,652,669 7,418,000 7,610,000 7,310,000 7,140,000
Licenses, Permits & Fees 1,906,515 1,572,150 1,695,000 1,695,000 1,695,000
Service Charges 1,242,902 1,351,000 1,375,000 1,375,000 1,375,000
Program Revenues 3,541,911 3,540,400 3,497,400 3,537,400 3,497,400
Fines & Forfeitures 1,210,175 1,125,000 1,280,000 1,280,000 1,280,000
Contracts & Other 7,700,124 7,013,085 6,847,200 6,835,738 6,742,200
Transfers In 3,873,858 4,555,000 4,555,000 5,061,250 5,061,250
Total Revenues 114,084,025 114,609,837 117,129,802 121,760,638 124,490,850
Expenses
Administration 1,817,170 1,877,202 1,869,130 1,960,778 2,040,385
Communications 719,796 1,181,977 1,180,306 1,231,653 1,268,680
Finance 3,204,582 3,728,211 3,698,561 3,914,533 4,083,207
Fire 21,905,869 22,927,803 22,927,803 23,871,894 24,691,153
Fiscal Support 3,356,794 3,781,429 3,781,429 6,693,743 6,693,743
General Services 4,438,567 5,266,187 5,226,831 5,305,453 5,491,880
Human Resources 1,237,210 1,520,413 1,507,751 1,499,587 1,559,239
Information Technology 4,502,073 4,817,309 4,792,525 4,880,453 5,007,690
Legal Services 1,030,827 1,275,000 1,275,000 1,275,000 1,275,000
Library 2,765,542 3,034,604 3,012,008 3,149,374 3,263,327
Parks & Recreation 11,667,317 12,475,037 12,414,637 12,725,599 13,055,466
Planning & Development 4,752,954 5,328,372 5,276,410 5,666,259 5,899,177
Police 30,933,384 32,286,331 32,184,613 33,671,995 34,476,568
Recycling 152,068 175,358 174,935 252,852 262,094
T
ransportation 11,562,303 14,724,914 14,536,633 14,908,464 15,168,096
Operating Transfer 320,000 200,000 200,000 200,000 200,000
Total Expenses 104,366,456 114,600,147 114,058,572 121,207,637 124,435,705
Net Revenues 9,717,569$ 9,690$ 3,071,230$ 553,001$ 55,145$
Le ss:
Transfers 6,227,141 12,522,193 12,522,193 3,617,201
Reservations & Designations 38,262,438 38,690,059 38,690,059 41,132,493 41,150,159
Ending Fund Balance 15,550,074$ 7,787$ 5,671,490$ 164,856$ 202,335$
Note: The FY 2019 Budget included a transfer of $12.5 million of excess fund balance to capital projects for large one-
time capital purchases including partial cash funding of the new City library.
Back to TOC
ADMINISTRATIONADMINISTRATION76
GENERAL FUNDGENERAL FUND
ADMINISTRATIONADMINISTRATION
The Administration Department consists of the Mayor and six Council members and the oce of the City
Manager. These two bodies, working together, are responsible for the formulation and execution of public
policy to meet community needs and assure orderly development in the City. The City Manager’s Oce also
provides for the general administration of a multi-million-dollar organization providing a full range of municipal
services to over 100,000 customers.
VISION:
Round Rock is a family-friendly community that is
safe and distinctive by design, is recognized as
the “Sports Capital of Texas” and a major medical
and educational destination and has an authentic
downtown and choice of great neighborhoods.
MISSION:
Our mission is to provide leadership and foster a
culture of high performance, thereby delivering
customer value and enhancing public condence
and satisfaction in Round Rock city government.
GUIDING COUNCIL STRATEGIC GOALS:
Administration
City Clerk
Economic
Development
Legislative
Issues
Community
Engagement
Mayor & City
Council
City Manager
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ADMINISTRATIONADMINISTRATION 77
GENERAL FUNDGENERAL FUND
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
NEW PROGRAMS FOR FY 2020:
• No new programs
FY 2021 OVERVIEW & BEYOND:
• Continue to monitor legislation regarding
streamlined sales tax and how changes could
potentially aect the City of Round Rock.
• Continue discussions regarding potential
future bond elections.
FY 2019 HIGHLIGHTS:
• City Charter Commission nalized report to
Council in August 2019
• Celebrated the 25th anniversary of the City’s
business relationship with Dell Technologies
• City celebrated its 20-year partnership with the
Round Rock Express
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• City Council approved an amendment to the
noise ordinance limiting the time outdoor music
can be played and requiring outdoor music ven-
ues to apply for a permit
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Agendas Posted 250 250 118 100 100
Public Notices Posted 106 100 67 100 100
City Council Items Processed 346 360 356 350 350
Open Record Requests Processed 1,330 1,400 1,402 1,400 1,400
The City’s Administration Department is located at City Hall in Downtown Round Rock, o of Main Street.
Back to TOC
ADMINISTRATIONADMINISTRATION78
GENERAL FUNDGENERAL FUND
ADMINISTRATIONADMINISTRATION
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 1,589,932 1,587,976 1,643,184 1,635,112 1,726,628
Operating Expenses 246,307 229,194 234,018 234,018 234,150
Capital Outlay 30,000 - - - -
Total Expenditures: $1,866,238 $1,817,170 $1,877,202 $1,869,130 $1,960,778
Expenditures as a % of General Fund 2.0% 1.7% 1.6% 1.6% 1.6%
Full Time Equivalents (FTEs): 11.500 10.500 10.500 10.500 10.500
FTEs as a % of General Fund 1.5% 1.3% 1.3% 1.3% 1.3%
$-
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
$1.8
$2.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
Back to TOC
COMMUNICATIONS AND MARKETINGCOMMUNICATIONS AND MARKETING 79
GENERAL FUNDGENERAL FUND
COMMUNICATIONS AND MARKETINGCOMMUNICATIONS AND MARKETING
The Communications and Marketing Department develops internal and external communications and citizen
participation initiatives. The department is also responsible for marketing Downtown Round Rock and the
Shop the Rock initiative. Most media relations are handled through this department. Emphasis is placed on
engaging citizens in an ongoing dialogue about City policies and programs in a manner designed to instill
trust and understanding in local decision making. Transparency in government is achieved through use of
social media, local access television, newsletters and the City’s website, keeping citizens apprised of public
forums for citizen involvement. The department serves its internal customers through the employee intranet,
newsletter, blogs, and social media. Focus on promoting the heart of our city, Downtown Round Rock, has
been a City Council priority since 2010.
VISION:
We communicate openly and honestly about all the
things that make Round Rock a great place to live
and do business.
MISSION:
Our mission is to provide open communication
which is vital for city government to build trust with
the public and eectively govern. Our purpose is to
communicate openly with citizens, employees, the
media, public and private organizations, and visitors.
GUIDING COUNCIL STRATEGIC GOALS:
Digital Media
Social Media
Downtown
Art and Culture
Communications
and Marketing
Communications
and Marketing
Manager
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COMMUNICATIONS AND MARKETING COMMUNICATIONS AND MARKETING 80
GENERAL FUNDGENERAL FUND
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
streamlined citizen engagement online.
• Working with IT, the department will continue
to explore the latest interactive features to
encourage engagement and customer service
functionality.
NEW PROGRAMS FOR FY 2020:
• No new programs.
FY 2021 OVERVIEW & BEYOND:
• Continue to create dynamic, compelling content
on available platforms, be they print or digital,
on critical issues like capital needs (i.e. bonds),
transportation challenges, budget and tax.
• Continue to build and enhance the Downtown
brand as the area grows and evolves.
• Updates to website structure and content will be
ongoing.
• Explore using PEG funds to build a video
production studio for providing content in a new,
dynamic way.
2019 HIGHLIGHTS:
• Addition of 1FTE as a new digital designer position
enabled department to extend communications
eorts and enhance existing programs,
particularly for the three websites managed by
the department.
• Launched an e-newsletter to supplement the
printed Newsash utility bill insert as more
customers transitioned to the City’s new online
utility billing portal.
• Completed its informational campaign called
Future Forward to tell the City’s stories of success
due to Council’s strategic planning on topics such
as water, transportation, parks and more through
newspaper ads, blogs, billboards and social
media videos.
• Special events in Downtown continued to expand
and improve, with Fall Music on Main and
Beaujolais Nights.
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• Continue enhancements to our digital presence,
including redesigns to the City’s website,
roundrocktexas.gov, and exploring options for
COMMUNICATIONS AND MARKETING COMMUNICATIONS AND MARKETING
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Roundrocktexas.gov 1.7 M 2.0 M 1.9 M 1.9 M 2.0 M
Roundrocktexas.gov users 889,000 992,000 993,000 993,000 994,000
Citywide Newsletters Created 12 12 12 24 36
City Facebook Page Inbound
Messages and Comments
N/A 13,619 13,969 17,000 17,000
City Social Media Fans (Facebook,
Twitter, Instagram)
N/A 53,818 63,090 71,000 73,000
Videos Created N/A 77 58 80 85
Back to TOC
81
GENERAL FUNDGENERAL FUND
COMMUNICATIONS AND MARKETINGCOMMUNICATIONS AND MARKETING
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 524,090 536,057 626,188 624,517 695,089
Operating Expenses 208,559 183,738 530,789 530,789 536,564
Capital Outlay - - 25,000 25,000 -
Total Expenditures: $732,649 $719,796 $1,181,977 $1,180,306 $1,231,653
Expenditures as a % of General Fund 0.8% 0.7% 1.0% 1.0% 1.0%
Full Time Equivalents (FTEs): 5.00 5.00 6.00 6.00 6.00
FTEs as a % of General Fund 0.7% 0.6% 0.7% 0.7% 0.7%
$-
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
Back to TOC
FINANCEFINANCE82
GENERAL FUNDGENERAL FUND
• Respect – We are a motivated team inspiring
a sincere working environment that supports
dierent viewpoints and personalities.
• Innovation – We inspire inventive and forward-
thinking teams that network, observe, and
connect ideas to achieve innovation.
• Leadership – We lead by example, providing
encouragement and guidance with a positive
attitude and are responsible stewards of the
management and care of resources. We apply
ethical principles to make a signicant dierence.
GUIDING COUNCIL STRATEGIC GOAL:
Note 1. Utility Billing is in the Utility Fund. See page
126 for budget and operating data.
FINANCEFINANCE
Management responsibility for all the City’s nancial activity is centralized in the Finance Department. The
Chief Financial Ocer develops, oversees, and communicates strategic nancial planning, the City’s nancial
policies, debt management, and the day-to-day operations of the Finance Department and its divisions. Major
areas of responsibility include: 1) Accounting & Treasury, 2) Budget and Analysis, 3) Municipal Court, 4)
Purchasing, and 5) Utility Billing. These functions include purchasing of commodities and services; annual
budget preparation; long-term nancial planning; revenue forecasting; economic development analysis
and support; treasury management, payroll, accounts payable, xed asset reporting and monitoring capital
projects while maintaining accurate and transparent reporting to the citizens of Round Rock.
VISION:
Provide leadership and direction to maintain the
nancial stability of the City and prepare for future
growth.
MISSION:
The Finance Department is responsible for nancial
planning, policy development, and administration of
the City’s nancial activities.
Finance will achieve our Vision and Mission by
focusing on the six Finance Foundations:
• Drive – We are dedicated and passionate
about providing a positive work environment to
enhance motivation. We are self-motivated and
strive to improve service excellence.
• Transparency – We maintain a level of integrity
to promote ethical behavior, openness, and
communication. We operate in a way that is easy
for others to see what actions are performed to
inspire trust.
• Quality – We embrace the ongoing process
of providing service excellence by assessing,
anticipating, and fullling the stated and implied
needs of our customers.
Finance
Administration
Purchasing
Finance
Utility
Billing
Municipal
Court
1
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FINANCEFINANCE 83
GENERAL FUNDGENERAL FUND
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Accounts Payable Payments Processed 9,400 9,700 9,800 9,500 13,500
Payroll Payments Processed 42,500 43,000 43,500 44,000 44,000
Numbers of Purchase Orders Processed 1,173 1,203 1,309 1,400 1,520
Court Cases Filed 7,143 10,974 12,400 17,313 17,500
Courtroom Appearances 2,783 3,513 4,000 6,084 5,500
• Obtain the nal transparency star – Contracts
& Procurement – from the Texas Comptroller of
Public Accounts
• Expand analysis and nancial reporting
capabilities including use of new technology
such as Microsoft Teams and Power BI
NEW PROGRAMS FOR FY 2020:
• No new programs
FY 2021 OVERVIEW & BEYOND:
• Continue to proactively monitor and manage
long-term nancial stability for the City
• Develop and implement contract management
and tracking policies and systems
FY 2019 HIGHLIGHTS:
• Achieved AAA GO Bond Rating – one of only eight
Texas cities with both GO and Utility Revenue
AAA bond ratings at that time
• Implemented state-of-the-art Utility Billing and
Customer Portal systems to replace 20-year-old
system with limited customer disruptions
• Strengthened City’s nancial policies for sales
tax revenues by capping Dell-generated sales
tax revenues available for General Fund ongoing
operations to 20% of net General Fund sales tax
revenues
• Developed 5-year funding plan for the
Transportation Master Plan
• Expanded internal control review and fraud
prevention programs
• Completed major automation, process and AV
upgrades in Municipal Court while accommodating
signicant rise in ticket counts
• Established a Hotel Occupancy Tax audit program
to help ensure the City is receiving the correct
level of tourism-related revenues
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• Conduct economic impact studies on tourism (in
coordination with Sports Management & Tourism)
• Expand internal control reviews to the “requisition
to check” process to ensure ecient and eective
use of city funds as we grow
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FINANCEFINANCE84
GENERAL FUNDGENERAL FUND
FINANCEFINANCE
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 3,054,524 3,037,020 3,533,844 3,495,419 3,707,316
Operating Expenses 151,807 167,562 194,367 203,142 207,217
Capital Outlay - - - - -
Total Expenditures: $3,206,331 $3,204,582 $3,728,211 $3,698,561 $3,914,533
Expenditures as a % of General Fund 3.5% 3.1% 3.3% 3.2% 3.2%
Full Time Equivalents (FTEs): 38.75 39.75 40.75 40.75 40.75
FTEs as a % of General Fund 5.2% 5.0% 5.0% 5.0% 5.0%
$-
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses
Note: Excludes Utility Billing. See page 126.
Back to TOC
FIREFIRE 85
GENERAL FUNDGENERAL FUND
Training &
Safety
Administration
Support
Services
Emergency Medical
Services Training
Fire
Suppression
Technical
Rescue
Hazardous
Materials
Fire Code
Inspection
Public
Education
Fire & Arson
Investigation
Fire Operations
Fire Prevention
Emergency
Management
Fire Chief
FIREFIRE
The primary responsibility of the Round Rock Fire Department (RRFD) is to provide the emergency services
required to meet the demands of a growing population. There is a constant, deliberate eort to provide our
customers with the most current knowledge, methodology, and technology available in the realms of re
and emergency services through our training and safety programs. The demands placed on personnel also
necessitates the need for physical tness and the most eective procedural training for reghters to perform
to the best of their ability in crisis situations. Attention is also given to the maintenance of all re apparatus
and peripheral equipment, such as re hydrants, so that all tools will function properly when needed.
VISION:
The Round Rock Fire Department is a professional
and dynamic department that will provide exceptional
public safety through dedicated individuals.
MISSION:
Through a professional, well-trained, and safe work
force, the members of the Round Rock Fire Department
are committed to delivering the highest level of re
suppression, emergency medical, re prevention, and
disaster services, within the City’s nancial capability,
for our rapidly changing residential, business, and
corporate communities.
GUIDING COUNCIL STRATEGIC GOALS:
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FIREFIRE86
GENERAL FUNDGENERAL FUND
FIREFIRE
FY 2021 OVERVIEW & BEYOND:
• Continue employee hiring for Station 10
• Begin the building phase of Station10 in Mayeld
Ranch/Vista Oaks area
• Monitor growth of Vizcaya and continue discussion
with Georgetown FD on both departments housing
inside of a single re station (Station 11)
• Continue to analyze call data and land locations
for future re stations
• Purchase land for future re station sites to secure
property
FY 2019 HIGHLIGHTS:
• Received a new engine for Station 3 (since
SQD3 was upgraded to an engine company, a
reserve engine has been used which reduced
the number of reserve apparatus available)
• Continued to work through the design phase of
a new Station 3. A contractor has been selected
with construction due to begin in late August.
Expected build time is 14 months.
• Added12 new reghters (9 hired to ll vacancies
from upgrading SQD3 to Engine 3 and the
creation of Station 9, 3 hired to ll vacancies due
to retirements)
• Have held multiple classes at training center that
have brought students in from across the US
and other countries
• Conducted live re training in the City of Round
Rock thanks to the opening of the training center.
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• Increase use of Public Safety Training Center
• Secure agreement with Travis County/Austin
Fire Department for Automatic Aid
• Increase Community Risk Reduction eorts
• Implementation of new records management
system
• Secure agreement in Williamson County on
closest unit responses (ongoing)
NEW PROGRAMS FOR FY 2020:
• Adding 1 FTE as a Fire Inspector
• Complete vehicle exhaust removal systems for
Central and Station 9
• Take delivery of a new engine purchased for the
opening of Station 9
• Relocate/Build/Move into New Station 3
• Begin an employee cost share program with
Emergency Service District #9
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FIREFIRE 87
GENERAL FUNDGENERAL FUND
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Total Calls 9,971 10,250 11,328 11,418 11,750
Total Unit Responses 13,721 14,000 15,194 15,310 15,700
Total Number of EMS Incidents 5,926 6,200 6,430 6,298 6,000
Total Number of Motor Vehicle Inci-
dents 825 850 759 774 800
Hours of Fire Training 25,000 28,500 31,025 32,500 34,000
Hours of EMS Training 3,800 4,145 4,211 4,450 5,000
Hours of Command Level Training 9,500 10,365 11,240 11,750 12,000
New Construction Inspected 2,192 2,301 2,567 2,700 2,900
Existing Construction Inspected 3,050 3,335 5,497 4,000 5,700
Public Education Number of Events 232 250 258 270 300
Included in this budget is the purchase of a new Fire Engine for the opening of Fire Station 9.
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FIREFIRE88
GENERAL FUNDGENERAL FUND
FIREFIRE
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services
16,942,370 18,843,906 20,279,774 20,209,474 21,850,020
Operating Expenses 1,654,178 2,994,430 2,625,492 2,718,329 2,021,874
Capital Outlay - 67,533 22,538 - -
Total Expenditures: $18,618,549 $21,905,869 $22,927,803 $22,927,803 $23,871,894
Expenditures as a % of General Fund 21.9% 21.1% 20.0% 20.1% 19.7%
Sworn 134.00 149.00 152.00 152.00 153.00
Civilian 8.00 9.00 10.00 10.00 10.00
Full Time Equivalents (FTEs): 142.00 158.00 162.00 162.00 163.00
FTEs as a % of General Fund 18.9% 20.0% 20.0% 20.0% 19.8%
$-
$5.0
$10.0
$15.0
$20.0
$25.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
Back to TOC
FISCAL SUPPORT & LEGAL SERVICESFISCAL SUPPORT & LEGAL SERVICES 89
GENERAL FUNDGENERAL FUND
FISCAL SUPPORT & LEGAL SERVICESFISCAL SUPPORT & LEGAL SERVICES
The Fiscal Support Services department provides funding for general government expenditures that are not
allocable to any specic department. Due to the general, strictly nancial nature of the Department’s charge,
oversight of the Fiscal Support Services Department’s activities is the responsibility of the City’s Finance
Department.
The Legal Services Department consists of the appointed City Attorney, the special counsel for the Ethics
Commissions, and other outside attorneys retained from time to time to represent the City in specic matters.
VISION:
Provide leadership and direction to maintain the
nancial stability of the City and prepare for future
growth.
MISSION:
The mission of the Fiscal Support Services Department
is to provide general nancial monitoring, oversight, and
support to the City of Round Rock for all expenditures
that are not allocable to any specic department.
GUIDING COUNCIL STRATEGIC GOAL:
MAJOR BUSINESS FUNCTIONS:
Fiscal Support Services is a support department for
the General Fund. This purely scal responsibility
center captures expenditures associated with non-
allocable costs for the general fund related items.
Examples of expenditures include various utility
and maintenance costs for City Hall and general
fund department’s expenditure items such as
taxes and insurance. Finally, funding for is also
provided for not-for-prot social service agencies,
compensation consultants, legislative lobbying, and
City participation in state and national organizations
such as the Texas Municipal League and the National
League of Cities.
Legal Services
Office of the
City Attorney
Mayor & City
Council
Finance
Fiscal Support
Services
Back to TOC
FISCAL SUPPORT & LEGAL SERVICESFISCAL SUPPORT & LEGAL SERVICES90
GENERAL FUNDGENERAL FUND
FISCAL SUPPORT & LEGAL SERVICESFISCAL SUPPORT & LEGAL SERVICES
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services - 333,894 46,147 46,147 2,726,000
Operating Expenses 2,950,229 3,013,920 3,735,282 3,735,282 3,967,743
Legal Expenses 1,099,435 1,030,827 1,275,000 1,275,000 1,275,000
Capital Outlay - 8,980 - - -
Total Expenditures: $4,049,664 $4,387,621 $5,056,429 $5,056,429 $7,968,743
Expenditures as a % of General Fund 4.4% 4.2% 4.4% 4.4% 6.6%
Full Time Equivalents (FTEs): 0.00 0.00 0.00 0.00 0.00
FTEs as a % of General Fund 0.0% 0.0% 0.0% 0.0% 0.0%
$-
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0
$8.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Legal Expenses Capital Outlay
Back to TOC
GENERAL SERVICESGENERAL SERVICES 91
GENERAL FUNDGENERAL FUND
FY 2019 HIGHLIGHTS:
• Building Construction – Completed design of
Fire Station No. 3
• Building Construction – Completed re-painting of
Police Station
• Building Construction – Exterior renovation of
Rock Care and Admin Conference Room
• Building Construction – Water Treatment Plan
LED retrot
• Building Construction – Completed Fire Station
No. 2 fencing
• Building Construction – Completed Dell Dia-
mond Ticket window remodel
• Building Construction – Completed CMRC LED
retrot
• Building Construction – Completed Fire Station
No. 5 ooring
• Building Construction/Facility Maintenance –
Baca RTU Replacement
• Building Construction – Completed remodel of
Human Resources
• Building Construction – Fire Station No. 7 LED
retrot
• Building Construction – Completed Structural in-
vestigation for Business Center
• Building Construction – Completed Construction
of Luther Peterson Complex Phase 1
GENERAL SERVICESGENERAL SERVICES
General Services is responsible for overseeing the eet operations, building construction, and the repair
and maintenance of the City’s facilities. The Vehicle Maintenance Facility provides maintenance and repair
of the City’s vehicle eet and equipment. The Building Construction Division handles all remodels and new
construction. Facility Maintenance is responsible for repairs, maintenance, and custodial duties for most City
buildings.
VISION:
To be a leader and provide exceptional customer
service.
MISSION:
To provide a quality and safe environment for our
customers and employees, by demonstrating world-
class stewardship of our physical assets.
GUIDING COUNCIL STRATEGIC GOAL:
Vehicle
Maintenance
Facility
Facility
Maintenance
Building
Construction
General
Services
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92
GENERAL FUNDGENERAL FUND
GENERAL SERVICESGENERAL SERVICES
GENERAL SERVICESGENERAL SERVICES
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Facility Maintenance Work Orders 1,500 1,700 5,536 5,000 5,000
City Buildings Maintained 51 56 53 54 56
Trade Contracts 17 18 15 12 21
Service Contracts 5 5 5 5 5
Generators Maintained 25 27 27 28 29
City Vehicle/Equipment Owned 1,496 1,516 1,520 1,625 1,600
Vehicle Maintenance Work Orders 4,761 5,249 4,733 4,708 5,000
Fuel Used (Gallons) 354,756 414,375 371,664 380,000 380,000
New City Buildings Under Construction 4 2 1 1 1
interior piers of the Business Center due to geo-
logic sub-surface conditions
• Sharon Prete Plaza Restrooms – ADA accessi-
ble restroom will address the needs of the citi-
zens for the Downtown and plaza area.
FY 2021 OVERVIEW & BEYOND:
• Building Construction – Bidding and Award and
construction Library
• Building Construction – Fire Station No. 10 Bid-
ding
• Building Construction – Replacement of Police
Station front doors for ADA compliance
• Fleet Maintenance – Proceeds from Citywide
Auction $140,567.00
• Fleet Maintenance – ASE Blue Seal Certication
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• Fire Station 3 Construction Completion
• Luther Peterson Construction Completion
Phase 1
• Relocate Facility Maintenance to 2015 Lamar
• Upgrade badging and security infrastructure
NEW PROGRAMS FOR FY 2020:
• Adding 1 FTE as an Administrative Associate
for Vehicle Shop
• Update Facility Master Plan
• Business Center Movement – Will repair the
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93
GENERAL FUNDGENERAL FUND
GENERAL SERVICESGENERAL SERVICES
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 3,068,062 3,336,877 3,978,964 3,952,533 4,008,615
Operating Expenses 954,487 1,054,696 1,267,223 1,254,298 1,276,838
Capital Outlay 130,920 46,994 20,000 20,000 20,000
Total Expenditures: $4,153,468 $4,438,567 $5,266,187 $5,226,831 $5,305,453
Expenditures as a % of General Fund 4.5% 4.3% 4.6% 4.6% 4.4%
Full Time Equivalents (FTEs): 44.00 48.00 52.00 52.00 53.00
FTEs as a % of General Fund 5.9% 6.1% 6.4% 6.4% 6.4%
$-
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
Back to TOC
HUMAN RESOURCESHUMAN RESOURCES94
GENERAL FUNDGENERAL FUND
FY 2019 HIGHLIGHTS:
• Benet Enhancements – Telehealth benet and
Prescription (Rx) Formulary Change
• New Clinic Administrator for Rockcare with
enhanced benets
• Celebrating Safety - 20th Anniversary - Health &
Safety Conference
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• Continue evaluation and develop implementation
plan to utilize Employee Performance module in
Munis
• Implementing Online registration for Employee
Training through ESS
NEW PROGRAMS FY 2020:
• No new programs
FY 2021 OVERVIEW & BEYOND:
• Develop a diversity recruitment strategy Citywide
• Implement Employee Performance Module
• Implement HR Strategic Plan (includes Succession
Planning)
HUMAN RESOURCESHUMAN RESOURCES
The Human Resources (HR) Department is responsible for providing direction and leadership in human
resource matters that support the City’s success. Our focus is to provide the following major HR business
functions: Safety and Risk Management, Benets and Wellness, Employee Services (Compensation, Talent
Management & Employee Relations), manage the Human Resource Information System/Records, and
Organizational Development.
VISION:
To encourage and support a work/life balance for
employees while maintaining a diverse, respectful,
and safe work environment.
MISSION:
To attract, engage, and retain the best talent to
provide quality service to the citizens of Round
Rock.
GUIDING COUNCIL STRATEGIC GOAL:
Benefit &
Wellness
Safety & Risk
Management
Employee
Services
HRIS & Records
Organizational
Development
Human
Resources
Back to TOC
HUMAN RESOURCESHUMAN RESOURCES 95
GENERAL FUNDGENERAL FUND
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
Indicator
*FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Projected
Number of Employment Verications - 136 95 105 112
Number of Applicant Background
Checks and Drug Screens - 180 276 300 321
Number of Exit Interviews - 45 26 40 43
Number of Compensation Surveys - 30 52 130 139
Number of Employee Development
Trainings - 72 64 65 70
Number of Employment Applications - 14,049 18,198 11,937 12,773
Number of Open Records Requests - 21 22 25 27
* Human Resources did not track the indicators in FY 2016
The Human Resources’ Oce is located Downtown at City Hall.
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HUMAN RESOURCESHUMAN RESOURCES96
GENERAL FUNDGENERAL FUND
HUMAN RESOURCESHUMAN RESOURCES
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 1,097,192 1,071,317 1,289,623 1,280,321 1,272,157
Operating Expenses 154,169 165,894 230,790 227,430 227,430
Capital Outlay - - - - -
Total Expenditures: $1,251,361 $1,237,210 $1,520,413 $1,507,751 $1,499,587
Expenditures as a % of General Fund 1.4% 1.2% 1.3% 1.3% 1.2%
Full Time Equivalents (FTEs): 11.75 11.75 12.75 12.75 12.75
FTEs as a % of General Fund 1.6% 1.5% 1.6% 1.6% 1.6%
$-
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses
Back to TOC
INFORMATION TECHNOLOGYINFORMATION TECHNOLOGY 97
GENERAL FUNDGENERAL FUND
FY 2019 HIGHLIGHTS:
• Implementation of several new systems - Alluvi
water park membership solution, Police to Citizen,
and ITPipes Web
• Fiber network and RRTX-WiFi expansion to
Wastewater Treatment Plant and Luther Peterson
Complex
• Completed upgrades of aging AV systems at the
Police Department
• Support of new facilities – Luther Peterson
Complex
• Implemented new collaborative platforms available
in Oce 365 – Teams, Planner, and Stream
• Microsoft Azure cloud datacenter in production
• Implemented Next Gen Firewalls in both primary
datacenters
• Partnered with HR to develop and pilot a Telework\
Work from Home program
• Replaced public use computers at Library
• Partnered with ESRI and City Departments on a
GIS Envisioning study
• Developed Transportation Projects Story App
INFORMATION TECHNOLOGYINFORMATION TECHNOLOGY
The Information Technology (IT) Department’s function is to maintain and support the hardware and software
infrastructure within the City government, assist in procurement and training for all major software systems,
and help guide all departments in forming plans for their future use of technology.
MISSION:
The IT Department’s mission is to assist all City
departments to become more productive using
technology, to safeguard relevant data, and to
increase the sharing of important governmental
information between City departments.
GUIDING COUNCIL STRATEGIC GOALS:
Infrastructure and
Customer Support
Enterprise
Applications
GIS
Information
Technology
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98
GENERAL FUNDGENERAL FUND
INFORMATION TECHNOLOGYINFORMATION TECHNOLOGY
INFORMATION TECHNOLOGYINFORMATION TECHNOLOGY
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Help Desk Tickets Resolved 5,000 5,400 9,301 10,200 10,600
PC Replacement 195 230 150 250 210
Page Visits for Public Facing Websites 4,296,463 4,359,352 4,785,132 5,002,200 5,200,000
Usage of RRTX-Wi-Fi (Total Trac) 34 TB 48 TB 65 TB 82 TB 90 TB
Mobile App Downloads 740 550 1,803 1,900 2,000
Total Email Messages Processed N/A N/A 8,060,000 8,200,000 8,340,000
Email Malware Campaigns Blocked N/A N/A 39,600 43,560 47,520
Email Threats Blocked N/A N/A 1,196,000 1,315,600 1,435,200
NEW PROGRAMS FY 2020:
• No new programs
FY 2021 OVERVIEW & BEYOND:
• In-House App Development (Trails App, Cityworks
Analytics Dashboards, voice control technology)
• Evaluate feasibility of moving to cloud hosted
VOIP system citywide
• Incorporate use of cognitive bots and machine
learning into business process
• Expansion in use of cloud technologies and the
Azure datacenter
• Continued expansion of citywide ber network
and RRTX-WiFi
• Evaluate best options for ber network redundancy
• Technology planning and support of new city
facilities – Library and Fire Station 10/11
• Data analytics and insights into enterprise
application data across lines of business
• Evaluate options for replacing Public Safety CAD
and Records Management Systems
FY 2020 OVERVIEW & SIGNIFICANT CHANG-
ES:
• Deploy ArcGIS Enterprise and ESRI Open
Data Portal
• Adopt GIS Local Government Information
Model
• Deploy ArcGIS Solutions for Local Government
Fiber and RRTX-WiFi expansion to key City
facilities including new Fire Station 3, Fire
Station 9 and Veteran’s Park completing rst
city-owned redundant ber ring
• Expand Microsoft Azure cloud datacenter
capabilities
• Streamline mobile device program by
implementing Mobile Device Management
solution
• Improve new utility billing system, RRTXwater.
com site, and mobile application
• Police In-Car\Body Worn Camera system
replacement
• Fire Records Management system replacement
• Implement physical security open source
platform
• Implement planned technology replacement
programs – A/V Systems, network
infrastructure, security camera endpoints, and
computer\server replacements
Back to TOC
99
GENERAL FUNDGENERAL FUND
INFORMATION TECHNOLOGYINFORMATION TECHNOLOGY
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 2,070,598 2,276,592 2,421,337 2,397,853 2,230,836
Operating Expenses 2,090,331 2,160,420 2,320,972 2,319,672 2,574,617
Capital Outlay 50,501 65,061 75,000 75,000 75,000
Total Expenditures: $4,211,431 $4,502,073 $4,817,309 $4,792,525 $4,880,453
Expenditures as a % of General Fund 4.6% 4.3% 4.2% 4.2% 4.0%
Full Time Equivalents (FTEs): 22.00 21.00 20.00 20.00 20.00
FTEs as a % of General Fund 2.9% 2.7% 2.5% 2.5% 2.4%
$-
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
$4.5
$5.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
Back to TOC
LIBRARYLIBRARY100
GENERAL FUNDGENERAL FUND
FY 2019 HIGHLIGHTS:
• Voted 2018 Best Classes for Kids by Round the
Rock;
• HotSpots (Sponsored by Friends) added to the
Take Home Technology collection
• BrainFuse Homework HelpNow and JobNow, new
resources for tutoring and workforce development
• Tech Tutor technology assistance and training
sessions oered by appointment and walk-in;
• Launched Spaces meeting room reservation
software
• Awarded Texas Book Festival Grant to refresh,
expand, and enhance the Spanish Easy and
Junior Non-Fiction collections
• 2018 Texas Achievement of Library Excellence
Award recognized by Texas Municipal Library
Director’s Association
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• Improve collection performance using
CollectionHQ to increase circulation by 10%,
remove or relocate low performing items and make
room for high demand items, save sta time, and
reduce wait time for items;
• Use technology to reach beyond the physical
limitations of the Library building;
• Hire library manager to develop the adult services
division.
LIBRARYLIBRARY
The Round Rock Public Library System provides our growing and diverse community a variety of exceptional
programs and services. Our caring and knowledgeable sta maintains an attractive and dynamic environment
in which to nd information, enjoyment, and enrichment.
MISSION:
The Round Rock Public Library proudly serves its
dynamic and growing community by providing high
quality resources, services, and programs.
GUIDING COUNCIL STRATEGIC GOALS:
Technical
Services
Administration
Public Services
Youth Services
Adult Services
Library
Back to TOC
LIBRARYLIBRARY 101
GENERAL FUNDGENERAL FUND
FY 2021 OVERVIEW & BEYOND:
• Hire, train, and retain a diverse workforce with a
passion to deliver exceptional customer service;
• Complete bond project.
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
NEW PROGRAMS FOR FY 2020:
• Library Manager for Adult Services Division
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Reference Transactions 47,710 50,000 34,086 35,600 35,000
Volunteer Hours 8,265 8,000 6,920 7,290 7,000
Community Outreach Contacts 4,133 5,000 4,656 5,000 5,000
Circulation 942,932 1,000,000 1,229,141 1,230,000 1,230,000
Interlibrary Loans 4,268 4,000 3,673 4,196 4,000
Public Access Computer Uses 75,220 70,000 61,728 62,755 62,000
Database Uses 22,714 25,000 23,906 24,939 24,000
Program Attendance 54,153 50,000 47,545 48,703 48,000
Library Visits 408,056 390,000 388,732 389,556 389,000
Currently, Round Rock’s Library is located Downtown on Main Street.
Back to TOC
LIBRARYLIBRARY102
GENERAL FUNDGENERAL FUND
LIBRARYLIBRARY
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 2,078,411 2,087,193 2,312,277 2,280,707 2,421,122
Operating Expenses 658,042 678,349 722,327 731,301 728,252
Capital Outlay 17,495 - - - -
Total Expenditures $2,753,948 $2,765,542 $3,034,604 $3,012,008 $3,149,374
Expenditures as a % of General Fund 3.0% 2.7% 2.7% 2.6% 2.6%
Full Time Equivalents (FTEs): 30.50 31.00 31.75 31.75 32.75
FTEs as a % of General Fund 4.1% 3.9% 3.9% 3.9% 4.0%
$-
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
Back to TOC
PARKS & RECREATIONPARKS & RECREATION 103
GENERAL FUNDGENERAL FUND
FY 2019 HIGHLIGHTS:
• Met 151 of 151 national standards as part of the
5-Year Re-Accreditation Review and Site Visit
by Commission for Accreditation of Parks and
Recreation Agencies (CAPRA)
• Launched a new format for the July 4th Parade
through Downtown with very positive feedback
from the community
• Awarded a Gold Telly for the #ALLIN One Team
One Dream production and a Bronze Telly for the
Love Your Park – Crafty Critters production
• Pop Up Play Day won the Innovations Award and
the Rock Award
• Highest grossing revenue year at Rock’N River
Water Park
• Launched Outdoor Education Program with Park
Rangers
• Launched Donut Dash as new Downtown event
with over 300+ people in participation
• Opening of the CMRC Sports Fields
• Continuation of the PARD Repair & Replacement
Program to include: RR West Greenbelt
Renovation, Behren’s Ranch Greenbelt Trail
Repairs, Frontier Park Renovation, Stark Park
Renovation, Shaylah Dame Skatepark Repairs,
Meadow Lake Park Playground Replacement and
PARKS & RECREATIONPARKS & RECREATION
The Parks and Recreation Department (PARD) is responsible for the acquisition, design, development, and
maintenance of the City’s park system and the planting, conservation, and maintenance of trees. In addition,
PARD is responsible for organized recreation programs; which include athletics, aquatics, instructional
classes, special events, and senior citizen activities. PARD also manages the Clay Madsen Recreation
Center and the Allen R. Baca Senior/Activity Center.
VISION:
To provide an active, vibrant, and beautiful city
with a quality and diversied parks and recreation
system that produces economic, health, and social
benets for the entire community.
MISSION:
People dedicated and empowered to create
positive and memorable experiences in people’s
lives.
GUIDING COUNCIL STRATEGIC GOALS:
Athletics &
Acquatics
Administration
Parks
Forestry
Recreation
Clay Madsen
Recreation Center
Baca Activity
Center
Old Settlers
Park
Parks &
Recreation
In-Town Parks
Back to TOC
PARKS & RECREATIONPARKS & RECREATION104
GENERAL FUNDGENERAL FUND
PARKS & RECREATIONPARKS & RECREATION
NEW PROGRAMS FY 2020:
• Brush Truck with Grapple Arm
• Feasibility Study of Kinningham House
• Adding 1 FTE as a Fitness Instructor
• Continuation of Pop Up Play Day
• Additional seasonal Athletic Field Maintenance
• Funding for six tournaments, including umpire
fees, tournament director, and awards at the Adult
Recreation Complex
FY 2021 OVERVIEW & BEYOND:
• Construction of Heritage Trail East project
• Continuation of PARD Repair &
Replacement Program
Rabb Pavilion Area Renovations.
• Construction of the Brushy Creek Trail –
Veterans to Rabb Park
• Construction on the CMRC Fitness Patio and
Tennis Court Shade which added an outdoor
tness component for the CMRC members
• Construction of Adult Recreation Complex at
Old Settlers Park
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• Opening of the CMRC Fitness Patio and Adult
Recreation Complex
• Start construction on the Heritage Trail West
and Lake Creek Trail Projects
• Feasibility study for renovation of Kinningham
House
• Continuation of PARD Repair & Replacement
Program to include: Bradford Park Playground
Replacement, Mesa Village Park Playground
Replacement, and Old Settlers Park Tennis
Court Renovations
• Construction of Behren’s Ranch Park – Phase 1
This year’s budget includes fund to replace park playground equipment for multiple parks.
Back to TOC
PARKS & RECREATIONPARKS & RECREATION 105
GENERAL FUNDGENERAL FUND
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Parks Division Measures
Acres of Parkland and Open Space 2,270 2,270 2,270 2,270 2,300
Hours of Athletic Field Use 25,669 25,000 24,346 25,000 25,000
Miles of Trail 22.95 23.19 23.20 24.20 25.20
Average Park Certication Score 93.77 93.33 94.02 94.00 94.00
Recreation Division Measures
Clay Madsen Recreation Center Users 661,118 713,035 645,156 665,000 675,000
Baca Center Users 145,559 253,625 285,051 285,000 290,000
Recreation Programs Oered* 4,110 4,315 3,649* 3,655 3,670
Recreation Program Participants 56,938 75,219 93,896 90,000 90,000
Athletics/Aquatics Division Measures
Total Pool Attendance 124,722 136,478 115,991 120,000 123,000
Swim Lesson Participants 1,016 1,036 1,397 1,300 1,300
Athletic Camps and Classes Oered 165 172 176 180 180
Forestry Division Measures
Trees Pruned in Parks 1,591 1,625 2,776 1,800 1,800
Residential Tree Inspection Services 157 125 163 150 150
Cubic Yards of Brush Recycled 27,162 23,758 25,063 25,000 25,000
Administration Division Measures
Value of Positive Media Impressions $92,302 $255,278 $92,302 $90,000 $95,000
Sponsorships and Donations Received $89,580 $329,285 $48,285 $50,000 $60,000
Park Ranger Patrol Hours 4,457 7,275 4,307 4,800 5,000
Number of Special Events and Tournaments 153 161 189 175 175
Facility Rental Hours 39,907 38,128 38,305 38,000
38,000
* Tracking methodology for Recreation Programs oered changed between FY17 and FY18
Back to TOC
PARKS & RECREATIONPARKS & RECREATION106
GENERAL FUNDGENERAL FUND
PARKS & RECREATIONPARKS & RECREATION
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services
7,818,573 8,103,389 8,658,896 8,579,101 8,846,252
Operating Expenses 3,565,808 3,502,372 3,719,141 3,738,536 3,782,347
Capital Outlay 123,132 61,555 97,000 97,000 97,000
Total Expenditures: $11,507,513 $11,667,317 $12,475,037 $12,414,637 $12,725,599
Expenditures as a % of General Fund 12.5% 11.2% 10.9% 10.9% 10.5%
Full Time Equivalents (FTEs): 102.000 105.375 107.375 107.375 108.375
FTEs as a % of General Fund 13.6% 13.3% 13.2% 13.2% 13.2%
$-
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
$14.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
Back to TOC
PLANNING & DEVELOPMENT SERVICESPLANNING & DEVELOPMENT SERVICES 107
GENERAL FUNDGENERAL FUND
PLANNING & DEVELOPMENT SERVICESPLANNING & DEVELOPMENT SERVICES
The Planning and Development Services Department is responsible for land use policy, administration of land
development regulations, permit review and inspections, community development, neighborhood services,
and code enforcement for the City under the leadership of the Planning and Development Services Director.
VISION:
Round Rock is a diverse, historic, and family-
oriented community with a distinct identity as a
desirable place to live, work, and play. Residents,
government, and businesses are committed to
working together to build a quality community.
MISSION:
To provide the citizens and development
community with ecient, consistent, fair, and
eective development review services; promote
quality development and planning programs to
enhance the quality of life and facilitate economic
growth; and improve the built environment.
GUIDING COUNCIL STRATEGIC GOALS:
Long Range
Planning
Current Planning
Site Plan &
Plat Review
Engineering
Review
Sign Review
Building
Permitting
Building & Civil
Inspections
Historic
Preservation
Commission
Building
Standards
Commission
Permits &
Inspection
Code
Enforcement
Boards &
Commissions
Zoning Board
of Adjustment
Planning &
Development
Services
Zoning
Policy
Development
Historic
Preservation
Planning &
Zoning
Commission
Community
Development
Back to TOC
PLANNING & DEVELOPMENT SERVICESPLANNING & DEVELOPMENT SERVICES108
GENERAL FUNDGENERAL FUND
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
NEW PROGRAMS FOR FY 2020:
• 1 FTE long range planner
FY 2021 OVERVIEW & BEYOND:
• Consolidate all customer intake areas into a
single, comprehensive development assistance
counter.
• Play an instrumental role in downtown
redevelopment.
• Implement an electronic plan review system.
PLANNING & DEVELOPMENT SERVICESPLANNING & DEVELOPMENT SERVICES
FY 2019 HIGHLIGHTS:
• Completed the public engagement portion of the
Comprehensive Plan 2030.
• Implemented the Rock Development Code.
• Integrated two GIS sta from IT into Planning.
• Oversaw the annexation and zoning of three
large land areas (1,000+ acres), and two DAs.
• Implemented the Teen UniverCity Program and
the block party trailer initiative.
• Successfully managed another year of high
growth to the tune of a projected $200 million
in new non-residential and multi-family projects,
in accordance with established performance
measures.
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• Conclude the Round Rock 2030 Comprehensive
Plan process.
• Successfully complete the Tower project zoning
and economic development agreement.
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Total Approved Plats 60 65 44 80 65
Development Permits Received 90 100 100 130 130
Development Permits Issued 75 85 54 60 65
Number of Building Permits 2,864 2,950 4,193 4,100 4,100
Number of Inspections 15,422 16,225 27,700 28,000 28,000
Total Bandit Signs 5,500 5,500 4,557 4,890 5,868
Total Notied Code Violations 2,928 3,500 4,354 5,291 6,349
Back to TOC
PLANNING & DEVELOPMENT SERVICESPLANNING & DEVELOPMENT SERVICES 109
GENERAL FUNDGENERAL FUND
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 3,618,263 4,426,429 4,865,704 4,808,357 5,224,846
Operating Expenses 235,951 321,002 462,668 468,053 441,413
Capital Outlay - 5,523 - - -
Total Expenditures: $3,854,214 $4,752,954 $5,328,372 $5,276,410 $5,666,259
Expenditures as a % of General Fund 4.2% 4.6% 4.7% 4.6% 4.7%
Full Time Equivalents (FTEs): 43.75 52.00 52.00 52.00 55.00
FTEs as a % of General Fund 5.8% 6.6% 6.4% 6.4% 6.7%
$-
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
Back to TOC
POLICEPOLICE110
GENERAL FUNDGENERAL FUND
GUIDING COUNCIL STRATEGIC GOAL:
FY 2019 HIGHLIGHTS:
• The Department began its rst full year of
operations at the new Public Safety Training
Center (PSTC) in FY 2019. The facility greatly
expands the Department’s ability to provide
training to sta. In addition, the PSTC began
hosting the Department’s now-regular police
academies.
• Two additional police ocers were brought onto
sta this scal year to help the Department keep
pace with the city’s growth.
• A group of personnel who worked the Tonya
Bates homicide and successfully sought the
safe return of her two daughters last year were
POLICEPOLICE
The Police Department provides public safety and enforces federal, state, and city laws and ordinances
through proactive and responsive patrol of the City by state-commissioned peace ocers. As its business
model, the Department believes the best way to ght crime is to forge strategic partnerships that address
quality-of-life issues before they become serious public safety or crime problems. The Department also is
responsible for animal control; re and police radio dispatch functions in the City limits; and maintaining the
recruiting, training, crime victim, and support functions necessary to maintain a police force of the highest
quality.
VISION:
Eectively adapt to the challenges created by a
rapidly growing community that is striving to maintain
its low crime rate and high quality of life. Deliver
policing that responds to the needs of the community
and engages them to share in the responsibility of
keeping Round Rock a great community.
MISSION:
The Round Rock Police Department, in alliance with
our community, provides public safety and promotes
a high quality of life.
VALUES:
Community • Honor • Integrity • Pride
Patrol
Office of the Chief
Training
Criminal
Investigation
Support
Services
Police
Department
Back to TOC
POLICEPOLICE 111
GENERAL FUNDGENERAL FUND
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
NEW PROGRAMS FOR FY 2020:
• Replace the Ballistic Engineered Armored
Response (BEAR) vehicle used in
tactical operations.
• Purchase of a new DNA Collection Device and
Crime Scene Forensic Laser
• Purchase of Weapon Laser Sights
• Replace Body Worn/In Car Camera System
• Adding 2 FTEs as Police Ocers
• Adding 2 FTEs as Victims’ Assistants – partially
grant funded
• Design the rebuild of the Obstacle Course
FY 2021 OVERVIEW & BEYOND:
• Develop the high-speed driving track and other
elements included in the PSTC master plan but
not initially funded.
• Establish a dedicated patrol unit for the downtown
district.
honored by the Department of Justice with the
Missing Children’s Law Enforcement Award in
May 2019.
• In January, the Department presented Dr. Robert
Cinclair with its Heroism Award for his eorts in
prolonging the life of Ocer Charles Whites after
he was struck while directing trac in 2018.
• In December, the Department coordinated an
update to the City’s Animal Control Ordinance
through City Council approval. Among the
changes are a requirement to microchip pets
and formal regulations for feral cat trap-neuter-
return programs.
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• The Department plans to continue assisting the
Round Rock Independent School District with
its transition away from the School Resource
Ocer program. The district is working to initiate
a plan on law enforcement coverage.
• The Department plans to evaluate ways to
improve its service to mentally ill people in crisis.
• The Department will continue to develop its
training programs to take full advantage of the
new Public Safety Training Center.
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
External Calls for Service 70,858 70,067 70,169 70,638 72,447
Self- Initiated Events 47,935 51,003 58,752 65,680 67,816
Total Police Events 118,793 121,070 128,921 136,318 140,263
Felony Arrests 750 689 595 607 610
DWI Cases 360 392 345 377 380
Police Reports Taken 9,552 9,672 9,513 9,768 10,009
Trac Stops 19,477 23,195 28,485 33,858 35,599
Foot Patrols 1,626 1,490 1,256 1,310 1,350
Back to TOC
POLICEPOLICE112
GENERAL FUNDGENERAL FUND
POLICEPOLICE
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services
24,706,329 27,026,612 28,421,665 28,338,447 29,552,600
Operating Expenses 3,709,991 3,782,863 3,794,254 3,795,734 3,818,963
Capital Outlay 271,114 123,909 70,412 50,432 300,432
Total Expenditures: $28,687,434 $30,933,384 $32,286,331 $32,184,613 $33,671,995
Expenditures as a % of General Fund 31.1% 29.7% 28.2% 28.3% 27.8%
Sworn
Civilian
Full Time Equivalents (FTEs):
247.900 250.900 253.975 253.975 257.975
FTEs as a % of General Fund 33.0% 31.7% 31.3% 31.3% 31.4%
$-
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
$35.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
Back to TOC
RECYCLING/SOLID WASTE SERVICESRECYCLING/SOLID WASTE SERVICES 113
GENERAL FUNDGENERAL FUND
• System Management - proactively plan, monitor,
replace, and expand our utility systems to ensure
infrastructure stability, orderly and sustainable
growth, and cost eciencies.
• Operational Excellence - eciently operate and
maintain systems, embrace technology and
creative strategies, and strive for continuous
improvement in managing and reducing costs.
GUIDING COUNCIL STRATEGIC GOALS:
RECYCLING/SOLID WASTE SERVICESRECYCLING/SOLID WASTE SERVICES
The Recycling/Solid Waste Services Division is responsible for garbage collection and recycling services
provided to the citizens of Round Rock. These functions are handled by personnel in two divisions within
the Utilities and Environmental Services Department. The Environmental Services Division oversees the
recycling drop-o center and the four used oil drop-o locations. The Division also manages the City’s in-
house recycling program.
The Utility Administration Division oversees the solid waste management programs which include residential
garbage collection and disposal by a third-party contractor as well as the curbside recycling program. In
addition, this Division oversees the franchise agreements with the commercial haulers who collect garbage
for commercial properties in the City. Both divisions promote environmental awareness to increase recycling
and reduce the amount of waste disposed of in the landll.
VISION:
Be the best at what we do.
MISSION:
Provide excellent service at the best value.
We will achieve our Vision and Mission by focusing
on our ve Guiding Principles:
• Public Health, Safety, and the Environment –
ensure ecient compliance with regulations,
minimization of risk, and proactive eorts
toward preserving and enhancing our natural
resources.
• Financial Strength – strive to know the true
cost of service, be transparent and competitive
in our rates and fees, and provide a solid scal
foundation for our customers and nanciers.
• Employee Success - select and promote the
best, encourage empowerment and leadership
at every level, and foster development through
continued education and knowledge sharing.
Utility
Administration
Solid Waste
Management
Program
Environmental
Services
Recycling
Services
Utilities &
Environmental Services
Back to TOC
RECYCLING/SOLID WASTE SERVICESRECYCLING/SOLID WASTE SERVICES114
GENERAL FUNDGENERAL FUND
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Deepwood Center Recyclables
(tons)
325 303 301 305 320
Curbside Recycling (tons) 6,466 6,249 6,601 6,921 7,225
Automotive Fluids (gallons) 20,375 19,003 19,921 20,098 22,000
Landll (tons) 45,068 45,855 41,896 39,889 37,000
RECYCLING/SOLID WASTE SERVICESRECYCLING/SOLID WASTE SERVICES
• Seek methods to help improve the commodity
market for recyclable material. Explore rebate
options for the purchase of items made from 100%
recyclable material.
NEW PROGRAMS FOR FY 2020:
• No new programs
FY 2021 OVERVIEW & BEYOND:
• Continue to explore opportunities to increase
recycling volume and decrease
• Continue coordinating with multi-family properties
to achieve compliance with the recycling program.
• Explore strategies for recycling and/or educating
the public on yard waste.
• Consider collaborations to bring focus on reusing
material. (Art contest using only recyclable
material)
• Explore partnership opportunities to create more
recycling events.
FY 2019 HIGHLIGHTS:
• Hired a Solid Waste Management Coordinator
to oversee all solid waste collection and
disposal, recycling services and hazardous
waste collection and disposal.
• Continued success of the semi-annual Shred
for a Paws Cause event with 32,870 pounds
of material shredded and recycled in FY 2019.
• Implemented single-stream recycling to all
City Departments making recycling more
convenient to City sta.
• Improved commercial recycling collection in
the downtown district.
• Created the multi-family recycling program
strategies and ordinance.
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• Explore opportunities for recycling electronics.
• Implement the multi-family recycling ordinance.
• Streamline the household hazardous waste
collections.
• Evaluate commercial/industrial franchise solid
waste collection and disposal services.
• Increase focus on the reduce and reuse aspect
of Reduce Reuse Recycle.
• Educate the public on best recycling practices
to help alleviate contamination of recyclable
material.
Back to TOC
RECYCLING/SOLID WASTE SERVICESRECYCLING/SOLID WASTE SERVICES 115
GENERAL FUNDGENERAL FUND
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 110,816 111,010 121,170 120,272 198,239
Operating Expenses 34,626 41,059 54,188 54,663 54,613
Capital Outlay - - - - -
Total Expenditures: $145,442 $152,068 $175,358 $174,935 $252,852
Expenditures as a % of General Fund 0.2% 0.1% 0.2% 0.2% 0.2%
Full Time Equivalents (FTEs): 2.475 2.475 2.475 2.475 3.475
FTEs as a % of General Fund 0.3% 0.3% 0.3% 0.3% 0.4%
$-
$0.1
$0.1
$0.2
$0.2
$0.3
$0.3
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses
Back to TOC
TRANSPORTATIONTRANSPORTATION116
GENERAL FUNDGENERAL FUND
MISSION:
Cost-eectively plan, build, and maintain the City’s
transportation infrastructure and provide public
transportation in a manner that meets the needs of
the community and supports the safety and welfare of
our citizens.
GUIDING COUNCIL STRATEGIC GOALS:
TRANSPORTATIONTRANSPORTATION
The Transportation Department consists of seven divisions: Administration, Transit and Public Transportation,
Planning and Engineering, CIP/Infrastructure Inspection, CIP Project Management, Trac Signs and Signals,
and Street Maintenance.
The Transportation Department is responsible for planning, building, and maintaining the City’s transportation
infrastructure. In addition, the department oversees the City’s Transit and Public Transportation activities.
The Department also works extensively with regional partners for improved planning and project coordination.
VISION:
The Department strives to be a premier organization
that values innovation, trust, teamwork,
professionalism, and regional cooperation.
We will:
• Accept the challenge of change and be
committed to continually enhancing the safety,
environment, quality of life, and economic
vitality of our community
• Be accountable for our performance and our
organization’s success and be recognized for
our achievements
• Be committed to provide our employees a
stable work environment with equal opportunity
for learning and personal growth
• Be respectful of each other and the internal
and external customers we support
Planning &
Engineering
Adminstration
Public
Transportation
Traffic Signs &
Signals
Project
Management
Street
Maintenance
Transportation
Infrastructure
Inspection
Back to TOC
TRANSPORTATIONTRANSPORTATION 117
GENERAL FUNDGENERAL FUND
TRAFFIC SIGNAL PROJECTS:
• RM 1431 at Texas Crushed Stone
• Old Settlers at Kenney Fort Blvd.
• Bartz Tract at University Blvd.
• Old Settlers at Mesa Park
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
UPCOMING 2019-2020 CONSTRUCTION
PROJECTS:
• RM 620 – IH 35 to Deepwood reconstruction
• University Blvd – six lane urban section (I 35 –
Sunrise)
• Gattis School Rd. Seg 6 – six lane urban section
(Red Bud – Via Sonoma)
• Kenney Fort Blvd. - Turn lanes at Kalahari en-
trances
• Logan Street – Neighborhood connectivity
• SMP 2019 Project A
• SMP 2019 Project B
• Kenney Fort Blvd. Seg 2 & 3
• University Blvd East – four lane rural divided
section (East of A.W. Grimes)
• Main Street Parklets
• Subdivision sidewalk improvements
• Relocation/consolidation of Department to Lu-
ther Peterson Facility
• Sign replacement program is in the procurement
process
NEW PROGRAMS FOR FY 2020:
• Construction Inspector position
FY 2021 OVERVIEW & BEYOND:
PROJECTS UNDER DEVELOPMENT:
(Many of the below projects are Bond Projects)
• Gattis School Seg. 3 – six lane urban section
(Double Creek to Grimes)
FY 2019 HIGHLIGHTS:
• US 79 and Brushy Creek Road improvements are
underway to support the Kalahari development.
• SWDT Phase 5A and 5B substantially complete.
• Roadway Impact Fee process completed and
working on implementation process
• Roundville Lane was completed as a city con-
crete street.
• Developed and implemented a Small Cell Permit
Process
RECENTLY COMPLETED PROJECTS:
• Street Maintenance Program (SMP) Residential
Type F Overlay Project 1
• SMP 2017 Project 4 – Eagles Nest and Mesa
Park areas.
• 2017 SMP Chip Seal – Deepwood and Play For
All
• Texas Avenue Connection
• McNeil Rd – Phase 1
• Roundville Lane
• University Blvd – Overlay
• SWDT 5A and 5B – Substantially complete
• Sunrise Rd at Double File Trail signal
• Old Settlers at A.W Grimes – Right turn lane
• 2016 CDBG – Austin Avenue Sidewalks
CURRENT CONSTRUCTION PROJECTS:
• Rail Road Quiet Zones – Seg 1
• US 79 at Harrell Parkway/Brushy Creek Plant Rd
• US 79 at Brushy Creek Plant Rd
• McNeil Rd – Phase 2
• 2017 SMP Seal Coat (Downtown Area)
• Red Bud at US 79 – NB Lane Improvements
• 2017 SMP – Project 6
• 2016 CDBG – Greenhill Phase 2 sidewalk
improvements
Back to TOC
TRANSPORTATIONTRANSPORTATION118
GENERAL FUNDGENERAL FUND
• Red Bud North – US 79 to CR 117
• Red Bud South – Forest Ridge Blvd. To Gattis
School Rd.
• Deepwood Drive connection to Sam Bass Rd
• CR 112 West – A.W Grimes to CR 117
• CR 112 East – CR 117 to CR 110
• Annual Street Maintenance Program (SMP)
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
TRANSPORTATIONTRANSPORTATION
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Concrete Structures Repaired:
side-
walks, curb and gutters, headwalls, vallet
gutters, trickle drains, etc.
1,000 cubic
yards
1,200 cubic
yards
1,400 cubic
yards
1,400 cubic
yards
1,600 cubic
yards
Pavement Maintenance:
street, alley,
parking lot repairs 1,600 tons 2,000 tons 2,200 tons 2,500 tons 2,500 tons
Right-of-Way Mowing 240 acres 240 acres 240 acres 240 acres 240 acres
Pavements Maintenance:
crack ll
400,000
linear feet
450,000
linear feet
450,000
linear feet
450,000
linear feet
450,000
linear feet
• Chandler Creek/Oakmont Connection (Nutty
Brown)
• Old Settlers Blvd - four lane urban section (East
of Red Bud)
• SH 45 Frontage roads and ramps
• Kenney Fort Seg. 4 – six lane urban section (US
79 – Old Settlers)
• Wyoming Springs, Seg 1
The Transportation Department is responsible for the construction and maintenance of the City’s roads and trac signals.
Back to TOC
TRANSPORTATIONTRANSPORTATION 119
GENERAL FUNDGENERAL FUND
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services
3,518,874 3,696,739 4,352,948 4,317,712 4,662,263
Operating Expenses 3,502,872 4,799,534 5,885,966 5,732,921 5,760,201
Street Maintenance 3,000,000 3,000,000 4,300,000 4,300,000 4,300,000
Capital Outlay 113,565 66,030 186,000 186,000 186,000
Total Expenditures: $10,135,311 $11,562,303 $14,724,914 $14,536,633 $14,908,464
Expenditures as a % of General Fund 11.0% 11.1% 12.9% 12.8% 12.3%
Full Time Equivalents (FTEs): 51.00 55.00 57.00 58.00 59.00
FTEs as a % of General Fund 6.8% 7.0% 7.0% 7.2% 7.2%
$-
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
$14.0
$16.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Street Maintenance Capital Outlay
Back to TOC
120
GENERAL FUNDGENERAL FUND
Back to TOC
UTILITY FUNDUTILITY FUND
UTILITY FUND SCHEDULEUTILITY FUND SCHEDULE 121
UTILITY FUND SCHEDULEUTILITY FUND SCHEDULE
Note: The FY 2020 Budget includes a large use of the Utility Fund’s fund balance to cash fund capital improvement
projects to improve and expand the City’s water and wastewater systems.
2019 2019 2020 2021
2018 Revised Projected Adopted Estimated
Actual Budget Actual Budget Budget
Beginning Fund Balance $122,847,239 $111,044,701 $136,883,295 $125,802,352 $106,161,188
Revenues
Water Service 29,339,185 26,652,585 28,000,000 28,500,000 28,785,000
Water Related Charges 398,291 315,000 315,000 375,000 375,000
Sewer Service 18,294,590 17,246,208 17,800,000 18,300,000 18,483,000
Sewer Service - BCRWWS 1,547,883 3,464,700 3,464,700 3,350,000 3,350,000
Sewer Related Charges 343,276 263,000 263,000 309,000 309,000
Other Charges 1,246,809 1,163,000 1,298,000 1,421,500 1,421,500
Impact Fees 10,655,684 8,000,000 8,000,000 8,250,000 8,250,000
Proceeds-Sale of Assets 47,932 5,000 5,000 20,000 20,000
Investment, Donations & Other Misc 4,519,226 5,057,192 9,478,879 36,902,500 37,454,300
Total Revenues 66,392,876 62,166,685 68,624,579 97,428,000 98,447,800
Expenditures
Utility Billing & Collection 2,092,406 2,020,083 2,114,229 2,147,101 2,183,825
Fiscal Support Services 1,082,460 1,492,885 1,146,623 1,753,401 1,753,501
Utility Administration 1,955,267 1,892,541 1,962,008 2,641,860 2,875,535
Water Treatment Plant 8,334,780 9,801,386 8,959,406 11,542,176 11,609,950
Water Systems Support 2,494,070 3,346,124 2,873,367 - -
Water Line Maintenance 2,597,759 2,744,245 2,777,105 3,754,729 3,845,939
Wastewater Treatment Plant 4,123,620 6,749,098 6,608,334 6,165,797 6,219,993
Wastewater System Support 430,554 527,787 528,123 - -
Wastewater Line Maintenance 2,041,863 2,376,180 2,403,659 2,455,140 2,522,460
Environmental Services 552,424 645,770 652,035 737,572 760,802
Administrative Allocation 3,183,318 3,525,000 3,525,000 4,000,250 4,120,258
Debt Service Payment 5,623,136 5,539,000 5,540,500 5,523,000 5,517,900
BCRUA Debt Expense 4,126,090 4,160,000 4,160,000 4,220,000 4,240,000
Regional Water/WW Reimbursable Expense 237,322 100,000 190,000 183,300 183,300
Total Operating 38,875,069 44,920,099 43,440,389 45,124,326 45,833,462
Net Change in Operations $27,517,807 $17,246,586 $25,184,190 $52,303,674 $52,614,338
Capital Outlay 13,481,751 38,847,968 36,265,133 71,944,838 72,243,367
Total Expenses $52,356,820 $83,768,067 $79,705,522 $117,069,164 $118,076,829
Less:
Reservations and Deisgnations 12,601,912 14,790,633 14,272,133 14,830,539 15,065,247
Ending Fund Balance $124,281,383 $74,652,686 $111,530,219 $91,330,649 $71,466,912
Back to TOC
UTILITIES ADMINISTRATIONUTILITIES ADMINISTRATION122
UTILITY FUNDUTILITY FUND
UTILITIES ADMINISTRATIONUTILITIES ADMINISTRATION
• System Management: proactively plan, monitor,
replace, and expand our utility systems to ensure
infrastructure stability, orderly and sustainable
growth, and cost eciencies.
• Operational Excellence: eciently operate
and maintain systems, embrace technology and
creative strategies, and strive for continuous
improvement in managing and reducing costs.
The Administration Division is responsible for providing support and oversight to the six other divisions of
the Utilities & Environmental Services Department which include: Water Treatment, Water Distribution,
Wastewater Collection, Wastewater Treatment, Environmental Services, and Solid Waste recycling Services.
This Division oversees the Planning, Engineering, and Construction of the Water, Reuse Water, and
Wastewater Systems ensuring proper design and construction of all utility capital improvement projects. This
Division also oversees records management, Utility GIS and GPS services, and marketing/communication
eorts for the Utilities & Environmental Services Department.
The Environmental Services Division is responsible for the Solid Waste/Recycling Program which includes
the Deepwood Recycling Center, Industrial Waste Pretreatment, Household Hazardous Waste Services,
and Laboratory Services. These activities are accomplished by implementing and encouraging pollution
prevention activities, enforcing environmental regulations, and quantifying pollutant concentrations.
Wastewater Line
Maintenance
Wasterwater
System Support
Wastewater Treat-
ment Plant
Wastewater
VISION:
Be the best at what we do.
MISSION:
Provide excellent service at the best value.
We will achieve our Vision and Mission by focusing
on our ve
Guiding Principles:
• Public Health, Safety, and the Environment:
ensure ecient compliance with regulations,
minimization of risk, and proactive eorts toward
preserving and enhancing our natural resources.
• Financial Strength: strive to know the true
cost of service, be transparent and competitive
in our rates and fees, and provide a solid scal
foundation for our customers and nanciers.
• Employee Success: select and promote the
best, encourage empowerment and leadership
at every level, and foster development through
continued education and knowledge sharing.
Back to TOC
UTILITIES ADMINISTRATIONUTILITIES ADMINISTRATION 123
UTILITY FUNDUTILITY FUND
• Improved the monitoring of trucked and hauled
waste at the wastewater treatment facilities.
• As part of the downtown beautication,
implemented a new solid waste services and
billing program for the four blocks located in
downtown Round Rock.
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
Administration:
• Update the City’s Water and Wastewater Master
Plans and Impact Fees.
• Complete design of 10 MGD Brushy Creek
East Regional Wastewater Treatment Plant
Expansion.
• Continue to design and obtain easements for
Phase 2 Deep Water Intake for the Brushy Creek
Regional Utility Authority (BCRUA).
• Complete permanent Zebra Mussel Controls
at intake structure at Lake Georgetown and
Stillhouse Hollow Lake.
• Continue to work toward replacing asbestos-
cement waterlines located in the City.
• Continue to build a redundant water distribution
system to minimize customer outages and
improve re safety.
Environmental Services:
• Continue to maintain NELAP certications for
both water and wastewater laboratories.
• Improve web-based compliance tools for the
Pretreatment Program.
• Evaluate strategies for applying the wastewater
surcharge to all nondomestic wastewater
discharges.
• Evaluate commercial/industrial franchise solid
waste collection and disposal services.
GUIDING COUNCIL STRATEGIC GOALS:
FY 2019 HIGHLIGHTS:
Administration:
• Successfully transitioned the management of
operations and maintenance of the Brushy Creek
Regional Wastewater System from Brazos River
Authority to the City of Round Rock.
• Completed temporary Zebra Mussel Control
Project for intake structure at Lake Georgetown.
• Completed Brushy Creek Regional Utility
Authority (BCRUA) Phase 1C Project for plant
and oating intake improvements.
• Commenced nal design services for BCRUA
Phase 2 Deep Water Intake Project.
• Completed design of a 10 MGD expansion to
the Brushy Creek East Regional Wastewater
Treatment Plant.
Environmental Services:
• Expanded the City’s Household Hazardous
Waste Services to City of Georgetown residents.
• Evaluated commercial businesses for compliance
with the Industrial Waste Pretreatment
Ordinance.
• Staed and equipped wastewater laboratory
in order to maintain National Environmental
Laboratory Accreditation Program (NELAP)
certication.
Back to TOC
UTILITIES ADMINISTRATIONUTILITIES ADMINISTRATION124
UTILITY FUNDUTILITY FUND
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
• Complete construction of the 10 MGD Brushy
Creek East Regional Wastewater Treatment
Plant Expansion in 2022-2023.
• Continue to utilize technology throughout the
department to help operate more eectively and
eciently.
Environmental Services:
• Continue to grow the City’s recycling program
and oer opportunities for our citizens.
• Continue to operate and expand the City’s Water
and Wastewater Laboratory.
NEW PROGRAMS FOR FY 2020:
Administration:
• No new programs
Environmental Services:
• No new programs
FY 2021 OVERVIEW & BEYOND:
Administration:
• Construct Phase 2 Deep Water Intake for the
BCRUA from approximately 2022-2026.
Administration:
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Water and Wastewater Rate/Impact
Fee Comparison with other Utilities
and Updated to Cover Cost of
Service
100% 100% 100% 100% 100%
CIPS on time and within budget 100% 100% 100% 100% 100%
% of system coverted to an
Automated Meeting Infrastructure
90% 97% 98% 99% 100%
Environmental Services:
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Wastewater Samples Analyzed 1,140 1,163 1,288 2,016 2,700
Bacteriological Samples Analyzed 12,945 12,960 13,138 13,760 14,000
Pretreatment Sampling Events 514 567 466 550 650
UTILITIES ADMINISTRATIONUTILITIES ADMINISTRATION
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UTILITIES ADMINISTRATIONUTILITIES ADMINISTRATION 125
UTILITY FUNDUTILITY FUND
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 1,676,032 1,835,615 1,845,857 2,499,902 2,850,869
Operating Expenses 1,532,067 1,754,536 1,668,238 743,663 1,667,464
Capital Outlay - - 517,101 517,101 614,500
Total Expenditures: $3,208,099 $3,590,151 $4,031,196 $3,760,666 $5,132,833
Expenditures as a % of Utility Fund 13.2% 14.0% 12.8% 12.1% 16.5%
Full Time Equivalents (FTEs): 18.000 20.000 20.000 20.000 25.000
FTEs as a % of Utility Fund 14.1% 15.4% 13.3% 13.3% 16.6%
* Utility Administration includes: Utility Administration & Environmental Services, & Fiscal Support Services
Note: Utilities reorganized FTEs between divisions with the FY 2020 Budget.
$-
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
Back to TOC
UTILITY BILLING AND COLLECTIONSUTILITY BILLING AND COLLECTIONS126
UTILITY FUNDUTILITY FUND
needs of our customers.
• Respect – We are a motivated team inspiring
a sincere working environment that supports
dierent viewpoints and personalities.
• Innovation – We inspire inventive and forward-
thinking teams that network, observe, and
connect ideas to achieve innovation.
• Leadership – We lead by example, providing
encouragement and guidance with a positive
attitude and are responsible stewards of the
management and care of resources. We apply
ethical principles to make a signicant dierence.
•
GUIDING COUNCIL STRATEGIC GOAL:
UTILITY BILLING AND COLLECTIONSUTILITY BILLING AND COLLECTIONS
Utility Billing Oce Division is part of the Finance Department and is responsible for the accounting, billing,
and collection of all customer water, sewer, and garbage billings; connecting and disconnecting services; and
helping customers.
Meter
Maintenance
Monthly Billing
Collections
Utility Billing &
Collections
Data Entry
Finance
VISION:
Provide leadership and direction to maintain the
nancial stability of the City and prepare for future
growth.
MISSION:
The Finance Department is responsible for nancial
planning, policy development, and administration of
the City’s nancial activities.
Utility Billing will achieve our Vision and Mission by
focusing on the six Finance Foundations:
• Drive – We are dedicated and passionate
about providing a positive work environment to
enhance motivation. We are self-motivated and
strive to improve service excellence.
• Transparency – We maintain a level of integrity
to promote ethical behavior, openness, and
communication. We operate in a way that is easy
for others to see what actions are performed to
inspire trust.
• Quality – We embrace the ongoing process
of providing service excellence by assessing,
anticipating, and fullling the stated and implied
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UTILITY BILLING AND COLLECTIONSUTILITY BILLING AND COLLECTIONS 127
UTILITY FUNDUTILITY FUND
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Customer Service Contacts 84,609 72,951 85,398 77,000 75,000
Field Trips 15,100 14,018 10,100 12,000 13,000
Active Customers 33,068 33,733 34,706 35,500 36,000
Consumption Billed 6.44B 6.85B 7.19B 7.5B 7.9B
Dollars Billed $54.4M $57.7M $61.9M $62.0M $62.9M
Collection Rate 99% 99% 99% 99% 99%
FY 2019 HIGHLIGHTS:
• Implemented a new CIS and customer portal in
the third quarter of FY 2018
• Both projects took precedence during the
remainder of 2018 and 2019 scal year
• Sta demonstrated perseverance throughout
the entire project, completion and beyond
• Full potential of customer portal still to be
realized.
• Positive customer response thus far
• Continue to work on maximizing portal
capabilities with systems integration
FY 2020 OVERVIEW & SIGNIFICANT
CHANGES:
• Continue to provide excellent customer
service and technology enhancements to our
customers
NEW PROGRAMS FOR FY 2020:
• Adding 1 FTE to assist with the increased
volume of service application processing
FY 2021 OVERVIEW AND BEYOND:
• Increase functionality of customer portal with
higher level of engagement experiences
• Working with portal vendor, customer
information system and meter management to
meet this goal
Back to TOC
UTILITY BILLING AND COLLECTIONSUTILITY BILLING AND COLLECTIONS128
UTILITY FUNDUTILITY FUND
UTILITY BILLING AND COLLECTIONSUTILITY BILLING AND COLLECTIONS
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 1,043,853 964,573 1,080,995 1,064,771 1,105,656
Operating Expenses 892,604 1,127,833 939,088 1,049,458 1,041,445
Capital Outlay - - - - -
Total Expenditures: $1,936,457 $2,092,406 $2,020,083 $2,114,229 $2,147,101
Expenditures as a % of Utility Fund 8.5% 8.1% 6.4% 6.8% 6.9%
Full Time Equivalents (FTEs): 16.875 15.500 16.000 16.000 17.000
FTEs as a % of Utility Fund 13.2% 11.9% 10.6% 10.6% 11.3%
$-
$0.5
$1.0
$1.5
$2.0
$2.5
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses
Back to TOC
WATER SERVICESWATER SERVICES 129
UTILITY FUNDUTILITY FUND
• System Management: proactively plan, monitor,
replace, and expand our utility systems to ensure
infrastructure stability, orderly and sustainable
growth, and cost eciencies.
• Operational Excellence: eciently operate
and maintain systems, embrace technology and
creative strategies, and strive for continuous
improvement in managing and reducing costs.
WATER SERVICESWATER SERVICES
The City provides water to over 150,000 people living in the City Limits and ETJ. The sources of water are
from the Edwards Aquifer, Lake Georgetown, Lake Stillhouse Hollow, and, in the future, Lake Travis. The
Operations are divided up into the Water Treatment and Water Distribution Divisions.
The Water Treatment Division handles the treatment of surface water, ground water, and reuse water to a level
that meets or exceeds state and federal regulations. This is accomplished by utilizing sophisticated equipment,
innovative treatment technologies, and state certied waterworks operators. This Division maintains numerous
elevated and ground water storage tanks and several pump stations. The Water Treatment Division is also
responsible for the operations of the Supervisory Control and Data Acquisition (SCADA) computer system
used to monitor and control the treatment and distribution of water and the collection of wastewater.
The Water Distribution Division is responsible for the operation, maintenance, accountability, and repair of the
City’s water distribution system. This Division maintains approximately 570 miles of waterlines, 13,124 valves,
approximately 35,000 water meters, and 4,961 re hydrants in the City’s water distribution system.
VISION:
Be the best at what we do.
MISSION:
Provide excellent service at the best value.
We will achieve our Vision and Mission by focusing
on our ve
Guiding Principles:
• Public Health, Safety, and the Environment:
ensure ecient compliance with regulations,
minimization of risk, and proactive eorts toward
preserving and enhancing our natural resources.
• Financial Strength: strive to know the true cost
of service, be transparent and competitive in our
rates and fees, and provide a solid scal founda-
tion for our customers and nanciers.
• Employee Success: select and promote the
best, encourage empowerment and leadership
at every level, and foster development through
continued education and knowledge sharing.
Water Line
Maintenance
Water
Treatment Plant
Water
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WATER SERVICESWATER SERVICES130
UTILITY FUNDUTILITY FUND
Water Distribution:
• Constructed and installed temporary taste/odor/
zebra mussel control scheme.
• Coordinated start-up of one new pump station
and one rehabilitated ground storage tank and
pump station.
• Installed additional pressure monitors across the
City to better evaluate water distribution ows.
• Hosted a laser alignment training class to better
equip mechanics to set pumps and motors more
accurately.
• Made improvements to our water sampling
program mandated by TCEQ, adding ve new
sample sites. This will give us a true representation
of what our chlorine residuals are and increases
safety for our Water Treatment operators.
• Line maintenance was tasked with adding 300
feet of 12-inch waterline on Highway 79 which
eliminated a gap between a 12-inch waterline
and an 18-inch waterline. This allows our
system another way to feed the southeast side
of Round Rock. Taking on the project in house
saved the City thousands of dollars.
• Created a team to maintain all of our air relief
valves. This will improve the distribution system
by insuring the air reliefs are working properly
and allowing air to escape our water mains. This
will minimize main breaks and save on power.
• Coordinated with Human Resources to create a
sensitivity training class for all line maintenance
employees.
• Fire Hydrant team won the statewide Fire Hydrant
Hysteria competition at the Texas American
Water Works Association conference in Houston.
The team qualied for the National Competition
in Denver, Colorado and represented Round
Rock.
WATER SERVICESWATER SERVICES
GUIDING COUNCIL STRATEGIC GOALS:
FY 2019 HIGHLIGHTS:
Water Treatment:
• Finished the majority of the large-scale work on
the chain and ight systems for all phases of
the plant.
• Replaced two critical actuators and valves that
involve draining a signicant portion of the side-
stream processes.
• Finished replacement of the Phase 3 and 4 lter
media (over 20 years old).
• Mitigated Lake Georgetown water quality, due to
ooding, with emergency chemical installation
to alleviate potential taste, odor, and turbidity
issues in the water distribution system.
• Received grant through Texas Department of
Emergency Management to host Emergency
Response Training for Water Treatment and
Water Distribution personnel in order to be
better equipped to handle a hazardous chemical
emergency. The money from the grant gave us
the ability to host an electrical training class for
support sta that handle high voltage electricity.
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WATER SERVICESWATER SERVICES 131
UTILITY FUNDUTILITY FUND
• Continue to promote sta to upgrade licenses
and become dual-licensed.
Water Distribution:
• Continue to evaluate tank cleanings to extend life
of current storage tanks before rehab is needed.
• Continue to add data points around town to
better control water pressure planes and water
quality.
• Continue to promote sta to upgrade licenses
and become dual licensed if not already.
• Continue to improve our valves, re hydrants
and ushing as well as leak detection programs
by cross training, obtaining dual licensing for
employees.
• Continue to update maps and provide hard-ware
necessary for eld personnel so that they will be
able to access utility maps on the jobsite.
• Continue promoting the leadership development
academy as well as training from Fred Pryor
Seminars. This training will allow us to identify,
grow and promote a sustainable work-force,
which in turn will help with succession planning.
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
Water Treatment:
• Will be mitigating additional chemical cost from
sodium permanganate with elimination of copper
sulfate in coagulant.
Water Distribution:
• Continue training sta to be certied divers to
save the City costs on paying for certied divers
to inspect intake structures and downtime of
WTP equipment.
• Implementation of Store Room software to
accurately account for all department inventory.
• Continue with our leak detection program.
This program has helped reduce our water
loss insuring we stay below the recommended
national average of 10 percent loss.
• Will be adding trench safety equipment so that
our line maintenance team will be able to take
on more complex repairs and projects saving the
city money by not having to hire contractors.
NEW PROGRAMS FOR FY 2020:
Water Treatment:
• New permanent zebra mussel chemical control
program.
Water Distribution:
• No new programs
FY 2021 OVERVIEW & BEYOND:
Water Treatment:
• Continue to evaluate optimization of control
schemes in regard to WTP and water system ow
rates in order to minimize plant ow disruptions
while also keeping power usage to a minimal
level across the City.
Back to TOC
WATER SERVICESWATER SERVICES132
UTILITY FUNDUTILITY FUND
WATER SERVICESWATER SERVICES
Water Treatment
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Gallons of Water Treated 6,926,717,000 6,895,102,560 7,253,368,000 7,170,905,440 7,350,000,000
Hours of Maintenance 90 88 2,080 2,080 2,080
Gallons of Type I Reuse 148,556,000 185,005,728 252,045,000 300,000,000 365,000,000
Water Distribution
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
KW Usage Reduction 5% 5% 5% 3% 2%
AMI Meter Installations 95% 100% 100% 100% 100%
Water Loss 7% 6% 6% 6% 6%
KWH/MG Water Treated +
Distributed (Surface) 2,550 2,500 2,450 2,450 2,400
Valve Maintenance - 13,124
Valves 43% 50% 50% 50% 50%
Fire Hydrant Maintenance -
4.961 FH 94% 94% 94% 95% 95%
Customer Service
Satisfaction Surveys 98% 97% 98% 98% 99%
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
Round Rock Water Treatment Plant
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WATER SERVICESWATER SERVICES 133
UTILITY FUNDUTILITY FUND
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 4,101,281 4,309,177 4,716,640 4,665,309 4,689,897
Operating Expenses 8,438,253 9,117,432 11,110,115 9,879,569 10,542,008
Capital Outlay - - 65,000 65,000 65,000
Total Expenditures: $12,539,534 $13,426,609 $15,891,755 $14,609,878 $15,296,905
Expenditures as a % of Utility Fund 55.1% 52.2% 50.3% 46.9% 49.0%
Full Time Equivalents (FTEs): 61.625 61.625 61.625 61.625 62.625
FTEs as a % of Utility Fund 48.3% 47.4% 40.9% 40.9% 49.0%
$-
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
$14.0
$16.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
Back to TOC
WASTEWATER SERVICESWASTEWATER SERVICES134
UTILITY FUNDUTILITY FUND
• System Management: proactively plan, monitor,
replace, and expand our utility systems to ensure
infrastructure stability, orderly and sustainable
growth, and cost eciencies.
• Operational Excellence: eciently operate
and maintain systems, embrace technology and
creative strategies, and strive for continuous
improvement in managing and reducing costs.
GUIDING COUNCIL STRATEGIC GOALS:
WASTEWATER SERVICESWASTEWATER SERVICES
Operations of wastewater services in the City are divided up into the Wastewater Collection and Wastewater
Treatment divisions.
The Wastewater Collections Division is responsible for the maintenance and repair of 7,687 manholes and
approximately 400 miles of wastewater line in the City’s Wastewater Collection System. This Division is
responsible for the operation, maintenance and repair of the City’s Wastewater Collection System Lift Stations.
The Wastewater Treatment Division is responsible for the treatment of residential, commercial and industrial
wastewater to a level that meets or exceeds state and federal regulations. This is accomplished by using
sophisticated equipment, advanced treatment technologies, and state certied wastewater treatment plant
operators provided by the City of Round Rock. The City jointly owns the Brushy Creek Regional Wastewater
Treatment Plants with the Cities of Austin, Cedar Park, and Leander.
VISION:
Be the best at what we do.
MISSION:
Provide excellent service at the best value.
We will achieve our Vision and Mission by focusing
on our ve
Guiding Principles:
• Public Health, Safety, and the Environment:
ensure ecient compliance with regulations,
minimization of risk, and proactive eorts toward
preserving and enhancing our natural resources.
• Financial Strength: strive to know the true
cost of service, be transparent and competitive
in our rates and fees, and provide a solid scal
foundation for our customers and nanciers.
• Employee Success: select and promote the
best, encourage empowerment and leadership
at every level, and foster development through
continued education and knowledge sharing.
Wastewater Line
Maintenance
Wastewater Treat-
ment Plant
Wastewater
Back to TOC
WASTEWATER SERVICESWASTEWATER SERVICES 135
UTILITY FUNDUTILITY FUND
• Worked with I&I Division to help mitigate inltration
in the Oak Blu neighborhood.
Wastewater Treatment:
• The City took over operations and maintenance of
the Brushy Creek Regional Wastewater Treatment
Facilities on October 1, 2018.
• Process equipment is being updated, installed
and repaired to ensure the euent water complies
with the limits on the permit set by the Texas
Commission on Environmental Quality.
• The design phase of the East Brushy Creek
Regional Wastewater Treatment Plant Expansion
project is underway. Design plans are projected
to be 100% complete in November 2019.
• Hired an Operations Supervisor and a SCADA
Technician.
• Trained sta to perform our process control tests.
• Installed safety equipment (H2S detectors) in key
places.
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
Wastewater Collections:
• Expand the internal wastewater line inspection
services to include the inspection of manholes
by purchasing an upgrade to the IT Pipes
software. Currently, the City hires consultants to
inspect the manholes and make recommendations
for rehabilitation.
• Will be performing conned space entry training
and purchasing all new equipment so that our
team will be able to enter into any conned space
safely. This will allow us to safety inspected/repair
our manholes.
• Will be adding trench safety equipment so that
our line maintenance team will be able to take on
more complex repairs and projects. Saving the
city money by not having to hire contractors.
FY 2019 HIGHLIGHTS:
Wastewater Collections:
• Implemented internal wastewater line inspection
services resulting in signicant cost savings
for the City. In the years past, the City had
to hire consultants to inspect the wastewater
lines and make the recommendations for
rehabilitation. With the purchase of IT Pipes
software and proper training, sta can inspect
the wastewater lines and make the appropriate
recommendations.
• Line maintenance team took on additional in-
house repairs/projects. One of which was a
300-foot wastewater line repair in the downtown
area as well additional point repairs.
• Several improvements have been made on
the regional wastewater line. The team added
an air relief to a major manhole and additional
odor control in areas where we once had
complaints.
• Investigated the BC01 basin which is the Oak
Blu neighborhood. Line maintenance found
several areas of inow and inltration and
made recommendations to improve the area.
The basin in concern is going to be rehabilitated
soon.
• Coordinated with Human Resources to create a
sensitivity training class for all line maintenance
employees.
• Inspected the regional wastewater line and
repaired several manholes.
• Started a chemical feed system at a pilot lift
station with grease issues to minimize need
of vactor trucks to clean lift station due to
grease.
• Started installation of level indicators to
move the remainder of the lift stations to be
controlled without the use of oats that take
more maintenance hours and fail regularly.
Back to TOC
WASTEWATER SERVICESWASTEWATER SERVICES136
UTILITY FUNDUTILITY FUND
WASTEWATER SERVICESWASTEWATER SERVICES
Wastewater Treatment:
• East Regional Wastewater Plant Expansion
construction is ongoing and working to meet the
completion date.
• Continue to upgrade older equipment and
improve the process controls to ensure eciency
and productivity.
• Continue promoting the Leadership Development
Academy and using Fred Pryor Seminars for
personnel improvement. The training will allow
us to identify, grow and promote a sustainable
work-force and help with succession planning.
• Evaluating treatment options at McNutt Creek
lift station to mitigate grease and debris
accumulation due to how critical it is to the
wastewater collection system.
Wastewater Treatment:
• Continue upgrading ang repairing equipment to
ensure the euent water complies with the limits
on the permit set by the Texas Commission on
Environmental Quality.
• Inspect Bio-lter Odor Control System
for equipment reliability and lter media
eectiveness, lter media is original media with
additional media added several years ago.
• East Regional Wastewater Treatment Expansion
construction will begin in spring of 2020.
NEW PROGRAMS FOR FY 2020:
• No new programs
FY 2021 OVERVIEW & BEYOND:
Wastewater Collections:
• Continue to improve our Inow and Inltration and
Wastewater repair programs by cross training
and obtaining dual licensing for employees.
• Continue to update maps and provide hardware
necessary for eld personnel so that they will be
able to access utility maps on the jobsite.
• Continue promoting the leadership development
academy as well as the Fred Pryor Seminars.
This training will allow us to identify, grow and
promote a sustainable work-force, which in turn
will help succession planning.
• Continue with cross-training program approved
by Human Resources. Adopting this program
has improved customer service, reduced labor
costs, and maximized overall sta eciencies.
Back to TOC
WASTEWATER SERVICESWASTEWATER SERVICES 137
UTILITY FUNDUTILITY FUND
Wastewater Line Maintenance
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Manholes Inspected in Selected Edwards Aquifer
Basins 100% 100% 100% 100% 100%
Miles of Lines Inspected in Selected Edwards
Aquifer Basins 100% 100% 100% 100% 100%
Wastewater Treatment Plant
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
KWH/MG of Wastewater Treated 2,400 2,300 2,500 2,500 2,400
Polymer Usage (Lbs of Polymer/Dt of Sludge)* - - - 18 16
Euent Parameters Reduction (BOD, TSS, and
Ammonia) 98% 98% 98% 98% 98%
* Indicator started to be tracked beginning in FY 2019
WORKLOAD INDICATORS:
Round Rock Wastewater Treatment Plant
Back to TOC
WASTEWATER SERVICESWASTEWATER SERVICES138
UTILITY FUNDUTILITY FUND
WASTEWATER SERVICESWASTEWATER SERVICES
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 2,005,153 2,050,648 3,864,852 3,842,070 3,389,373
Operating Expenses 4,665,626 4,545,389 5,143,213 5,053,046 4,937,564
Capital Outlay - - 645,000 645,000 294,000
Total Expenditures: $6,670,779 $6,596,037 $9,653,065 $9,540,116 $8,620,937
Expenditures as a % of Utility Fund 29.3% 25.7% 30.6% 30.6% 27.6%
Full Time Equivalents (FTEs): 31.000 33.000 53.000 53.000 46.000
FTEs as a % of Utility Fund 24.3% 25.4% 35.2% 35.2% 30.5%
FY19: Added 20 FTEs to WWTP
$-
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0
$8.0
$9.0
$10.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
Note: Utilities reorganized FTEs between divisions with the FY 2020 Budget.
Back to TOC
DRAINAGE FUNDDRAINAGE FUND
DRAINAGE FUND SCHEDULEDRAINAGE FUND SCHEDULE 139
DRAINAGE FUND SCHEDULEDRAINAGE FUND SCHEDULE
2019 2019 2020 2021
2018 Revised Projected Adopted Estimated
Actual Budget Actual Budget Budget
Beginning Fund Balance $14,030,774 $10,713,792 $13,034,213 $9,106,176 $5,755,751
Revenues
Drainage Fees- Residential Fees 1,647,704 1,648,066 1,663,042 1,679,494 1,696,289
Drainage Fees- Commercial Fees 1,883,020 1,896,736 1,987,303 1,964,668 1,984,314
Contacts & Other 501,119 180,000 227,500 905,000 230,000
Total Revenues 4,031,843 3,724,802 3,877,845 4,549,162 3,910,603
Expenses
Operations 1,350,807 1,790,856 1,782,440 1,873,107 1,870,706
Engineering 656,246 774,230 774,230 796,749 820,055
Administrative Allocation 206,040 250,000 250,000 258,000 260,580
Debt Service Payment 573,331 564,381 565,131 561,731 557,931
Total Operating Expenses 2,786,424 3,379,467 3,371,801 3,489,587 3,509,272
Net Change in Operations 1,245,419$ 345,335$ 506,044$ 1,059,575$ 401,331$
Capital Outlay 2,241,980 5,795,500 4,434,081 4,410,000 3,255,000
Total Expenses 5,028,404$ 9,174,967$ 7,805,882$ 7,899,587$ 6,764,272$
Le ss:
Reservations & Designations 553,273 703,772 701,668 731,964 737,835
Ending Fund Balance $12,480,940 $4,559,856 $8,404,509 $5,023,787 $2,164,247
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DRAINAGE FUNDDRAINAGE FUND140
DRAINAGE FUNDDRAINAGE FUND
GUIDING COUNCIL STRATEGIC GOALS:
FY 2019 HIGHLIGHTS:
• Lake Creek Flood Mitigation - Completed 30%
Design for Dam 101 and updated the ILA.
• Started construction on the remaining two creek
ood mitigation projects that were anticipated in
the Drainage Master Plan and initial debt issuance.
(Dry Branch and Kensington Detention)
• Initiate analysis, prioritization, and cost estimates
for Neighborhood Drainage projects.
DRAINAGE FUNDDRAINAGE FUND
The Drainage Utility funds all aspects of the Storm Water Program associated with storm water drainage,
oodplain management and water quality management. The Storm Water Program Division is composed of
three areas: Engineering Services, Capital Improvement Program, and Operations and Maintenance.
VISION:
Be the best at what we do.
MISSION:
Provide excellent service at the best value.
We will achieve our Vision and Mission by focusing
on our ve
Guiding Principles:
• Public Health, Safety, and the Environment:
ensure ecient compliance with regulations,
minimization of risk, and proactive eorts toward
preserving and enhancing our natural resources.
• Financial Strength: strive to know the true
cost of service, be transparent and competitive
in our rates and fees, and provide a solid scal
foundation for our customers and nanciers.
• Employee Success: select and promote the
best, encourage empowerment and leadership
at every level, and foster development through
continued education and knowledge sharing.
• System Management: proactively plan, monitor,
replace, and expand our utility systems to ensure
infrastructure stability, orderly and sustainable
growth, and cost eciencies.
• Operational Excellence: eciently operate
and maintain systems, embrace technology and
creative strategies, and strive for continuous
improvement in managing and reducing costs.
Utilities & Environmental
Services
Drainage Fund
Purchasing
Capital Improvement
Projects
Purchasing
Engineering Services
(Utilities & Environmental Services)
Purchasing
Operation & Maintenance
(Transportation)
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DRAINAGE FUNDDRAINAGE FUND 141
DRAINAGE FUNDDRAINAGE FUND
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
FY 2021 OVERVIEW AND BEYOND:
• Lake Creek Watershed Flood Mitigation
Projects - coordinate construction of Dam
101 and establish plan for 620 Quarry
detention.
• Implement revised Stormwater Management
Plan for intensied 5-year TPDES MS4
Permit.
• Consolidate Drainage Operations and
Drainage Engineering into the same
management
FY 2020 OVERVIEW & SIGNIFICANT
CHANGES:
• Review existing Drainage Utility Fee and
recommend any necessary changes.
• Determine funding plan for Neighborhood
Drainage projects.
• FEMA nalizes the new Flood Insurance
Risk Map (FIRM) based on modernized
ood models.
• Submit revised Stormwater Management
Plan to renew the City’s 5-year TPDES MS4
Permit.
NEW PROGRAMS FOR FY 2020:
• 1 FTE as a Drainage Supervisor will transfer
to Drainage - vehicle and operating cost will
be added
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Street Sweeping (curb miles) 602 602 753 753 753
Drainage Maintenance (miles) 150 151 152 152 153
Mowing of Drainage Structures (acres) 530 530 540 550 550
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DRAINAGE FUNDDRAINAGE FUND142
DRAINAGE FUNDDRAINAGE FUND
DRAINAGE FUNDDRAINAGE FUND
$-
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Budget
2020
Proposed
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Budget
2020
Proposed
Budget
Personnel Services 1,512,597 1,562,746 1,833,983 1,460,479 1,787,301
Operating Expenses 511,043 444,307 731,103 1,096,191 842,555
Capital Outlay - 379,238 273,000 105,613 298,000
Total Expenditures: $2,023,640 $2,386,291 $2,838,086 $2,662,283 $2,927,856
Full Time Equivelents (FTES): 22.000 22.000 24.000 24.000 23.000
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SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS 143
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
Special Revenue Funds are used to account for the proceeds of specic revenue sources that are legally
restricted for specied purposes.
SPORTS MANAGEMENT & TOURISM DEPARTMENT
The Sports Management & Tourism Department was created in FY 2017 to centralize the eorts to promote
Round Rock as the “Sports Capital of Texas.” The Department includes several functions in various
Special Revenue funds, including costs related to maintaining the Dell Diamond/Convention Center, the
Convention Visitors Bureau (CVB) in the Hotel Occupancy Tax Fund, the Sports Center in the Sports
Center Fund, and the Multipurpose Complex in the Multipurpose Complex Fund.
COMMUNICATIONS & MARKETING DEPARTMENT
The Arts and Culture division of the Communications and Marketing Department is responsible for
implementing the City’s Arts and Culture Master Plan. This oce supports the economic development of
the community by adding value through the arts to downtown Round Rock and other areas and is funded
by a minimum of ve percent (5%) of the Hotel Occupancy Tax revenues in the Hotel Occupancy Tax
Fund.
RRTEDC or TYPE B FUND
The Type B Fund accounts for one-half of one percent (0.5%) local option sales tax authorized by Round
Rock voters to fund the Round Rock Transportation & Economic Development Corporation (RRTEDC).
These revenues are used for transportation, economic development, and other allowed uses in accordance
with a 5-year project spending plan adopted annually by the Type B board and ratied by City Council.
GOLF FUND
The Golf Fund accounts for the collection and expenditure of fees from proceeds the City receives through
the Forest Creek Golf Club. Revenue collections include green fees, cart rentals, range fees, concessions
and the Pro Shop. Fees collected are used for improvement & maintenance and contracted services for
the Forest Creek Golf Club. The Golf Club is managed by Kemper Sports.
OTHER SPECIAL REVENUE FUNDS
The City has several other special revenue funds to account for specic revenue sources that are restricted
for designated purposes. These other funds are relatively small and are not outlined in as much detail as
the larger funds listed above. These funds are listed below and are described briey on the last page of
this Special Revenue Funds Section.
• Community Development Block Grant (CDBG) Fund
• Law Enforcement Fund
• Library Fund
• Municipal Court Fund
• Parks Improvement Fund
• Public, Educational, and Government Access Fund
• Trac Safety Program Fund
• Tree Replacement/Landscape Fund
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HOT OCCUPANCY TAX (HOT FUND)HOT OCCUPANCY TAX (HOT FUND)144
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
HOT OCCUPANCY TAX (HOT FUND)HOT OCCUPANCY TAX (HOT FUND)
FY 2018
Actual
FY 2019
Revised
Budget
FY 2019
Projected
Actual
FY 2020
Adopted
Budget
FY 2021
Estimated
Budget
Beginning Fund Balance/Working Capital $4,467,360 $9,420,507 $4,902,816 $2,516,062 $1,992,960
R
evenue
Hotel Occupancy Tax 4,444,435 4,300,000 4,300,000 4,300,000 4,386,000
Contracts & Other 166,384 35,000 125,000 125,000 125,000
Total Revenue 4,610,819 4,335,000 4,425,000 4,425,000 4,511,000
Expenditures
Arts and Culture 285,946 275,000 275,000 396,236 406,142
Convention & Visitors Bureau 875,619 1,625,996 1,625,996 1,798,347 1,747,112
Dell Diamond/Convention Center 47,189 102,500 102,500 90,000 90,000
Debt Service 651,800 644,225 644,225 638,925 640,500
Total Operating Expenditures 1,860,554 2,647,721 2,647,721 2,923,508 2,883,754
Net Change in Operations 7,217,625 11,107,786 6,680,095 4,017,554 3,620,206
Captial Improvements 1,994,809 3,684,300 3,226,533 1,087,094 350,000
Total Expenditures 3,855,363$ 6,332,021$ 5,874,254$ 4,010,602$ 3,233,754$
Le ss:
Transfers 320,000 937,500 937,500 937,500 937,500
Reservations & Designations 2,365,423 1,566,080 1,585,740 1,567,140 1,525,194
Ending Fund Balance 2,537,393 4,919,906 930,322 425,820 807,512
Maintenance for the Dell Diamond is paid for from the HOT Fund.
Back to TOC
145
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
ARTS AND CULTUREARTS AND CULTURE
ARTS AND CULTUREARTS AND CULTURE
The Arts and Culture Division is responsible for implementing the City’s Arts and Culture Master Plan. This
oce supports the economic development of the community by adding value through the arts to downtown
Round Rock and the surrounding areas. A focus on promoting the heart of our city, Downtown Round Rock,
has been a City Council priority since 2010. Arts and culture are important to quality of life, strong communities,
and creating a fun and interesting place to live. The development of the Arts initiatives involves coordination
with various local art and cultural organizations to promote a vision of the Arts and Culture Master Plan.
VISION:
Arts and culture are important to Round Rock’s quality
of life, strengthening our community, inspiring more
investment, and creating a greater sense of place.
MISSION:
To enrich the quality of life, support and foster the
enjoyment, understanding, and development of the
arts through diverse and engaging experiences.
They contribute to the economy and tourism in the
community. The arts and culture division also provide
resources, education, and artistic initiatives to support
and serve individual artists and arts organizations in
our community.
GUIDING COUNCIL STRATEGIC GOALS
Arts and Culture
Communications
and Marketing
FY 2019 HIGHLIGHTS:
Arts Around the City:
• Awarded arts grants to 9 nonprot arts groups
• Hosted major arts and culture festivals: Chalk
Walk, Beaujolais Nights, DiwaliFest, Dia de los
Muertos, SculptFest
• Hired a temporary Arts and Culture Associate to
help with arts and culture events
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ARTS AND CULTUREARTS AND CULTURE146
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
• Growing arts and culture festivals
already established: Diwali, Dia de los Muertos,
Beajolais Nights, SculptFest, and Chalk Walk
• Growing the arts to bring in more visitors to
Round Rock using HOT funds
NEW PROGRAMS FOR FY 2020:
• Managing Chalk Walk as a City of Round Rock
event at Dell Diamond (October 2019)
• ArtSpace Improvements
• Additional Arts Grants to growing number of arts
groups in Round Rock
• Art Installations at Centennial Plaza (i.e. Allan
Houser exhibit)
• Additional Signal Box Art around the city
• Additional Arts and Marketing Guide at local
hotels and area
• More “making and doing” arts type events in
Downtown
FY 2021 OVERVIEW & BEYOND:
• Extending the Arts Masterplan into its nal phase:
Building exible type spaces for performing arts,
fundraising and building a regional performing
arts facility to show case Broadway and Regional
Entertainment.
ARTS AND CULTUREARTS AND CULTURE
• SculptFest: 68 nationally known artists sold
sculptures at Centennial Plaza
• Congressional Art Show and Art Reception at
Texas State University Round Rock Campus
• ArtSpace (revamping, oor, desk, pro-panels…)
• Model Trains to ArtSpace with over 12,500 peo-
ple viewers during holidays
• Art showcasing artists in City Council Chambers
• On-going Art Sculptures for Downtown areas
• New Kinetic Art pieces in Downtown
• Allan Houser year-long exhibit at Centennial
Plaza with over 50,000 viewing exhibit
• New sculptures exhibit at Centennial Plaza with
26 sculpture pieces
• Signal Box Art in Downtown area
• Arts and Cultural Guide at all hotels in the city
Special Arts and Culture Events:
• PopUp Art Shows at Prete Plaza
• Art Walk
• Fall Music on Main, Music on Main Spring Break
Bash, Music on Main
• RRPD Car Show Bands
• Hometown Halloween
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• Focus on maintaining and growing arts groups
with audience development tools and resources
• Growing more “making and doing” arts type of
events in Downtown throughout the year
• Short Film Festival
The annual Chalk Walk Festival brings in over 35,000 people into Downtown Round Rock.
Back to TOC
ARTS AND CULTUREARTS AND CULTURE 147
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 101,848 108,630 113,519 113,519 120,755
Operating Expenses 99,713 177,316 161,481 161,481 275,481
Capital Outlay - - - - -
Total Expenditures: $201,561 $285,946 $275,000 $275,000 $396,236
FTEs: 1.00 1.00 1.00 1.00 1.00
$-
$50.0
$100.0
$150.0
$200.0
$250.0
$300.0
$350.0
$400.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Thousands
Expenditures by Category
Personnel Services Operating Expenses
Back to TOC
CONVENTION & VISITORS BUREAUCONVENTION & VISITORS BUREAU148
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
• and received $94,798.58 in reimbursements
• Digital: Website sessions up 28% between 2017
and 2018
• Website users increased 26% between 2017 to
2018
• Rolled out new tourism brand elevating “The
Sports Capital of Texas” to Sports Plus (which
includes meetings and leisure tourism oerings)
• Facebook statistics, comparing 2017 and 2018:
• 35% increase in “reactions” (Likes, Loves, etc.)
• 40% increase in shares
• 42% increase in comments
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• Work to maintain “The Sports Capital of Texas”
position as a premier destinations for sporting
events while incorporating the marketing eorts
to include meetings and leisure tourism with the
opening new hotels and meeting and convention
space in 2020 and beyond
NEW PROGRAMS FY 2020:
• No new programs
FY 2021 OVERVIEW & BEYOND:
Continue to market Round Rock as the destination
of choice for sports, meetings and leisure travelers
CONVENTION & VISITORS BUREAUCONVENTION & VISITORS BUREAU
The function of this department is to implement the City’s long-term Tourism Plan and represent the City in all
other functions related to tourism and the Convention and Visitors Bureau (CVB). The CVB is the designated
sales and marketing department for the City of Round Rock (designated DMO - “Destination Marketing
Organization”). The tourism department’s mission aligns with the strategic plan by directly contributing to the
economic vitality and enhancing the quality of life in Round Rock.
VISION:
To help promote Round Rock as the city of choice for
tourists and citizens.
MISSION:
To promote economic diversity by developing
the tourism industry in Round Rock.
GUIDING COUNCIL STRATEGIC GOALS:
FY 2019 HIGHLIGHTS:
• Held ve national tournaments in 2018
• Economic activity increased by 46%
• Events held in 2018 brought 162,210 participants
and guests
• Hosted 17 site visits
• Applied for reimbursement from the
• Texas Events Trust Fund for events held
Sports Management
and Tourism
Purchasing
Convention &
Visitors Bureau (CVB)
Purchasing
Visitor
Information
Back to TOC
CONVENTION & VISITORS BUREAUCONVENTION & VISITORS BUREAU 149
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Events Held 50 55 60 65 65
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 272,177 294,136 254,137 254,137 359,376
Operating Expenses 383,305 581,483 1,371,859 1,371,859 1,438,971
Capital Outlay - - - - -
Total Expenditures: $655,482 $875,619 $1,625,996 $1,625,996 $1,798,347
FTEs: 4.00 3.00 3.00 4.00 4.00
$-
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
$1.8
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses
WORKLOAD INDICATORS:
Back to TOC
MULTIPURPOSE COMPLEX FUND SCHEDULEMULTIPURPOSE COMPLEX FUND SCHEDULE150
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
MULTIPURPOSE COMPLEX FUND SCHEDULEMULTIPURPOSE COMPLEX FUND SCHEDULE
FY 2018
Actual
FY 2019
Revised
Budget
FY 2019
Projected
Actual
FY 2020
Adopted
Budget
FY 2021
Estimated
Budget
Beginning Fund Balance 988,656$ 1,079,666$ 1,258,457$ 1,258,457$ 1,259,575$
Revenue
Local Field Rentals 509,820 282,494 282,494 560,000 589,157
Contracts & Other 63,636 65,000 65,000 70,000 71,100
Transfers In 640,000 675,000 675,000 675,000 675,000
Total Revenue 1,213,456 1,022,494 1,022,494 1,305,000 1,335,257
Expenditures
Personnel 379,948 391,368 391,368 627,871 655,598
Contractual Services 150,372 179,646 179,646 186,811 188,679
Materials & Supplies 326,216 309,036 309,036 411,100 415,211
Other Services & Charges 30,052 36,100 36,100 28,100 28,381
Total Expenditures 886,588 916,150 916,150 1,253,882 1,285,257
Net Change in Operations 1,315,524 1,186,010 1,364,801 1,309,575 1,309,575
Capital Outlay 57,067 106,344 106,344 50,000 50,000
Total Expenditures 943,655$ 1,022,494$ 1,022,494$ 1,303,882$ 1,335,257$
Le ss:
Reservations & Designations 221,647 993,124 993,124 1,063,471 1,071,314
Ending Fund Balance 1,036,810$ 86,542$ 265,333$ 196,104$ 188,261$
Back to TOC
MULTIPURPOSE COMPLEXMULTIPURPOSE COMPLEX 151
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
MULTIPURPOSE COMPLEXMULTIPURPOSE COMPLEX
MISSION:
To help promote the Round Rock
Multipurpose Complex as a keystone to the sports
tourism marketing program of Round Rock.
VISION:
To promote economic diversity by developing the
tourism industry in Round Rock.
GUIDING COUNCIL STRATEGIC GOALS:
FY 2019 HIGHLIGHTS:
• Hosted rst facility-owned 3 on 3
soccer tournament (160 teams)
• Hosted Quidditch Cup 12 (second year in a row)
• Hosted USA Ultimate D1 Championships
• Hosted 7v7 National Football Showcase
• Hosted USYS Southern Region President’s Cup
FY 2020 OVERVIEW AND SIGNIFICANT
CHANGES:
• Continue to recruit, develop, maintain and build
relationships with regional and national sports
governing bodies and event holders to host their
events in Round Rock
• Increase participation in local programs
and develop/operate tournaments in-house
NEW PROGRAMS FY 2020:
• No new programs
FY 2021 OVERVIEW AND BEYOND:
• Continue to provide routine and
preventative maintenance along with
daily cleaning to maintain the City’s “rst class”
outdoor sports facility
• Add inventory to allow for events to expand and
for us to host simultaneous events
Events &
Marketing
Multipurpose Complex
Operations
Sports Management &
Tourism
The Round Rock Multipurpose Complex (RRMPC) is a world-class outdoor athletic facility that was completed
in May 2017. The facility can host a wide variety of sport tournaments and special events such as soccer,
lacrosse, rugby, football, ultimate Frisbee and any other sport needing a large at eld. RRMPC features
2 championship elds (one natural grass and one synthetic turf) and 4 natural grass and 4 synthetic turf
multipurpose elds with all 10 elds lit with Musco lights. The clubhouse building features 2 team rooms,
restrooms, concessions, ocials locker room and storage. There are 2 additional restroom buildings located
on either end of the quad multipurpose elds, spectator shade structures throughout the facility, 2 playground
areas, a festival area, and over 900 parking spaces.
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MULTIPURPOSE COMPLEXMULTIPURPOSE COMPLEX152
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
MULTIPURPOSE COMPLEXMULTIPURPOSE COMPLEX
Indicator
*FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Target
FY 2020
Projected
Multi-day Tournaments/Events Hosted - 14 28 30 32
One Day Tournaments/Events Hosted - 2 7 3 3
Total # of Field Bookings - 1,150 4,274 4,300 4,400
Total Revenues - $177,000 $574,725 $650,000 $750,000
WORKLOAD INDICATORS:
*The Multipurpose Complex was not open in FY 2016.
The Round Rock Multipurpose Complex opened May 17, 2017.
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MULTIPURPOSE COMPLEXMULTIPURPOSE COMPLEX 153
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 139,068 379,948 391,368 391,368 627,871
Operating Expenses 248,461 506,640 524,782 524,782 626,011
Capital Outlay 2,500 57,067 106,344 106,344 50,000
Total Expenditures: $390,029 $943,655 $1,022,494 $1,022,494 $1,303,882
FTEs: 4.00 4.50 5.50 7.00 7.00
$-
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
Back to TOC
SPORTS CENTER FUND SCHEDULESPORTS CENTER FUND SCHEDULE154
SPORTS CENTER FUND SCHEDULESPORTS CENTER FUND SCHEDULE
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
FY 2018
Actual
FY 2019
Revised
Budget
FY 2019
Projected
Actual
FY 2020
Adopted
Budget
FY 2021
Estimated
Budget
Beginning Fund Balance 4,404,649$ 4,
541,078$ 4,743,692$ 5,095,408$ 5,517,545$
Revenue
Hotel Occupancy Tax 1,269,800 1,230,000 1,230,000 1,230,000 2,430,568
Program Revenues 1,266,044 1,215,000 1,275,000 1,275,000 1,275,000
Donations/Sponsorships 96,676 80,000 90,000 90,000 90,000
Total Revenues 2,632,520 2,525,000 2,595,000 2,595,000 3,795,568
Expenditures
Sports Center Operations 1,927,447 1,924,704 1,874,704 1,801,833 1,802,697
Debt Service 366,030 368,580 368,580 371,030 367,780
Total Expenditures 2,293,477 2,293,284 2,243,284 2,172,863 2,170,477
Net Change in Operations 4,743,692$ 4,772,794$ 5,095,408$ 5,517,545$ 7,142,636$
Le ss:
Reservations & Designations 3,330,814 3,980,999 3,980,999 3,950,281 5,138,965
Ending Fund Balance 1,412,878$ 791,795$ 1,114,409$ 1,567,264$ 2,003,671$
The Round Rock Sports Center
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SPORTS CENTERSPORTS CENTER 155
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
SPORTS CENTERSPORTS CENTER
The Round Rock Sports Center is a world-class indoor sports facility. The facility hosts over 70,000 players
and 120,000 spectators annually for tournaments, leagues, and club sports. Focused on national and
regional sporting events, the RRSC provides a premier players environment with spectator comfort and
family entertainment opportunities. The center features a multi-sport building, outdoor pavilion and plaza, and
over 500 parking spots.
VISION:
To help promote Round Rock Sports Center as a
keystone to the sports tourism marketing program
of Round Rock.
MISSION:
To promote economic diversity by developing the
tourism industry in Round Rock.
GUIDING COUNCIL STRATEGIC GOALS:
FY 2019 HIGHLIGHTS:
• Hosted 3-day wedding celebration
• Hosted 3 Cheerleading events
• Hosted Facility-owned Futsal tournament
• Hosted 45 unique events
• Hosted over 200 hours/week of local programs
and practices
Events &
Marketing
Sports Center
Operations
Sports Management &
Tourism
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• Increase number of facility-owned events
NEW PROGRAMS FY 2020:
• No new programs
FY 2021 OVERVIEW & BEYOND:
• Continue to maintain positive relationships with
local organizations and tournament
directors to ensure the future success as new
facilities continue to be developed in the area
and region creating new competition
• Continue to provide routine and
preventative maintenance to maintain the City’s
“rst-class” indoor sports facility
• Add inventory to allow for expansion of events
and to operate multiple events simultaneously
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SPORTS CENTERSPORTS CENTER156
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
SPORTS CENTERSPORTS CENTER
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Multi-Day Tournaments/Events Hosted 34 38 34 34 35
One Day Tournaments/Events Hosted 19 12 9 11 10
Total Number of Court Bookings 6,752 7,200 6,780 6,700 6,750
Total Revenues $2,228,775 $2,583,744 $2,632,520 $2,595,000 $2,595,000
WORKLOAD INDICATORS:
The Round Rock Sports Center is a premier 82,800-sqauare-foot indoor sports facility that includes six basketball courts, twelve volleyball
courts, and 48,000-square-feet of open space.
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SPORTS CENTERSPORTS CENTER 157
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 1,022,389 1,117,220 1,258,872 1,258,872 1,111,496
Operating Expenses 579,723 606,037 615,832 615,832 640,337
Capital Outlay 29,207 204,190 50,000 50,000 50,000
Total Expenditures: $1,631,319 $1,927,447 $1,924,704 $1,924,704 $1,801,833
FTEs: 11.00 13.50 13.50 13.50 11.00
$-
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
$1.8
$2.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
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SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
158
GOLF FUNDGOLF FUND
GOLF FUNDGOLF FUND
FY 2019 FY 2019 FY 2020 FY 2021
FY 2018 Adopted Projected Adopted Estimated
Actual Budget Actual Budget Budget
Beginning Fund Balance 1,819$ 8,206$ -$ -$ -$
Revenues
Charges for Services 299,761 2,029,802 1,903,301 1,972,405 1,972,405
Contracts & Other 641,086 - - - -
Transfers In 6,351,130 - 77,625 200,000 200,000
Total Revenues 7,291,977 2,029,802 1,980,926 2,172,405 2,172,405
Expenditures
Personnel - 1,115,381 961,439 1,026,732 1,036,999
Contract Services 1,344,306 568,998 582,895 599,533 605,528
Other Expenses - 290,597 296,820 345,940 349,399
Capital Purchases 5,947,558 42,600 102,475 100,000 101,000
Total Expenditures 7,291,864 2,017,576 1,943,629 2,072,205 2,092,926
Net Revenue 113$ 12,226$ 37,297$ 100,200$ 79,479$
Le ss:
Reserves 1,932 20,432 37,297 100,200 79,479
Ending Fund Balance -$ -$ -$ -$ -$
The Forest Creek Golf Course was re-opened to the public on October 1, 2018.
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FOREST CREEK GOLF CLUBFOREST CREEK GOLF CLUB 159
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
FOREST CREEK GOLF CLUBFOREST CREEK GOLF CLUB
Forest Creek Golf Club provides hill country golf at its nest. Extensively renovated in 2018, the 7,147
yard par-72 golf course has been nationally recognized as one of the nest public golf courses in
central Texas. Other amenities of the course include a full-service bar and grill, event space and
an outstanding practice facility enhanced by LED lighting, allowing for practice into the evenings.
Named “Best Public Golf Course in Central Texas” by Golf Digest, Forest Creek oers some of the most
fabulous golf in the Texas hill country. Our Golf Course is replete with rolling fairways, pristine greens, and
an abundance of native foliage. Our meticulous course maintenance and accommodating sta naturally
complement the fantastic course design to create the total golf package.
Forest Creek
Golf Club
Purchasing
Course & Grounds
Purchasing
Food & Beverage
Purchasing
Golf Shop
VISION:
Brand and establish Forest Creek Golf Club as a
premier golf destination for public play, tournaments,
and non-golf events in Round Rock and surrounding
areas.
MISSION:
Dierentiate Forest Creek Golf Club from
competitors as the premier golf experience in the
Round Rock area.
GUIDING COUNCIL STRATEGIC GOALS:
FY 2019 HIGHLIGHTS:
• Re-Opened the golf course to the public on
October 1, 2018
• Despite weather issues for the rst several
months, we moved the course ‘into the black’
nancially by May 2019
• Reached 58 full golf memberships and 104
player development memberships by May
2019
FY 2020 OVERVIEW AND SIGNIFICANT
CHANGES:
• Continue to grow our customer base and
further build relationships with our
local community
• Increase number of full golf and
player development memberships
NEW PROGRAMS FY 2020:
• One-time transfer from GSFC for
future capital improvements and
reserves
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FOREST CREEK GOLF CLUBFOREST CREEK GOLF CLUB160
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
FOREST CREEK GOLF CLUBFOREST CREEK GOLF CLUB
FY 2021 OVERVIEW AND BEYOND:
• Continue to operate the golf club as a
scal ‘self supportive’ venue, and roll
annual net income into the course’s Capital
Improvement fund.
• Utilize Capital Improvement fund to keep
maintaining and improving the golf course
for years and decades ahead.
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Total Rounds 32,522 37,575 5,021 40,000 36,260
Operating Reveune $360,371 $703,884 $238,385 $2,029,802 $1,972,405
WORKLOAD INDICATORS:
Hole at Forest Creek Golf Club
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SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
FOREST CREEK GOLF CLUBFOREST CREEK GOLF CLUB 161
$-
$0.5
$1.0
$1.5
$2.0
$2.5
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services - - 1,115,381 961,439 1,026,732
Operating Expenses 1,678,246 1,344,306 902,195 904,565 945,473
Capital Outlay - - 77,625 100,000
Total Expenditures: $1,678,246 $1,344,306 $2,017,576 $1,943,629 $2,072,205
FTEs: 0.00 0.00 0.00 0.00 0.00
*Personnel expenses were not tracked until FY 2019 that started with a new management company. All positions for the
Golf Club are contracted through the management company so there are no City FTEs.
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162
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
OTHER SPECIAL REVENUE FUNDSOTHER SPECIAL REVENUE FUNDS
OTHER SPECIAL REVENUE FUND SCHEDULEOTHER SPECIAL REVENUE FUND SCHEDULE
Total Special
Revenue Funds
Community Dev
Block Grant
(CDBG) Fund
Golf
Fund
Law
Enforcement
Fund
Library
Fund
Beginning Fund Balance $3,829,647 - 39,229 $382,414 $638
Revenues
Licenses, Permits, & Fees 255,000
Program Revenues 2,532,405 1,972,405
Fines & Forfeitures 107,000
Contracts & Others 978,034 686,770 80,000 3,010
Transfers In 875,000 200,000
Total Revenues 4,747,439 686,770 2,172,405 80,000 3,010
Expenditures
Communications 334,000
Finance 113,996
Library 3,648 3,648
Parks & Recreation 639,133
Planning & Development 240,354 240,354
Police 653,215 462,414
Sports Management & Tourism 3,376,087 2,072,205
Capital Improvements 446,416 446,416
Total Expenditures 5,806,849 686,770 2,072,205 462,414 3,648
Net Change in Operations (1,059,410) - 100,200 (382,414) (638)
Le ss:
Contingency 313,471
Reservations & Designations 2,260,662 139,429
Total Reservations 2,574,133 - 139,429 - -
Available Fund Balance 196,104 - - - -
The CBDG Fund pays for capital projects and for social ser-
vices within the City.
The Round Rock Multipurpose Complex has it’s own Special
Revenue Fund.
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163
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
OTHER SPECIAL REVENUE FUNDSOTHER SPECIAL REVENUE FUNDS
Multipurpose
Complex
Fund
Municipal
Court Funds
Pa rks
Improvement &
Acquisition Fund
Public,
Educational, &
Governmental
Access Fund
Traffic Safety
Fund
Tree
Replacement
Fund
$1,258,457 $3,396 $335,634 $1,474,233 $190,801 $144,845 Beginning Fund Balance
Revenues
220,000 35,000 Licenses, Permits, & Fees
560,000 Program Revenues
107,000 Fines & Forfeitures
70,000 3,600 120,954 11,000 2,700 Contracts & Others
675,000 Transfers In
1,305,000 110,600 120,954 231,000 - 37,700 Total Revenues
Expenditures
334,000 Administration
113,996 Finance
Library
456,588 182,545 Parks & Recreation
Planning & Development
190,801 Police
1,303,882 Sports Management & Tourism
Capital Improvements
1,303,882 113,996 456,588 334,000 190,801 182,545 Total Expenditures
1,118 (3,396) (335,634) (103,000) (190,801) (144,845) Net Change in Operations
Le ss:
313,471 Contingency
750,000 1,371,233 Reservations & Designations
1,063,471 - - 1,371,233 - - Total Reservations
196,104 - - - - - Available Fund Balance
The Parks Improvement & Acquisition Fund helps pay for
playground equipment in City parks.
The Library Fund accepts donations by patrons to purchase
various books and media.
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164
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
RRTEDC (TYPE B) FUNDRRTEDC (TYPE B) FUND
ROUND ROCK TRANSPORTATION & ECONOMIC DEVELOPMENT ROUND ROCK TRANSPORTATION & ECONOMIC DEVELOPMENT
CORPORATION (TYPE B) FUNDCORPORATION (TYPE B) FUND
FY 2018
Actual
FY 2019
Adopted
Budget
FY 2019
Projected
Actual
FY 2020
Adopted
Budget
FY 2021
Estimated
Budget
Beginning Fund Balance 35,825,312$ 33,023,307$ 33,023,307$ 27,908,700$ 30,778,179$
Revenue
Sales Tax 20,464,702 19,500,000 19,500,000 19,890,000 20,287,800
Contracts & Other 10,877,191 7,752,871 7,752,871 10,080,634 19,771,670
Bond Proceeds - 30,329,190 30,329,190 99,850,000 31,500,000
Total Revenue 31,341,893 57,582,061 57,582,061 129,820,634 71,559,470
Expenditures
Transportation Contracts 176,999 832,320 832,320 848,966 865,946
Chamber Agreement 660,000 585,000 585,000 585,000 585,000
Economic Development Projects 421,497 6,142,435 6,142,435 13,007,575 15,050
Downtown Marketing 78,529 1,250,200 1,250,200 250,200 250,200
Debt Service 3,930,885 4,263,414 4,263,414 6,745,515 8,846,767
Total Operating Expenditures 5,267,910 13,073,369 13,073,369 21,437,256 10,562,963
Net Change in Operations: 61,899,295$ 77,531,999$ 77,531,999$ 136,292,078$ 91,774,686$
Capital Improvements 28,077,517 48,843,299 48,843,299 104,710,899 66,075,800
Total Expenditures 33,345,427 61,916,668 61,916,668 126,148,155 76,638,763
Le ss:
Due to General Fund 798,471 780,000 780,000 803,000 803,000
Reserves 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
Ending Fund Balance 32,023,307 26,908,700 26,908,700 29,778,179 23,895,886
The Type B Fund pays for transportation and economic development projects.
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165
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
OTHER SPECIAL REVENUE FUNDSOTHER SPECIAL REVENUE FUNDS
OTHER SPECIAL REVENUE FUNDSOTHER SPECIAL REVENUE FUNDS
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
The Community Development Block Grant (CDBG) Fund accounts for the proceeds the City receives through
the CDBG program administered by the federal Department of Housing and Urban Development. The funds
received are used for capital projects and for social services in low- to moderate-income areas within the City.
LAW ENFORCEMENT FUND
The Law Enforcement Fund accounts for the forfeiture of contraband gained from the commission of criminal
activity. Proceeds from the fund are used for law enforcement purposes.
LIBRARY FUND
The Library Fund accepts donations by patrons of the library for various books and videos to be purchased
and housed in the Library.
MUNICIPAL COURT FUND
The Municipal Court Fund accounts for fees collected on conviction of certain Municipal Court oenses and
is intended to enhance the safety of children, provide the technology for processing court cases, create a
security plan for the courtroom, and establish a Juvenile Case Manager program.
PARKS IMPROVEMENT AND ACQUISITIONS FUND
The Parks Improvement and Acquisitions Fund accounts for the collection and expenditure of fees from
two specic parks and recreation related sources: (1) sports league teams fees used for the improvement
and maintenance of facilities and, (2) park development fees collected from developers of subdivisions who
choose to provide cash in lieu of designating parkland. These funds are restricted based on guidelines
provided in the subdivision ordinance.
PUBLIC, EDUCATIONAL, AND GOVERNMENT ACCESS FUND
The Public, Educational, and Government Access (PEG) Fund accounts for cable franchise fees which are
used for public, educational, and government access purposes consistent with state and federal law.
TRAFFIC SAFETY PROGRAM FUND
The Trac Safety Program Fund accounted for revenues received through the City’s Red Light Camera
program which was discontinued eective December 31, 2015. The fund still has some remaining fund
balance which will be spent on trac safety related expenditures during FY 2020.
TREE REPLACEMENT FUND
The Tree Replacement Fund accounts for developer contributions used solely for the purpose of purchasing
and planting trees in public rights-of-way, public parkland, or any other City-owned property.
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166
SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS
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CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
CAPITAL IMPROVEMENT FUNDS EXPENDITURESCAPITAL IMPROVEMENT FUNDS EXPENDITURES 167
CAPITAL IMPROVEMENT FUNDS EXPENDITURESCAPITAL IMPROVEMENT FUNDS EXPENDITURES
Capital Improvement Program (CIP)
The City of Round Rock has a capital plan which represents the funding plans for City construction and
repair projects. A “capital project” is dened as the construction, reconstruction, acquisition, or installation
of a physical public improvement with a value of $50,000 or more and a useful life of at least ve years.
The City looks to the future for planning community growth and development and providing citizens with
quality services and programs. The City meets the challenges of growth by providing the needed capital
improvements and infrastructure.
The City’s capital projects are paid for with a self-funding, “pay-as-you-go” approach, Type B sales tax, or
borrowed funds.
The projects funded are essential to the City’s future, reecting how Round Rock will evolve in the coming
years. Many of these projects have a signicant impact on the City’s plan to stimulate growth in the local
economy. These projects are “quality of life” improvements for the City as a whole.
Planning
Master planning involves assessing the needs of the community through citizen and customer surveys,
researching technological innovation, demographic trend analysis, and observation of other factors aecting
the community. This assessment also determines the needs of each City department for its area of
responsibility and makes informed assumptions concerning the community’s general needs for an ultimate
growth scenario. This assessment combined with the City Council’s direction, provides a foundation for
master planning. Some of the planning documents include:
• Transportation Master Plan
• Water Master Plan
• Wastewater Master Plan
• Parks and Recreation Master Plan
• Citywide Trails Master Plan
• Facilities Master Plan
These planning documents are updated every three to ten years with a major amendment at the ve year
midpoint. Updates and amendments are presented to the Council and the public through formal hearings.
The City’s Strategic Plan contains goals which serve as the foundation of the entire budget, also guides the
planning and prioritization of capital projects.
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CAPITAL IMPROVEMENT FUND EXPENDITURESCAPITAL IMPROVEMENT FUND EXPENDITURES168
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
Admin, Comm, IT, Fleet, &
Facilities
$30.7M
5%
Sports Management &
Tourism
$2.7M
0.5%
Drainage
$7.8M
1%
Fire
$20.4M
3%
Library
$21.7M
4%
Parks & Recreation
$15.9M
3%
Police
$2.8M
0.5%
Transportation
$252.0M
40%
Water & Wastewater
$256.8M
43%
CAPITAL IMPROVEMENT FUND EXPENDITURESCAPITAL IMPROVEMENT FUND EXPENDITURES
PROJECT SELECTION
The master planning process and documents establish near term planning horizons for the initial ranking of
Capital Improvement Projects. City sta determines the timing, cost, and priorities for each project to further
rene ranking which is coordinated with the City Manager. This information is used to translate Council
priorities into project priorities. Final priorities are approved by the City Council. In the case of a general
obligation bond, project approval must be obtained from the voters.
One of the key elements in developing and coordinating capital projects is identifying the funding sources.
This requires the review of potential internal and external funding sources and assessing the City’s nancial
condition and the ability to service existing and new debt. The evaluation of the best source of funds needed
for capital projects provides the foundation for the proposed project.
Using the prioritized list of needed improvements along with the assessment of sources and availability of
funding, the capital improvement spending plan is prepared. The plan identies the capital improvements
that are programmed in the next scal year. The capital improvement spending plan is presented to Council
for approval, and then used by City sta to execute projects.
The CIP project selections will vary from year to year due to changes in priority and needs of the City. With
the annual review and planning process the ve year road map evolves to meet those needs and priority
changes.
The total 5 year CIP plan is $610.8 million allocated into categories as noted in the following chart.
5 YEAR CIP BY USE5 YEAR CIP BY USE
$610.8M
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CAPITAL IMPROVEMENT FUND EXPENDITURESCAPITAL IMPROVEMENT FUND EXPENDITURES 169
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
PROJECT MANAGEMENT
The City of Round Rock executes projects that meet the needs of the citizens within schedule and cost
constraints. City sta uses a comprehensive method for managing projects which begins during the planning
process and continues through project close out. Project management starts with establishing the project’s
technical requirements, scope, cost estimate, scheduling and an annual operating cost estimate. Once a
project has been executed City sta monitors at all levels for adjustments to scope, scheduling, and cash
ows. Cash ows determine the timing and size of project expenditures to assure the project’s nancial
commitments.
Annual operating cost estimates and potential savings resulting from a capital project are developed during
the planning process and used as an element in ranking project priority. Annual operating costs can include
personnel, equipment, scheduled repairs, maintenance, and utilities. Annual savings can include a reduction
in any of these costs. Future operating budgets will reect these costs and savings in the year the budget is
impacted, though funding is still contingent on City Council approval of the annual budget.
MULTI-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECT SUMMARY
The CIP is a 5-year plan that forecasts spending for all anticipated capital projects. The plan addresses
repair and replacement of existing infrastructure, as well as the development or acquisition of new facilities,
property, improvements, and capital equipment to accommodate future growth. As a planning tool it enables
the City to identify needed capital projects and coordinate facility nancing, construction, operation, and
scheduling. The CIP encompasses the following components.
General Government
These projects include municipal facilities, parks and park improvements, sidewalks, landscaping, trac
signals, streets, regional detention, drainage improvements, public safety capital equipment and facilities.
Projects in this component are funded from resources such as property tax, sales tax, and the issuance of
authorized bonds.
Transportation
In August 1997, the Citizens of Round Rock authorized the adoption of an additional sales and use tax within
the City at the rate of one-half of one percent, with the proceeds thereof to be used for arterial roadways
and other related transportation system improvements. In 2011, the citizens voted to approve expanding
the use of funds for economic development while maintaining the transportation infrastructure eorts. As a
result the Round Rock Transportation and Economic Development and Corporation (RRTEDC) oversees
the expenditures of this special sales tax for transportation and economic development purposes with the
approval of the City Council. In 2019, the City issued $30 million of certicates of obligation to kicko a 5 year
$240 million road expansion program.
Water and Wastewater Utility
These projects are major water and wastewater repairs, replacements, and the development or acquisition
of new facilities. Water and wastewater utility projects are funded from the sale of water and wastewater
services, utility impact fees, and the issuance of revenue bonds.
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CIP OPERATIONAL IMPACTS BY PROJECTCIP OPERATIONAL IMPACTS BY PROJECT170
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
CIP OPERATIONAL IMPACTS BY PROJECTCIP OPERATIONAL IMPACTS BY PROJECT
The City evaluates potential operating impacts as part of its annual CIP update process. For budgeting
purposes, only those impacts that are material and readily identiable and measurable are included in this
analysis and used for long-term nancial planning purposes.
Operating Impact by Department Project
Project 2020 2021 2022 2023 2024 Total
New Main Library Personnel - - 284,431 284,431 284,431 853,293
Operating - - - 987,105 987,105 1,974,210
Total - - 284,431 1,271,536 1,271,536 2,827,503
Bond-Related Trail Projects Personnel - 130,940 132,608 136,586 140,684 540,818
Operating - - - - - -
Total - 130,940 132,608 136,586 140,684 540,818
Fire Station #10 Personnel 927,981 1,544,471 1,431,971 1,431,971 5,336,394
Operating - 25,000 25,000 25,000 75,000
Total - 927,981 1,569,471 1,456,971 1,456,971 5,411,394
-$ 1,058,921$ 1,986,510$ 2,865,093$ 2,869,191$ 8,779,715$
(Lake Creek Trail, Brushy Creek
Trail, Heritage Trail East & West)
istock images - The workers and the asphalting machine
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171
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
ADMINISTRATION & COMMUNICATIONSADMINISTRATION & COMMUNICATIONS
ADMINISTRATION & COMMUNICATIONSADMINISTRATION & COMMUNICATIONS
The Downtown Trash Modication project is designed to improve the overall aesthetic of downtown Round
Rock. This project will provide enclosures around three existing dumpster locations in downtown Round
Rock. This project will also add a new dumpster enclosure and a recycling dumpster located in the downtown
parking lot at Liberty Avenue. The dumpster enclosures will include decorative CMU (concrete masonry unit)
block walls, side access doors, gates, bollards, and concrete approach pads. The enclosures will be locked
to reduce the illegal dumping that has been occurring in downtown.
ADMINISTRATION
COMMUNICATIONS
Funding Sources 2020 2021 2022 2023 2024 Total
PEG Fund 250,000 100,000 80,000 780,000 1,210,000
Total 250,000 100,000 80,000 780,000 - 1,210,000
Projects 2020 2021 2022 2023 2024 Total
Office Expansion/Production Room 150,000 150,000
Studio 750,000 750,000
Multimedia Vehicle 40,000 40,000
Red Cinematography Camera Replacement 80,000 80,000
Cold Storage 60,000 60,000
Chamber Equipment R/Updgrades 100,000 30,000 130,000
Total 250,000 100,000 80,000 780,000 - 1,210,000
Communications has developed a ve-year capital plan for Public, Educational, and Government Access
fees that enables long-range, proactive planning for the purchase of equipment and capital items associated
with the City’s public access channel, Channel 10. The ve-year plan is revisited on an annual basis during
the budgeting process to make any necessary adjustments. Chapter 66, Sec. 66.006 of the Texas Utilities
Code restricts the use of PEG fees to expenditures “as allowed by federal law.” As such, PEG fees may be
spent on capital cost items for PEG access channel facilities, which generally includes all physical facilities
and equipment used to provide capacity, programming and transmissions for Channel 10.
Projects 2020 2021 2022 2023 2024 Total
Downtown Trash Modification 100,000 100,000
Total 100,000 - - - - 100,000
Funding Sources 2020 2021 2022 2023 2024 Total
General Self Financed Construction 300,000 300,000
Total 300,000 - - - - 300,000
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DRAINAGEDRAINAGE172
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
DRAINAGEDRAINAGE
B
r
u
s
h
y
C
r
e
e
k
I
H
3
5
I
H
3
5
O
l
d
S
e
t
t
l
e
r
s
B
l
v
d
7
9
A
W
G
r
i
m
e
s
M
a
y
s
S
t
G
a
t
t
i
s
S
c
h
o
o
l
R
o
a
d
R
e
d
B
u
d
L
a
ne
F
M
6
2
0
4
5
G
r
e
e
n
l
a
w
n
B
l
v
d
U
n
i
v
e
r
s
i
t
y
B
l
v
d
Chisolm Valley
Drainage
Assessment
Greater Round
Rock West
Drainage
Assessment
Oakblu
Flooding
Improvements
Dam 101
Project
Drainage and Storm Water Capital
Improvements are projects designed
to rehabilitate and/or enhance storm
water infrastructure in order to mitigate
potential ooding issues and protect
life and property. Projects range in size
and complexity and are prioritized rst
by those having the greatest impact
in protecting life and enhancing safety
and second by those that can most
cost-eectively improve the drainage
system. In addition to drainage utility
fees and issuance of revenue bonds
for funding, the City has partnered with
the Upper Brushy Creek Water Control
and Improvement District in funding the
large regional Dam 101 project and to
assist in obtaining potential grant funds.
Projects 2020 2021 2022 2023 2024 Total
Annual Creek Cleaning 50,000 50,000
Chisholm Valley Drainage
Assessment 30,000
30,000
Dam 101 1,200,000 300,000 1,500,000
Future Street Drainage Projects 325,000 1,900,000 2,225,000
Erosion Repair and Stabilization Projects
325,000 200,000 525,000
Modeling, Analysis, and Planning 105,000 105,000 210,000
Future Regional Projects 500,000 500,000 600,000 1,600,000
Oak Bluff Flooding Improvements 1,475,000 1,475,000
Greater Round Rock West Drainage
Assessment
75,000 75,000
Creek Stormwater Modeling 75,000 75,000
Total 4,160,000 3,005,000 600,000 - - 7,765,000
Funding Sources 2020 2021 2022 2023 2024 Total
2014 Drainage Revenue Bonds 1,660,000 105,000 1,765,000
Self-Financed Drainage Construction 50,000 2,100,000 2,150,000
Regional Detention Fund 1,775,000 800,000 600,000 3,175,000
Other Governmental Entity Bonds 675,000 675,
000
Total 4,160,000 3,005,000 600,000 - - 7,765,000
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GENERAL SERVICESGENERAL SERVICES 173
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
GENERAL SERVICESGENERAL SERVICES
Projects 2020 2021 2022 2023 2024 Total
Luther Peterson Car Wash 1,000,000 1,000,000
Plaza Restrooms 50,000 50,000
Water Treatment Plant LED Lighting 235,000 235,000
Business Center Repairs 400,000 400,000
Master Plan Update 50,000 50,000
Total 1,735,000 - - - - 1,735,000
Funding Sources 2020 2021 2022 2023 2024 Total
General Self Financed Construction 500,000 500,000
Self-Finance Water Construction 1,235,000 1,235,000
Total 1,735,000 - - - - 1,735,000
General Services oversees the construction of City buildings and facilities. Current projects include the Luther
Peterson Public Work Carwash, Buisness center repairs, and a new Main Library.
Luther Peterson Facility
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INTERNAL SERVICESINTERNAL SERVICES174
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
INTERNAL SERVICESINTERNAL SERVICES
Facility Maintenance coordinates all the building maintenance throughout the City. The funds designated
as internal service will be used for major repairs, replacements and renovations to the City’s buildings.
The maintenance on public buildings increases as the population grows and the quality of life expectations
increase. The City currently has forty seven buildings.
FACILITY MAINTENANCE
FLEET MAINTENANCE
Fleet Services is responsible for the acquisition and maintenance of all City vehicles and equipment.
Replacement vehicles are determined through a rigorous and well dened replacement process.
Information Technology covers the City for the reviewing, servicing and acquisition of new and updated tech-
nology. Examples of the IT components will be document imaging, GIS consulting, software, networking,
ber optics, cloud infrastructure, data center improvements and communications such as Police and Fire
dispatching.
INFORMATION TECHNOLOGY
Projects 2020 2021 2022 2023 2024 Total
Internal Services-All Departments 750,000 750,000 750,000 750,000 750,000 3,750,000
Total 750,000 750,000 750,000 750,000 750,000 3,750,000
Funding Sources 2020 2021 2022 2023 2024 Total
Pay As You Go 750,000 750,000 750,000 750,000 750,000 3,750,000
Total 750,000 750,000 750,000 750,000 750,000 3,750,000
Projects 2020 2021 2022 2023 2024 Total
Vehicle & Equip. Replace-Gen 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 15,000,000
Vehicle & Equip. Replace-DRAIN 250,000 250,000 250,000 250,000 250,000 1,250,000
Vehicle & Equip. Replace-UT 750,000 750,000 750,000 750,000 750,000 3,750,000
Total 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 20,000,000
Funding Sources 2020 2021 2022 2023 2024 Total
Capital Lease 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 15,000,000
Drainage Fund 250,000 250,000 250,000 250,000 250,000 1,250,000
Utility Fund 750,000 750,000 750,000 750,000 750,000 3,750,000
Total 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 20,000,000
Projects 2020 2021 2022 2023 2024 Total
Internal Services-All Departments 925,000 750,000 750,000 750,000 750,000 3,925,000
Total 925,000 750,000 750,000 750,000 750,000 3,925,000
Funding Sources 2020 2021 2022 2023 2024 Total
Pay As You Go 925,000 750,000 750,000 750,000 750,000 3,925,000
Total 925,000 750,000 750,000 750,000 750,000 3,925,000
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LIBRARY & NORTHEAST DOWNTOWN IMPROVEMENTSLIBRARY & NORTHEAST DOWNTOWN IMPROVEMENTS 175
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
LIBRARY & NORTHEAST DOWNTOWN IMPROVEMENTSLIBRARY & NORTHEAST DOWNTOWN IMPROVEMENTS
In November 2013, Round Rock voters approved the use of a $23.2 million in bond proceeds to build a new
main library. Having additional space will allow the library to expand its core services to children, teens,
and adults; roll out more technology programs; and provide a wider variety of meeting spaces and program
rooms. The new library will be located one block north of the old library.
LIBRARY
NORTHEAST DOWNTOWN
Improvements to northeast downtown will be implemented concurrently with the new main library. These
improvements include utility work, road improvements, and a new parking garage for the downtown area.
Site of New Main Library
New Library
Old Library
N. Lampasas St
E. Liberty Ave
E. Austin Ave
N. Sheppard St
Library
NE Downtown Improvements
Projects 2020 2021 2022 2023 2024 Total
New Main Library 1,600,000 500,000 15,000,000 10,143,679 1,500,000 28,743,679
Total 1,600,000 500,000 15,000,000 10,143,679 - 28,743,679
Funding Sources 2020 2021 2022 2023 2024 Total
2014 GO Bonds 39,098 39,098
Future 2022 GO Bond Issuance 1,525,435 500,000 8,030,886 10,143,679 1,500,000 21,700,000
Future CO Issuance 5,337,314 5,337,314
General Self Financed Construction 35,467 1,631,800 1,667,267
Total 1,600,000 500,000 15,000,000 10,143,679 1,500,000 28,743,679
Projects 2020 2021 2022 2023 2024 Total
Northeast Downtown Utility Imp. Phase 1 850,000 850,000 1,700,000
Northeast Downtown Road
300,000 2,350,000 2,350,000 5,000,000
Dry Utilities and Contingency 1,867,000 3,000,000 4,867,000
Parking Garage 400,000 8,150,900 8,550,900
Stormwater Improvements 433,000 433,000
Total 1,150,000 5,500,000 5,750,000 8,150,900 - 20,550,900
Funding Sources 2020 2021 2022 2023 2024 Total
RR Trans & EcoDev Corp - Programmed 300,000 300,000
Self-Financed Water Construction 425,000 425,000 850,000
Self-Financed Wastewater Construction 425,000 425,000 850,000
To Be Determined 4,650,000 5,750,000 8,150,900 18,550,900
Total 1,150,000 5,500,000 5,750,000 8,150,900 - 20,550,900
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PARKS AND RECREATIONPARKS AND RECREATION176
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
PARKS AND RECREATIONPARKS AND RECREATION
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Parks and Recreation capital projects
enhance and expand the trails, parks, and
other recreation amenities that bolster
a high quality of life for the Round Rock
community. Recreation and cultural
benets include providing opportunities to
increase frequency of exercise, relaxation
and revitalization, community involvement,
and protecting and preserving green
space. Developing more interconnected
trails throughout Round Rock is a key
strategy that provides greater mobility and
contributes to clean air and increasing
property values. Voters demonstrated
their commitment to parks and recreation
amenities by approving $56 million for
Parks and Recreation projects as part
of the 2013 General Obligation Bond
package.
Heritage
Trail
West
Behrens
Ranch
Park
Lake
Creek
Trail
Heritage
Trail
East
LAKE CREEK TRAIL
This trail will connect Western Round Rock and Downtown from Round Rock West Drive to McNeil Road.
It will include a 10 foot wide concrete trail, pedestrian underpass at I-35 and the frontage roads, and a
pedestrian bridge over Lake Creek.
BEHRENS RANCH PARK
Behrens Ranch Park aims to be as natural as possible, leaving much of the park undisturbed for wildlife
viewing. The park will feature numerous miles of multi-use trails which will ultimately connect Mayeld Park
and the Brushy Creek Trail System. Proposed features of the park include: nature playground, wildlife viewing
platform, connectivity to Mayeld Park and Brushy Creek trail system, bike trails, and paved trails.
OLD SETTLERS PARK TENNIS COURTS
The tennis courts at Old Settlers Park have experienced major damage from recent extreme temperature
swings and heavy rains. All courts in the park have excessive cracks making them unplayable and unsuitable
for patching. The courts must be replaced entirely to make them playable again. This program includes
replacing the existing asphalt courts with a post-tension concrete court which will be more durable and last
much longer than the existing courts.
HERITAGE TRAIL WEST
This portion of Heritage Trail begins at Chisholm Trail Road and continues to Mays Street. It will oer a
unique outdoor experience and will include sculptures, interpretive signs, pedestrian overlooks, and thematic
elements along the trail depicting a time line of Round Rock’s history.
Old Settlers
Park Tennis
Courts
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PARKS AND RECREATIONPARKS AND RECREATION 177
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
HERITAGE TRAIL EAST
This trail will be from Mays Street to Georgetown Street along Brushy Creek. This portion of the project includes
improvements to a newly acquired piece of land along Heritage Circle, design of a destination playground,
and a pedestrian bridge over Brushy Creek. It will include interpretive signage, sculptural elements, and
thematic elements along the trail depicting a time line of Round Rock’s history.
Projects 2020 2021 2022 2023 2024 Total
Heritage Trail East 2,238,100 757,132 2,995,232
Behrens Ranch Nature Park 750,000 750,000
PARD Repair & Replace 250,000 250,000 250,000 250,000 250,000 1,250,000
OSP Repair & Replace Bucket 700,000 700,000 700,000 700,000 700,000 3,500,000
Repair/Replace ADA 2020 200,000 127,378 327,378
Baca Center Improvements 100,000 100,000
Mayfield Park Archery Ranch 50,176 50,176
Mesa Village Park Playground 50,778 50,778
OSP Tennis Complex Repairs 600,000 600,000
Brush Truck w/ Grapple Arm 160,000 160,000
Kinningham Park/House 50,000 50,000
Lake Creek Trail 1,047,678 1,047,678
Heritage Trail West 5,000,000 5,000,000
11,196,732 1,834,510 950,000 950,000 950,000 15,881,242
Funding Sources 2020 2021 2022 2023 2024 Total
2014 GO Bond Issuance 8,285,778 757,132 9,042,910
2017 GO Bond Issuance 300,000 127,378 427,378
General Self Financed Construction 1,400,000 1,400,000
Pay As You Go 750,000 750,000 750,000 750,000 750,
000 3,750,000
PARD Capital Ex Revenue 200,000 200,000 200,000 200,000 200,000 1,000,000
Parks Improvement & Acquisition 100,954 100,954
General Self Financed Purchases 160,000 160,000
Total 11,196,732 1,834,510 950,000 950,000 950,000 15,881,242
Brushy Creek
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PUBLIC SAFETYPUBLIC SAFETY178
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
PUBLIC SAFETYPUBLIC SAFETY
The Public Safety’s infrastructure focuses on meeting the City’s goal to be the “Best Community to Live”. The
Fire Department uses response times to emergency calls and population growth patterns when determining
the placement of re stations. Fire Station 3 is being re-located from Rawhide Drive to Sundance Parkway
in the La Frontera shopping center. The station will have a similar design to recently opened Stations 4 and
8, and be able to house existing vehicles and crews assigned to that district with room to grow.
FIRE PROJECTS
Projects 2020 2021 2022 2023 2024 Total
Fire Apparatus 850,500 876,015 902,295 929,364 1,750,000 5,308,174
Fire Station #3 - La Frontera 4,529,772 4,529,772
Fire Station #10 8,000,000
3406 Fire Station #9 Apparatus 945,201 945,201
Fire Safety Equipment Replacement Program 250,000 250,000 250,000 250,000 250,000 1,250,000
Extrication Pad @ PSTC 150,000 150,000
Exhaust Removal System 159,000 159,000
Battalion Command Vehicle 135,000 135,000
Total 7,019,473 9,126,015 1,152,295 1,179,364 2,000,000 20,477,147
Funding Sources 2020 2021 2022 2023 2024 Total
2017 GO Bond Issuance 3,627,436 3,627,436
2014 GO Bond 147,336 147,336
Pay As You Go 250,000 250,000 250,000 250,000 250,000 1,250,000
Capital Lease 985,500 876,015 902,295 929,364 1,750,000 5,443,174
Future CO Bonds Issuance 8,000,000 8,000,000
General Self Financed Purchases 1,104,201 1,104,201
General Self Financed Construction 905,000 905,000
Total 7,019,473 9,126,015 1,152,295 1,179,364 2,000,000 20,477,147
Projects 2020 2021 2022 2023 2024 Total
Public Safety Radio Replacements 367,885 367,885 735,770
Obstacle Course Design 50,000 50,000
Police Safety Equipment Replacement Annual Bucket
350,000 350,000 350,000 350,000 350,000
Replace Bear (vehicle) 300,000 300,000
Total 1,067,885 717,885 350,000 350,000 350,000 2,835,770
Funding Sources 2020 2021 2022 2023 2024 Total
General Self Finance Purchases 367,885 367,885 735,770
General Self Finance Construction 50,000 50,000
Pay As You Go 350,000 350,000 350,000 350,000 350,000 1,750,000
General Self Finance Purchases 300,000 300,000
Total 1,067,885 717,885 350,000 350,000 350,000 2,835,770
POLICE PROJECTS
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SPORTS MANAGEMENT AND TOURISMSPORTS MANAGEMENT AND TOURISM 179
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
SPORTS MANAGEMENT AND TOURISMSPORTS MANAGEMENT AND TOURISM
The Sports Management & Tourism Department centralizes the eorts to promote Round Rock as the “Sports
Capital of Texas.” Capital expenditures for the department are for the continued maintenance, improvement,
and expansion of the City’s sports tourism facilities including the Dell Diamond. Improvements to these
facilities continue to bring even more visitors to Round Rock to enjoy the City’s sports oerings.
DELL DIAMOND
Repair and maintenance projects include replacement of the press box windows, replacement of the LED
wall board protective fence, repair of rusted steps to HRP (home run plate) and suite level, replacement of
shatterproof glass panes in ve suits, and repair or replace the French drain in the left eld berm. Additional
improvement projects include addition of Eco-stations for the United Heritage Center, addition of baseball
bollards, and to extend the netting down the base paths.
Dell Diamond
Projects 2020 2021 2022 2023 2024 Total
Dell Diamond Capital Improvement & Repair 350,000 350,000 350,000 350,000 350,000 1,750,000
Dell Diamond Parking Lot 300,000 300,000
Dell Diamond Capital Imp & Repar - PY Allotment 126,453 126,453
Pending Dell Diamond Capital Improvement 288,878 288,878
Total 1,065,331 350,000 350,000 350,000 350,000 2,465,331
Funding Sources 2020 2021 2022 2023 2024 Total
Hotel Occupancy Tax Fund 1,065,331 350,000 350,000 350,000 350,000 2,465,331
Total 1,065,331 350,000 350,000 350,000 350,000 2,465,331
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TRANSPORTATIONTRANSPORTATION180
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
TRANSPORTATIONTRANSPORTATION
Transportation Capital Projects identify and
plan for future connectivity and mobility needs
and options by constructing systems that
support the development of major density
centers. This supports the growth and
expansion of business clusters of destination
retail, supply chain, management, health
care, higher education, construction, arts
and culture and information technology. The
transportation infrastructure is needed to
make the City attractive to target businesses
and strengthen economic development and
diversity. These projects also improve the
mobility of the citizens and responds to their
needs while maintaining these requirements
within scheduling and cost constraints.
MCNEIL EXTENSION
The McNeil Extension project will essentially bypass Downtown Round Rock by continuing the upcoming
alignment of McNeil Road and carrying it through to Georgetown Street and up to Main Street. The McNeil
Extension is being planned as a 3-lane roadway connection. The approximate length of the project is 0.54
miles.
RM620 ROAD IMPROVEMENTS
This project will improve safety and enhance mobility on RM 620 from Deep Wood Drive to IH 35. It will in-
clude a bridge to carry RM 620 trac over the Union Pacic Railroad (UPRR) and Chisholm Trail Road and
access roads between Lake Creek Drive & Chisholm Trail Road.
UNIVERSITY BOULEVARD
This project encompasses the section of University Blvd that runs from IH 35 to Sunrise Blvd. This section
of University will be reconstructed into a six-lane, median divided road and will include dual turn lanes at the
intersections of Oakmont and University Oaks.
US 79 – KALAHARI
This project is for transportation improvements relating to the Kalahari Project. The work consists of enlarging
the US 79 and Harrell Parkway Intersection to a 4-leg intersection with an at-grade crossing of the railroad at
this location. It will also include the upgrade of the existing sewer plant rail road crossing on US 79.
NORTH MAYS EXTENSION
This project will extend Mays Street north from Paloma Drive to 185 feet south of Chandler Branch Tributary.
This roadway extension will be four lane divided Arterial with drainage system, ditches, and drainage structures
included. This roadway will provide yet another north-south connection o of the IH-35 corridor.
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North Mays
Extension
RM 620
Road
Improvements
US 79 @
Kenney Fort
University Blvd.
I35 to Sunrise
Gattis School
Rd Segment 3
Gattis School
Rd Segment 6
McNeil
(East Bagdad)
Extension
Back to TOC
TRANSPORTATIONTRANSPORTATION 181
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
GATTIS SCHOOL ROAD SEGMENT 3
This project will widen the existing four-lane roadway of Gattis School Road. to a six-lane major divided
arterial, pedestrian improvements, bicycle enhancements, right and left turn bays at A. W. Grimes Boulevard
and Double Creek Drive. Median improvements to improve trac ow and enhance safety include a raised
center median and median openings at Southcreek Drive and Joyce Lane.
GATTIS SCHOOL ROAD SEGMENT 6
This project will reconstruct the existing four-lane roadway of Gattis School Road to a six-lane divided arterial
from Via Sonoma Trail to Red Bud Lane. Improvements include raised median, intersection improvements,
turn lanes, trac elements and pedestrian and bicycle facilities. The project also includes improvements
along Red Bud Lane at Gattis School Road.
North Mays Extension
Projects 2020 2021 2022 2023 2024 T
otal
Type B Eligible Projects 42,930,000 45,935,800 45,600,180 30,030,000 8,550,000 173,045,980
Gattis School Rd Segment 3 5,010,000 8,690,000 9,
175,200 22,875,200
Gattis School Rd Segment 6 4,525,000 5,975,000 8,700,000 1,720,000 20,920,000
McNeil Extension 2,500,000 2,500,000
North Mays Street (Paloma to Oakmont) 2,125,000 725,000 2,
850,000
RM620 2,000,000 2,000,000
University Blvd 3,425,000 3,425,000
US 79 (Kalahari Offsite Improvements) 2,550,000 300,000 2,
850,000
Luther Remodel - Street Dept, Sign & Signals Move 100,000 100,000
Street Maintenance Non-Arterial 3,800,000 4,000,000 4,200,000 4,400,000 4,600,000 21,000,000
Sign Replacement Program 100,000 100,000
Total 69,065,000 65,625,800 67,675,380 36,150,000 13,150,000 251,666,180
Funding Sources 2020 2021 2022 2023 2024 T
otal
CAMPO Funds 7,818,874
14,896,000 4,900,126 27,615,000
Future CO Bonds Issuance 34,659,424 37,667,226 48,337,692 20,275,616 140,939,958
Kalahari Bond Funds 7,500,000 7,500,000
Other Governmental Entity Funds 1,420,000 1,000,000 2,420,000
RR Trans & EcoDev Corp - Programmed 13,666,702 9,062,574 10,237,562 10,474,384 8,550,000 51,991,222
2018 CO Bonds 100,000 100,000
General Self Financed Construction 3,900,000 4,000,000 4,200,000 4,400,000 4,600,000 21,100,000
Total 69,065,000 65,625,800 67,675,380 36,150,000 13,150,000 251,666,180
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WATER AND WASTEWATER UTILITIESWATER AND WASTEWATER UTILITIES182
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
WATER AND WASTEWATER UTILITIESWATER AND WASTEWATER UTILITIES
Utility Capital Improvements are projects
designed to maintain, enhance, or expand
the City’s utility system to meet the increasing
demand from the Round Rock community.
Expanding the utility services is necessary
to accommodate the City’s current and
future growth. Major renovations and repairs
to the existing system keep the water
system running eciently and reduce future
wastewater treatment cost by preventing
ground water seeping into collector lines.
The projects are funded through water and
wastewater sales, impact fees, and issuance
of revenue bonds.
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Line Segment 1
Phase 1 & 2
East WWTP
Re - Rate
Improvements
Projects 2020 2021 2022 2023 2024 Total
Brushy Creek Regional WTP Phase 1C 2,300,000 2,300,000
BRCUA Phase 2 Deep Water & Raw Waterline Planning 2,800,000 1,400,000 275,000 4,475,000
BRCUA Phase 2 Deep Water & Raw Waterline CON 9,104,000 9,000,000 9,000,000 18,000,000 45,104,000
East WWTP Re-Rate Improvements 40,220,000 41,382,500 21,
330,500 102,933,000
South Interceptor Manhole Rehab 1,160,000 1,160,000
Arterial "H" 16" Phase 2 1,250,000 1,250,000
Chandler Creek 2 Wastewater Improvements 260,111 260,111
520,222
Downtown Historic Water Tank 100,000 100,000
McNeil Extension WTR/WW Phase 2 206,500 206,500
SCADA WW 750,000 750,000
Forest Creek WW Force Main Rehab 3,000,000 2,000,000
5,000,000
Southeast Red Bud Annexation Improvements 629,000 629,000
Brenda Lane 12" Waterline Annexation Improvements 1,037,000 1,037,000
2,074,000
Avery Center East 24" Waterline 500,000 2,204,000 1,456,000 4,160,000
Meadow Lake Waterline Improvements 250,000 2,117,000
2,367,000
Palm Valley Waterline Improvements, Phase 1 100,000 413,000
667,000 1,180,000
Misc Water Treatment Plant Improvements 800,000 500,000
500,000 500,000 500,000 2,800,000
PRV Installation Program 529,000 529,000
Water Master Plan & Impact Fee Update 282,000 228,000
76,000 586,000
Misc Water System Improvements 200,000 500,000
500,000 500,000 500,000 2,200,000
Gattis School Rd 24" Waterline 5,653,000 5,653,000
AC Pipe Bursting 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000
Tank Coating Rehab 156,500 3,273,350
1,030,860 2,502,650 6,963,360
McNeil GST Demoliation 46,000 46,000
Hickerson Annexation Utility Extension 83,160 83,160
Lake Stillhouse Zebra Mussel Control Project 390,000 160,000
550,000
Sam Bass Rd. Phase 1 100,000 4,000,000
4,000,000 6,369,000 14,469,000
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WATER AND WASTEWATER UTILITIESWATER AND WASTEWATER UTILITIES 183
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
Water Treatment Plant
Projects 2020 2021 2022 2023 2024 Total
SCADA Update - Water Portion 750,000 750,000
Reuse - Ext. to Stoney Point High School 200,000 200,000
Reuse - Forest Creek GC Reuse Line Rehab 500,000 500,000 1,000,000
Chandler Creek 3 WW Line 857,600 857,600
Lake Creek 4 WW Line Segment 2,235,053 2,235,053
WW Collection System Inspection 1,288,328 2,001,201 1,863,907 1,957,295 7,110,731
McNutt Creek WW Line Segments 765,875 1,265,887 2,031,762
Lake Creek WW Line Segment 1 Phase 1 1,800,000 1,800,000
Lake Creek 10/11 1,550,000 1,550,000
Lake Creek WW Line Segment 1 Phase 2 250,000 2,682,665 2,932,665
Kenny Fort 2/3 WW Line Upsize 750,000 500,000 1,250,000
WW Master Plan/Impact FEE 166,000 166,000
BRA Zebra Mussel Prevention Project 2,025,000 175,000 2,200,000
Kenny Fort Seg 2/3 Waterline 1,900,000 1,900,000
Kenny Fort 24" Waterline Seg4 50,000 4,685,374 4,735,374
Northeast Downtown Utility Imp. Phase 1 850,000 850,000 1,700,000
WTP & Lake Georgetown Pump Station
6,012,475 6,012,475
Basin 2 & 3, Cycle 3 Manhole Rehab 275,000 275,000
Total 75,809,838 73,643,367 49,581,752 21,915,945 35,844,000 256,794,902
Funding Sources 2020 2021 2022 2023 2024 Total
Self-Finance Wastewater Construction 16,585,209 17,214,017 4,686,118 1,957,295 40,442,639
Self-Finance Water Construction 18,280,429 9,529,350 16,852,234 10,958,650 17,844,000 73,464,663
Regional Wastewater System Partners 35,844,200 36,396,000 18,768,400 91,008,600
Future BCRUA Revenue Bonds 5,100,000 10,504,000 9,275,000 9,000,000 18,000,000 51,879,000
Total 75,809,838 73,643,367 49,581,752 21,915,945 35,844,000 256,794,902
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184
CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS
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OUTSTANDING DEBTOUTSTANDING DEBT 185
DEBTDEBT
OUTSTANDING DEBTOUTSTANDING DEBT
DEBTDEBT
The City has $335 million in outstanding debt obligations. Like most governments, Round Rock uses
municipal bonds to strategically fund large capital purchases like new road improvements, parks, water lines,
trails, re stations, public safety training facilities, and libraries. The outstanding debt is summarized by type
in the chart and the table below.
General Obligation
Bonds and Capital
Leases
$219.3 million
Hotel Occupancy and
Venue Tax Revenue
Bonds
$10.4 million
Drainage System
Revenue Bonds
$6.7 million
Utility System
Revenue Bonds
$124.3 million
RRTEDC - Type B
Sales Tax Bonds
$31.5 million
Amount Issued
10/1/19 Amount O/S
(Net of Refunding)
General Obligation Bonds and Capital Leases 260,366,044 219,270,757
Hotel Occupancy and Venue Tax Revenue Bonds 12,170,000 10,425,000
Drainage System Revenue Bonds 8,000,000 6,695,000
Utility System Revenue Bonds 126,360,000 124,320,000
RRTEDC - Type B Sales Tax Bonds 42,380,000 31,535,000
Total 449,276,044 392,245,757
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186
BOND ISSUANCES AND AUTHORIZATIONSBOND ISSUANCES AND AUTHORIZATIONS
In November 2013, Round Rock residents approved four bond propositions totaling $123.6 million for capi-
tal projects to improve public safety, the library, and parks and recreation facilities.
• Proposition 1 - $16.5 million for Fire Department facilities
• Proposition 2 - $56.5 million for parks and recreation purposes
• Proposition 3 - $23.2 million for library facilities
• Proposition 4 - $27.4 million for police and re training facilities
2014 2017 2022
1st Issuance
Actual
2nd Issuance
Actual
3rd Issuance
Projected
Total
Proposition 1 Fire Facilities 7,000,000
9,500,000 - 16,500,000
Proposition 2 Parks & Recreation 46,225,000 10,275,000 - 56,500,000
Proposition 3 Library 1,500,000 - 21,700,000 23,200,000
Proposition 4 Public Safety Training 16,300,000 11,100,000 - 27,400,000
Total 71,025,000 30,875,000 21,700,000 123,600,000
General Obligation Bonds
DEBTDEBT
DEBT ISSUANCE POLICYDEBT ISSUANCE POLICY
BOND ISSUANCES AND AUTHORIZATIONSBOND ISSUANCES AND AUTHORIZATIONS
There is no direct debt limitation in the City Charter or under state law. The City operates under a Home
Rule Charter authorized by the Texas Constitution which limits the maximum tax rate, for all City purposes,
to be $2.50 per $100 of assessed valuation. Administratively, the Attorney General for the State of Texas
will permit an allocation of up to $1.50 of the maximum $2.50 maximum tax rate for general obligation debt
service. Assuming this maximum tax rate for debt service of $1.50 on the 2019 total assessed valuation of
$14,647,779,369 at a 95% collection rate, property tax revenues of $208,730,856 could be generated for debt
payment purposes. This revenue would be sucient to cover the debt service on over $2.4 billion of bonds.
Using this maximum limit of indebtedness the City is using just 11% of its debt capacity.
From a practical point of view, however, even though the City has the capacity to issue additional billions of
dollars of bonds it will never likely come close to the maximum capacity. Round Rock is scally conservative
when it comes to issuing debt and many factors are taken into account for each debt decision including
prudence, need, aordability, and rating agency guidelines. Because of the City’s history of smart prudent
debt decisions, the City’s general obligation bonds received a rating upgrade in October 2018 to AAA,
the highest rating of credit worthiness. The Utility System and BCRUA both received a rating upgrade in
December 2017 to AAA.
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FUTURE DEBT ISSUANCESFUTURE DEBT ISSUANCES 187
DEBTDEBT
FUTURE DEBT ISSUANCESFUTURE DEBT ISSUANCES
Grand
Type Purpose
FY 2020 FY 2021 FY 2022 FY 2023
Total
Kalahari-Related Debt Issuances (Self Supporting)
Type B Sales Tax Convention Center
Revenue Bonds (Taxable Debt) $21.3M $21.3 M
Offsite Roadway and
COs Public Infrastructure 15.4 M
Onsite Roadway and
COs Public Infrastructure 15.4 M
$52.1 M $52.1 M
GOs/COs Library $21.7 M $6.0 M $27.7 M
COs Fire 8.0 M 8.0 M
COs PARD 2.0 M 2.0 M
COs Roads 27.0 M 31.5 M 31.5 M 20.0 M 110.0 M
$27.0 M $41.5 M $53.2 M $26.0 M $147.7 M
$79.1 M $41.5 M $53.2 M $26.0 M $199.8M
Sub-Total Tax Supported Debt
Citywide Debt Issuances
15.4 M
15.4 M
Sub-Total Kalahari Related Debt
General Obligation Debt Issuances
In the next several years, the City will be issuing a higher amount of debt than usual to fund the construction
of Kalahari, the Road Expansion Program, the new Library, and additional Fire Stations.
Lake Creek Park
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188
DEBTDEBT
GENERAL FUND DEBTGENERAL FUND DEBT
GENERAL FUND DEBTGENERAL FUND DEBT
The General Fund issues debt in the form of General Obligation (GO) Bonds, Refunding Bonds, Certicates
of Obligation (COs), and Capital Leases. GO Bonds may only be issued with a majority approval of Round
Rock’s voters and are limited in use for the acquisition or improvement of real property. Refunding Bonds
are issued to renance existing debt when the market conditions allow the City to achieve signicant cost
savings in future debt payments. COs are issued for a particular limited purpose such as road improvements.
The City uses Capital Lease nancing to replace eet and other large equipment and for major Information
Technology system upgrades.
SUMMARY OF OUTSTANDING GENERAL FUND DEBTSUMMARY OF OUTSTANDING GENERAL FUND DEBT
PURPOSE OF GENERAL FUND DEBT ISSUEDPURPOSE OF GENERAL FUND DEBT ISSUED
Issue Purpose
2019 GO Refunding Bonds Partial refund of prior debt for 2010 GO Bonds
2019 Combined Tax/Rev COs Transportation improvements
2018 Combined Tax/Rev COs Luther Peterson Public Works Facility
2017 GO Bonds Fire stations, Park & Recreation facilities, Public Safety Training Facility
2016 GO Refunding Bonds Partial refund of prior debt for Park and Recreation facilities
2015 GO Refunding Bonds Partial refund of prior debt for transportation and building improvements
2014 Combined Tax/Rev COs Transportation improvements
2014A GO Refunding Bonds Partial refund of prior debt
2014 GO Bonds Fire stations, Park & Recreation facilities, Library facility, Public Safety Training Facility
2013 GO Refunding Bonds Partial refund of prior debt
2011 GO Refunding Bonds Partial refund of prior debt
Issue
Interest Rates
(% )
Date of
Issue
Date of
Maturity
Amount
Issued
10/1/19 Amount
Oustanding (Net
of Refunding)
2019 GO Refunding Bonds
3.00 - 5.00 7/29/2019 9/30/2027 12,210,000 12,210,000
2019 Combined Tax/Rev COs
2.00 - 4.00 5/20/2019 9/30/2044 27,250,000 27,250,000
2018 Combined Tax/Rev COs
3.00 - 5.00 12/4/2018 9/30/2038 6,915,000 6,915,000
2017 GO Bonds
3.00 - 5.00 5/23/2017 9/30/2042 28,585,000 28,585,000
2016 GO Refunding Bonds
2.00 - 4.00 6/14/2016 8/15/2032 6,995,000 5,410,000
2015 GO Refunding Bonds
4.00 - 5.00 1/15/2015 8/15/2032 32,465,000 26,010,000
2014 Combined Tax/Rev COs
2.00 - 5.00 12/18/2014 8/15/2039 27,270,000 24,705,000
2014A GO Refunding Bonds
2.00 - 5.00 5/20/2014 8/15/2021 10,465,000 2,390,000
2014 GO Bonds
3.00 - 5.00 3/6/2014 8/15/2039 66,885,000 64,895,000
2013 GO Refunding Bonds
0.50 - 2.00 5/21/2013 8/15/2024 8,615,000 3,235,000
2011 GO Refunding Bonds
2.00 - 5.00 11/15/2011 8/15/2027 19,580,000 8,670,000
Capital Leases - existing
Var. Var. Var. 10,231,044 6,095,757
Capital Leases - FY 2019
Var. Var. Var. 2,900,000 2,900,000
Total $ 260,366,044 $ 219,270,757
*Note: Due to favorable interest rates at the time of issuance, the first set of 2013 Voter Authorized GO bonds was issued at a premium,
reducing the face value to $66,885,000. The total authorization used on this issue was $71,000,000.
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189
DEBTDEBT
GENERAL FUND DEBTGENERAL FUND DEBT
SCHEDULE OF GENERAL FUND DEBT PAYMENTSSCHEDULE OF GENERAL FUND DEBT PAYMENTS
$0
$5
$10
$15
$20
$25
Millions
Certificates of Obligation Capital Lease General Obligation Debt
Year End
September 30
Certificates Of
Obligation
Capital
Lease
Voter
Approved Gen
eral
Obligation Debt
Total
Requirements
2020 3,386,008 2,769,390 16,917,329 23,072,727
2021 4,099,550 2,351,365 15,752,306 22,203,222
2022 4,102,000 2,118,086 15,854,438 22,074,523
2023 4,097,000 1,570,769 15,989,431 21,657,200
2024 4,112,450 612,376 14,066,925 18,791,751
2025 4,104,400 - 12,650,406 16,754,806
2026 4,103,550 - 12,462,450 16,566,000
2027 4,103,500 - 12,464,856 16,568,356
2028 4,101,000
- 9,003,206 13,104,206
2029 4,096,000 - 8,994,006 13,090,006
2030 4,107,550 - 9,002,656 13,110,206
2031 4,097,925 - 8,999,706 13,097,631
2032 4,103,575 - 9,004,156 13,107,731
2033 4,102,450 - 7,022,256 11,124,706
2034 4,102,400 - 7,023,219 11,125,619
2035 4,103,169 - 7,022,819 11,125,988
2036 4,104,600 - 7,022,731 11,127,331
2037 4,101,513 - 7,017,306 11,118,819
2038 4,103,906 - 7,019,306 11,123,213
2039 3,571,425 - 7,022,619 10,594,044
2040 1,812,600 - 2,019,400 3,832,000
2041 1,813,000 - 2,022,600 3,835,600
2042 1,811,000 - 2,022,800 3,833,800
2043 1,811,600 - - 1,811,600
2044 1,809,600 - - 1,809,600
89,861,771$ 9,421,986$ 216,376,929$ 315,660,686$
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190
DEBTDEBT
TYPE B FUND DEBTTYPE B FUND DEBT
TYPE B FUND DEBTTYPE B FUND DEBT
The Round Rock Transportation and Economic Development Corporation (or “Type B”) Fund issues debt for
transportation and economic development related projects. The corporation has used State infrastructure
loans to nance transportation improvements and issues sales tax revenue bonds for projects that will
generate future sales tax revenues. The Type B Fund has a dedicated revenue source of a 0.5 cent local
option sales tax.
SUMMARY OF OUTSTANDING TYPE B DEBTSUMMARY OF OUTSTANDING TYPE B DEBT
PURPOSE OF TYPE B FUND ISSUED DEBTPURPOSE OF TYPE B FUND ISSUED DEBT
Issue
Interest
Rates (%)
Date of
Issue
Date of
Maturity
Amount
Issued
10/1/19
Amount
Outstanding
(Net of
Refunding)
2019 Sales Tax Revenue Bonds
3.63 7/25/2019 2/15/2033 21,310,000$ 21,310,000$
2017 Sales Tax Refunding Bonds 1.78 7/6/2017 9/30/2023 10,140,000 6,475,000
2015 Sales Tax Refunding Bonds 1.56 5/20/2015 8/15/2021 10,930,000 3,750,000
Total 42,380,000$ 31,535,000$
Issue Purpose
2019 Sales Tax Revenue Bonds Kalahari Project (Self Supporting)
2017 Sales Tax Refunding Bonds Partial refund of prior debt for transportation improvements
2015 Sales Tax Refunding Bonds Partial refund of prior debt for transportation improvements
New sidewalk under construction near Teravista Parkway.
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191
DEBTDEBT
TYPE B FUND DEBTTYPE B FUND DEBT
SCHEDULE OF TYPE B FUND DEBT PAYMENTSSCHEDULE OF TYPE B FUND DEBT PAYMENTS
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
$4.5
Millions
Year Ending Outstanding Total
September 30 Beginning of Year Interest Principal Requirements
2020 31,535,000 173,755 3,750,000 3,923,755
2021 27,785,000 111,097 3,810,000 3,921,097
2022 23,975,000 704,716 2,350,000 3,054,716
2023 21,625,000 659,044 2,395,000 3,054,044
2024 19,230,000 611,709 1,075,000 1,686,709
2025 18,155,000 587,221 1,100,000 1,687,221
2026 17,055,000 559,666 1,130,000 1,689,666
2027 15,925,000 530,229 1,155,000 1,685,229
2028 14,770,000 498,709 1,190,000 1,688,709
2029 13,580,000 465,758 1,220,000 1,685,758
2030 12,360,000 430,879 650,000 1,080,879
2031 11,710,000 411,515 670,000 1,081,515
2032 11,040,000 391,221 690,000 1,081,221
2033 10,350,000 369,976 710,000 1,079,976
2034 9,640,000 347,405 730,000 1,077,405
2035 8,910,000 323,833 755,000 1,078,833
2036 8,155,000 296,804 780,000 1,076,804
2037 7,375,000 268,880 810,000 1,078,880
2038 6,565,000 239,882 840,000 1,079,882
2039 5,725,000 209,810 870,000 1,079,810
2040 4,855,000 178,664 900,000 1,078,664
2041 3,955,000 145,544 935,000 1,080,544
2042 3,020,000 111,136 970,000 1,081,136
2043 2,050,000 75,440 1,005,000 1,080,440
2044 1,045,000 38,456 1,045,000 1,083,456
8,741,349$ 31,535,000$ 40,276,349$
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192
DEBTDEBT
HOT FUND DEBTHOT FUND DEBT
HOTEL OCCUPANCY TAX (HOT) FUND DEBTHOTEL OCCUPANCY TAX (HOT) FUND DEBT
The Hotel Occupancy Tax (HOT) Fund issues debt for capital projects that promote tourism and increase
the number of visitors to the City. The HOT Fund issues revenue bonds for projects that will increase future
Hotel Occupancy Tax revenues. In August 2018, the Hotel Occupancy Tax Revenue Bonds received a rating
upgrade from A to A+ from Standard & Poor’s.
SUMMARY OF OUTSTANDING HOT FUND DEBTSUMMARY OF OUTSTANDING HOT FUND DEBT
PURPOSE OF HOT FUND ISSUED DEBTPURPOSE OF HOT FUND ISSUED DEBT
The Dell Diamond
Issue Purpose
2016 HOT Refunding Bonds Partial refund of prior debt for the Dell Diamond
2012 HOT Revenue Bonds Sports Center
Issue
Interest
Rates (%)
Date of
Issue
Date of
Maturity
Amount
Issued
10/1/19 Amount
Outstanding (Net
of Refunding)
2016 HOT Refunding Bonds 2.00 - 4.00 8/15/2016 12/1/2024 4,455,000$ 3,420,000$
2012 HOT Revenue Bonds 2.00 - 4.00 2/28/2012 12/1/2037 7,715,000 7,005,000
Total 12,170,000$ 10,425,000$
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193
DEBTDEBT
HOT FUND DEBTHOT FUND DEBT
SCHEDULE OF HOT FUND DEBT PAYMENTSSCHEDULE OF HOT FUND DEBT PAYMENTS
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038
Year Ending
September 30
Outstanding
Beginning of
Year
Interest Principal
Total
Requirements
2020 10,425,000 364,955 645,000 1,009,955
2021 9,780,000 343,280
665,000 1,008,280
2022 9,115,000 317,505 690,000 1,007,505
2023 8,425,000 290,680 720,000 1,010,680
2024 7,705,000 262,780 745,000 1,007,780
2025 6,960,000 233,805 775,000 1,008,805
2026 6,185,000 213,180 390,000 603,180
2027 5,795,000 201,330 400,000 601,330
2028 5,395,000 189,180 410,000 599,180
2029 4,985,000 176,655 425,000 601,655
2030 4,560,000 163,755 435,000 598,755
2031 4,125,000 150,255 450,000 600,255
2032 3,675,000 135,840 465,000 600,840
2033 3,210,000 118,700 485,000 603,700
2034 2,725,000 99,000 500,000 599,000
2035 2,225,000 78,500 525,000 603,500
2036 1,700,000 57,100 545,000 602,100
2037 1,155,000 34,900 565,000 599,900
2038 590,000 11,800 590,000 601,800
3,443,200$ 10,425,000$ 13,868,200$
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194
DEBTDEBT
UTILITY FUND DEBTUTILITY FUND DEBT
UTILITY FUND DEBTUTILITY FUND DEBT
The Utility Fund issues debt for improvements and expansions to the City’s water and wastewater utility
systems. The fund uses revenue bonds with future debt payments paid by water and wastewater revenues
in the form of customer service charges. In December 2017, the Utility System Revenue Bonds and BCRUA
Revenue Bonds both received rating upgrades from AA+ to AAA from Standard & Poor’s.
SUMMARY OF OUTSTANDING UTILITY FUND DEBTSUMMARY OF OUTSTANDING UTILITY FUND DEBT
PURPOSE OF UTILITY FUND ISSUED DEBTPURPOSE OF UTILITY FUND ISSUED DEBT
Issue
Interest
Rates
(% )
Date of
Issue
Date of
Maturity
Amount
Issued
10/1/18 Amount
Outstanding
(Net of
Refunding)
2017 BCRWWS Refunding Bonds 3.00 - 5.00 12/21/2017 9/30/2039 32,785,000$ 31,970,000$
2017 BCRUA Revenue Bonds 1.00 - 2.30 11/16/2017 8/1/2037 4,435,000 4,020,000
2016 BCRWWS Refunding Bonds 2.00 - 5.00 6/14/2016 8/1/2035 35,185,000 34,705,000
2016 BCRUA Refunding Bonds 3.00 - 5.00 8/15/2016 8/1/2038 53,955,000 53,625,000
Total 126,360,000$ 124,320,000$
Issue Purpose
2017 BCRWWS Refunding Bonds
Partial refund of prior debt for Regional wastewater system
2017 BCRUA Revenue Bonds Round Rock's portion of an expansion of the water treatment plant
2016 BCRWWS Refunding Bonds
Partial refund of prior debt for Regional wastewater system
2016 BCRUA Refunding Bonds Partial refund of prior debt for Regional water system
Round Rock Water Treatment Plant
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195
DEBTDEBT
UTILITY FUND DEBTUTILITY FUND DEBT
SCHEDULE OF UTILITY FUND DEBT PAYMENTSSCHEDULE OF UTILITY FUND DEBT PAYMENTS
$0.0
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
Millions
Wastewater
(BCRWWS)
Water
(BCRUA)
Year Ending BCRUA BCRWWS Total
September 30 Water Wastewater Utility Debt
2020 4,216,256 5,521,500 9,737,756
2021 4,235,606 5,516,400 9,752,006
2022 4,253,246 5,509,650 9,762,896
2023 4,271,846 5,400,950 9,672,796
2024 4,291,375 5,393,750 9,685,125
2025 4,306,521 5,389,450 9,695,971
2026 4,317,380 5,386,700 9,704,080
2027 4,328,871 4,495,450 8,824,321
2028 4,335,925 4,492,575 8,828,500
2029 4,350,929 4,492,950 8,843,879
2030 4,358,233 4,498,800 8,857,033
2031 4,362,115 4,462,175 8,824,290
2032 4,370,761 4,221,175 8,591,936
2033 4,373,920 4,219,525 8,593,445
2034 4,381,608 4,213,725 8,595,333
2035 4,393,467 4,218,125 8,611,592
2036 4,395,067 4,447,125 8,842,192
2037 4,401,104 4,447,113 8,848,217
2038 4,145,750 4,450,300 8,596,050
2039 - 4,446,263 4,446,263
$82,089,978 $95,223,700 $177,313,678
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196
DEBTDEBT
DRAINAGE FUND DEBTDRAINAGE FUND DEBT
DRAINAGE FUND DEBTDRAINAGE FUND DEBT
The Drainage Fund issues debt for improvements and expansions to the City’s drainage and stormwater
utility systems. The Fund uses revenue bonds with future debt payments paid by drainage utility revenues in
the form of customer service charges.
SUMMARY OF OUTSTANDING DRAINAGE FUND DEBTSUMMARY OF OUTSTANDING DRAINAGE FUND DEBT
PURPOSE OF DRAINAGE FUND ISSUED DEBTPURPOSE OF DRAINAGE FUND ISSUED DEBT
Issue
Interest
Rates (%)
Date of
Issue
Date of
Maturity
Amount
Issued
10/1/19 Amount
Oustanding (Net
of Refunding)
2014 Drainage System Revenue Bonds 2.00 - 4.00 5/29/2014 8/1/2034 8,000,000$ 6,695,000$
Total 8,000,000$ 6,695,000$
Issue Purpose
2014 Drainage System Revenue Bonds Drainage improvements
Brushy Creek at Chisholm Trail
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197
DEBTDEBT
DRAINAGE FUND DEBTDRAINAGE FUND DEBT
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
20 21 22 23 24 25 26 27 28 29 30 31 32 33 34
SCHEDULE OF DRAINAGE FUND DEBT PAYMENTSSCHEDULE OF DRAINAGE FUND DEBT PAYMENTS
Year End
September 30
Outstanding
Beginning of
Year
Interest Principal
Total
Requirements
2020 6,695,000 215,981 345,
000 560,981
2021 6,350,000 202,181 355,000 557,181
2022 5,995,000 187,981 365,000 552,981
2023 5,630,000 180,681 375,000 555,681
2024 5,255,000 169,431 385,000 554,431
2025 4,870,000 157,882 405,000 562,882
2026 4,465,000 147,250 420,000 567,250
2027 4,045,000 134,650 435,000 569,650
2028 3,610,000 121,600 455,000 576,600
2029 3,155,000 107,382 470,000 577,382
2030 2,685,000 92,106 490,000 582,106
2031 2,195,000 76,182 515,000 591,182
2032 1,680,000 58,800 535,000 593,800
2033 1,145,000 40,075 560,000 600,075
2034 585,000 20,475 585,000 605,475
1,912,657$ 6,695,000$ 8,607,657$
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198
DEBTDEBT
DEBT RATINGSDEBT RATINGS
DEBT RATINGSDEBT RATINGS
The Debt Rating represents the credit worthiness of corporate and government bonds. The ratings are
published by credit rating agencies and used by investment professionals to assess the likelihood the debt
will be repaid.
In October 2018, the City’s General Obligation (GO) bonds received a rating upgrade to AAA from Standard
& Poor’s, the highest credit rating possible. This marks the second time in less than a year that the City’s
scal worthiness has been recognized with an AAA rating. Round Rock is one of only eight cities in Texas
with AAA ratings for both General Obligation and Utility debt and one of thirty six cities in Texas with a AAA
for GO Debt. The highest rating will bring lower interest rates for future debt issuances, which reduces the
City’s borrowing costs. Standard & Poor’s noted the upgrade “reects Round Rock’s very strong economy
and maintenance of a strong nancial position.. (and) very strong management, with strong nancial policies
and practices.”
Agency Rating Date
Standard & Poor's AAA April 2019
M
oody's Aa1 Feb 2014
Standard & Poor's AAA Dec 2017
Moody's Aa2 April 2010
Standard & Poor's AAA Dec 2017
Moody's Aa3 Jan 2008
Standard & Poor's A+ April 2019
Moody's Aa3 Apr 2010
Fitch AA Mar 2015
Standard & Poor's A+ Aug 2018
Fitch A+ Mar 2015
General
Obligation
Type B
Utility
Hotel
BCRUA
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PERSONNELPERSONNEL
SUMMARY OF FTES BY FUNCTIONSUMMARY OF FTES BY FUNCTION 199
SUMMARY OF FTES BY FUNCTIONSUMMARY OF FTES BY FUNCTION
Police
258.0
Fire
163.0
PARD/Library/Sports
Tourism
164.1
Utilities &
Drainage
173.6
Transportation
59.0
Support Services
201.5
Function
FY 2017
Actual
FY 2018
Actual
FY 2019
Revised
FY 2020
Adopted
% of
Total
Police 247.90 250.90 253.98 257.98 25.2%
Fire 142.00 158.00 162.00 163.00 16.1%
PARD/Library/Sports Tourism 152.50 158.38 162.13 164.13 16.1%
Utilities & Drainage 149.50 152.13 174.63 173.63 17.3%
Transportation 51.00 55.00 57.00 59.00 5.7%
Support Services 178.23 190.48 198.48 201.48 19.7%
Total 921.13 964.88 1,008.20 1,019.20 100.0%
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SUMMARY OF FTES BY FUNDSUMMARY OF FTES BY FUND200
PERSONNELPERSONNEL
SUMMARY OF FTES BY FUNDSUMMARY OF FTES BY FUND
NEW FTES BY FUND
GENERAL FUND FTE UTILITY FUND FTE
Fire Utility Billing
Fire Code Inspector 1.00 Customer Service Representative 1.00
General Services 1.00
Administrative Assistant 1.00
Library
Library Manager 1.00
Parks and Recreation
Fitness Instructor 1.00
Police
Police Officers 2.00
Victims' Assistants 2.00
Transportation
CIP Infrastructure Inspector 2.00
General Fund Total
10.00
11.00
CITYWIDE NEW FTE TOTAL
2017
Actual
2018
Actual
2019
Revised
2020
Adopted
FY19-FY20
Change
General Fund 751.63 790.75 812.58 822.58 10.00
Utility Fund 127.50 130.13 150.63 150.63 0.00
Drainage Fund 22.00 22.00 23.00 23.00 0.00
Hotel Occupacy Tax Fund 5.00 4.00 4.00 5.00 1.00
Sports Center Fund 11.00 13.50 11.00 11.00 0.00
Multipurpose Field Complex Fund 4.00 4.50 7.00 7.00 0.00
Total 921.13 964.88 1,008.20 1,019.20 11.00
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AUTHORIZED PERSONNEL - DETAIL BY DEPARTMENTAUTHORIZED PERSONNEL - DETAIL BY DEPARTMENT 201
PERSONNELPERSONNEL
AUTHORIZED PERSONNEL - DETAIL BY DEPARTMENTAUTHORIZED PERSONNEL - DETAIL BY DEPARTMENT
ADMINISTRATION
City Manager N/A 1.00 1.00 1.00
Assistant City Manager EX 2.00 2.00 2.00
Administrative Associate 207 1.00 1.00 1.00
Administrative Technician 206 1.50 1.50 1.50
Management Analyst 111 1.00 1.00 1.00
Assistant to the City Manager 112 1.00 1.00 1.00
City Clerk EX 1.00 1.00 1.00
Deputy City Clerk 110 1.00 1.00 1.00
Executive Administrative Assistant 108 1.00 1.00 1.00
TOTAL
10.50 10.50 10.50
COMMUNICATIONS AND MARKETING
Communications
Communications Director EX 1.00 1.00 1.00
Communications & Marketing Manager 112 1.00 1.00 1.00
Web/Graphic Design Coordinator 212 0.00 1.00 1.00
Multi-Media Specialist 214 1.00 1.00 1.00
Public Information Specialist 110 2.00 2.00 2.00
Arts and Culture
Arts Director 112 1.00 1.00 1.00
TOTAL
6.00 7.00 7.00
FINANCE
Administration
Chief Financial Officer (CFO) EX 1.00 1.00 1.00
Accountant - Senior 108 3.00 4.00 4.00
Accounting Manager 113 3.00 3.00 3.00
Accounting Supervisor 110 3.00 3.00 3.00
Accounting Technician 207 4.00 3.00 3.00
Administrative Assistant 209 1.00 1.00 1.00
Budget Analyst 108 1.00 2.00 2.00
Budget Technician 210 1.00 0.00 0.00
Deputy CFO 116 1.00 1.00 1.00
Senior Accounting Technician 209 2.00 3.00 3.00
Payroll Technician 209 1.50 1.50 1.50
Municipal Court
Court Bailiff 207 1.25 1.25 1.25
Court Clerk Administrator 114 1.00 1.00 1.00
Deputy Court Clerk 207 4.00 4.00 4.00
Deputy Court Clerk Administrator 110 1.00 1.00 1.00
Deputy Court Clerk Coordinator 210 1.00 1.00 1.00
Juvenile Case Manager 208 1.00 1.00 1.00
Supervisor Municipal Court 109 1.00 1.00 1.00
Purchasing
Contract Specialist 108 1.00 1.00 1.00
Purchaser 211 3.00 3.00 3.00
Purchasing Manager 113 1.00 1.00 1.00
Purchasing Supervisor 110 0.00 1.00 1.00
Purchasing Technician 208 3.00 2.00 2.00
Utility Billing
Customer Service Coordinator 210 1.00 1.00 1.00
Customer Service Representative 205 8.50 8.00 9.00
Manager - Utility Billing 112 1.00 1.00 1.00
Meter Services Representative 206 3.00 3.00 3.00
Supervisor - Meter Service 212 1.00 1.00 1.00
Supervisor - Utility Billing 109 1.00 2.00 2.00
TOTAL
55.25 56.75 57.75
(1) Transf erred to Planning in FY 2018
Department Grade
FY2018
Actual
FY2019
Actual
FY2020
Adopted
FIRE
Administration
Fire Chief EX 1.
00 1.00 1.00
Administrative Assistant 209 1.00 2.00 2.00
Administrative Associate 207 2.00 2.00 2.00
Administrative Manager 111 1.00 1.00 1.00
Assistant Fire Chief EX 2.00 2.00 2.00
Asst. Emergency Management Coord. 111 1.00 1.00 1.00
Battalion Chief CSPS 5.00 5.00 5.00
Captain CSPS 4.00 4.00 4.00
Dri ver CSPS 2.00 2.00 2.00
Emergency Management Coord. 113 1.00 1.00 1.00
Lieutenant CSPS 5.00 5.00 5.00
Logistics Officer 210 3.00 3.00 3.00
Central Fire
Battalion Chief CSPS 4.00 4.00 4.00
Dri ver CSPS 32.00 32.00 32.00
Captain CSPS 12.00 12.00 12.00
Firefighter CSPS 63.00 66.00 67.00
Lieutenant CSPS 19.00 19.00 19.00
TOTAL
158.00 162.00 163.00
CSPS - Civil Service Pay Structure
GENERAL SERVICES
Facility Maintenance
General Services Director EX 1.
00 1.00 1.00
Administrative Assistant 209 1.00 1.00 1.00
Administrative Associate 207 1.00 1.00 1.00
Custodian 203 9.00 11.00 11.00
Custodian Supervisor 211 1.00 1.00 1.00
Downtown Maintenance Tech 1.00 1.00 1.00
Electrician Journeyman 210 1.00 1.00 1.00
Facility Maintenance Manger 113 1.00 1.00 1.00
Facility Maintenance Superintendent 111 1.00 1.00 1.00
Facility Maintenance Tech 206 5.00 6.00 6.00
HVAC Tech 209 1.00 1.00 1.00
Building Construction
Assistant General Services Director 116 1.00 1.00 1.00
Administrative Associate 207 1.00 1.00 1.00
Building Construction Manager 111 1.00 1.00 1.00
Building Construction Superintendent 111 3.00 3.00 3.00
Development Services Manager 113 1.00 1.00 1.00
Vehicle Maintenance
Administrative Associate 207 1.00 0.00 1.00
Parts Supervisor 209 0.00 1.00 1.00
Fleet Operations Manager 113 1.00 1.00 1.00
Fleet Operations Superintendent 111 1.00 1.00 1.00
Fleet Operations Supervisor 212 2.00 2.00 2.00
Mechanic 209 9.00 9.00 9.00
Mechanic - Public Safety 210 2.00 3.00 3.00
Parts Inventory Specialist 207 2.00 2.00 2.00
TOTAL 48.00 52.00 53.00
HUMAN RESOURCES
Human Resources Director EX 1.00 1.00 1.00
Human Resources Assistant Director 116 1.00 1.00 1.00
Administrative Assistant 209 0.75 0.75 0.75
Benefits Manager 112 1.00 1.00 1.00
Human Resources Assistant 207 1.00 1.00 1.00
Human Resources Generalist 110 2.00 1.00 1.00
Human Resources Specialist 211 2.00 3.00 3.00
HR Compensation/HRIS Administrator 111 0.00 1.00 1.00
Organizational Development Trainer 110 1.00 1.00 1.00
Safety Coordinator 109 1.00 1.00 1.00
Safety/Risk Manager 112 1.00 1.00 1.00
TOTAL 11.75 12.75 12.75
Department Grade
FY2018
Actual
FY2019
Actual
FY2020
Adopted
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AUTHORIZED PERSONNEL - DETAIL BY DEPARTMENTAUTHORIZED PERSONNEL - DETAIL BY DEPARTMENT202
PERSONNELPERSONNEL
AUTHORIZED PERSONNEL - DETAIL BY DEPARTMENTAUTHORIZED PERSONNEL - DETAIL BY DEPARTMENT
Department Grade
FY2018
Actual
FY2019
Actual
FY2020
Adopted
Department Grade
FY2018
Actual
FY2019
Actual
FY2020
Adopted
INFORMATION TECHNOLOGY
Information Technology Director EX 1.00 1.00 1.00
Assistant IT Director 116 1.00 1.00 1.00
Applications Development 112 1.00 0.00 0.00
Computer Support Technician 212 3.00 3.00 3.00
Enterprise Application Manager 114 1.00 1.00 1.00
GIS Analyst
1
212
2.00 0.00 0.00
GIS Manager 114 1.00 1.00 1.00
Infrastructure Manager 114 1.00 1.00 1.00
Logistics Officer - IT 211 1.00 1.00 1.00
Network Administrator 112 2.00 2.00 2.00
Systems Administrator
2
112
6.00 8.00 8.00
Virtualization Architect 112 1.00 1.00 1.00
TOTAL 21.00 20.00 20.00
(1) 2 GIS Analysts transf erred to Planning in FY 2019
(2) One position transf erred from PARD in FY 2019
LIBRARY
Administration
Library Director EX 1.00 1.00 1.00
Assistant Library Director 116 0.00 1.00 1.00
Administrative Associate 207 1.00 1.00 1.00
Librarian 108 3.00 3.00 3.00
Library Assistant 206 3.00 3.00 3.00
Library Manager 112 1.00 1.00 1.00
Children
Librarian 108 3.00 3.00 3.00
Library Assistant 206 1.00 1.50 1.50
Library Associate 204 0.50 0.50 0.50
Library Manager 112 1.00 1.00 1.00
Public Services
Adult Services Assistant 206 0.50 0.50 0.50
Librarian 108 3.00 3.00 3.00
Library Assistant 206 2.00 2.00 2.00
Library Associate 204 5.75 6.00 6.00
Library Page 201 1.25 1.25 1.25
Library Supervisor 110 3.00 3.00 3.00
Senior Library Manager 113 1.00 0.00 1.00
TOTAL
31.00 31.75 32.75
PARKS AND RECREATION
Administration
PARD Director EX 1.00 1.00 1.00
Administrative Assistant 209 1.00 1.00 1.00
Administrative Associate 207 3.50 3.50 3.50
Assistant PARD Director 116 1.00 1.00 1.00
Business Systems Analyst
1
210
1.00 0.00 0.00
Marketing & Events Coordinator 110 2.00 2.00 2.00
Park Development Manager 112 1.00 1.00 1.00
Park Development Specialist 109 2.00 2.00 2.00
Park Ranger 210 2.50 3.50 3.50
Park Ranger - Senior 212 1.00 1.00 1.00
Athletics
Athletics/Aquatics Programs Suprv. 108 2.00 2.00 2.00
Athletics/Aquatics Manager 112 1.00 1.00 1.00
Aquatics Manager 112 1.00 1.00 1.00
Recreation Program Coordinator 211 1.00 1.00 1.00
Senior Parks Maintenance Worker 206 2.00 2.00 2.00
Clay Madsen Recreation Center
Administrative Technician 206 1.25 1.25 1.25
Bus Driver 203 1.25 1.25 1.25
Recreation Assistant 201 8.13 8.13 8.13
Recreation Center Supervisor 108 1.00 1.00 1.00
Recreation Program Coordinator 211 3.00 3.00 3.00
Recreation Shift Leader 207 6.25 6.25 6.25
(1) One position transf erred to IT in FY 2019
PARKS AND RECREATION CONTINUED
Forestry
Arborist 211 1.00 1.00 1.00
Forestry Manager 112 1.00 1.00 1.00
Forestry Technician 205 3.00 3.00 3.00
Parks Maintenance Worker 204 3.00 3.00 3.00
Parks Maintenance Crew Leader 209 1.00 1.00 1.00
Old Settlers Park (OSP)
Parks Maintenance Crew Leader 209 3.00 3.00 3.00
Parks Maintenance Supervisor 212 1.00 1.00 1.00
Parks Maintenance Worker 204 7.00 7.00 7.00
Parks Maintenance Worker - Senior 206 10.00 10.00 10.00
Parks Superintendent 110 1.00 1.00 1.00
Park s
Electrician Journeyman 210 1.00 1.00 1.00
Parks Maintenance Crew Leader 209 3.00 3.00 3.00
Parks Maintenance Supervisor 212 2.00 2.00 2.00
Parks Maintenance Worker 204 6.00 7.00 7.00
Parks Maintenance Worker - Senior 206 9.00 10.00 10.00
Parks Manager 112 1.00 1.00 1.00
Parks Superintendent 110 1.00 1.00 1.00
Recreation
Administrative Associate 207 1.63 1.63 1.63
Bus Driver 203 0.63 0.63 0.63
Recreation Assistant 201 1.25 1.25 1.25
Recreation Center Supervisor 108 1.00 1.00 1.00
Recreation Shift Leader 207 1.00 1.00 1.00
Recreation Manager 112 1.00 1.00 1.00
Fitness Instructor 210 0.00 0.00 1.00
Recreation Program Coordinator 211 1.00 1.00 1.00
TOTAL 105.38 107.38 108.38
PLANNING AND DEVELOPMENT SERVICES
Administration
Director Planning & Dev. Services EX 1.00 1.00 1.00
Administrative Associate 207 1.00 1.00 1.00
Administrative Assistant 209 1.00 1.00 1.00
Assistant Director Planning & Dev. Svcs. 116 1.00 1.00 1.00
Development Facilitator 112 1.00 1.00 1.00
Planner 108 1.00 1.00 2.00
Planner - Senior 110 2.00 2.00 2.00
Planning Manager 113 1.00 1.00 1.00
Planning Technician 208 2.00 2.00 2.00
Principal Planner 112 2.00 2.00 2.00
GIS Analyst
1
212
0.00 2.00 2.00
Code Enforcement
Code Enforcement Manager 110 1.00 1.00 1.00
Code Enforcement Officer 209 3.00 3.00 3.00
Senior Code Enforcement Officer 212 1.00 1.00 1.00
Community Development
Community Engagement Administrator
2
112
1.00 1.00 1.00
Neighborhood Services Assistant
2
110 1.00 1.00 1.00
CDBG Coordinator
3
109
1.00 1.00 1.00
Development Services Office (DSO)
Associate Engineer 110 2.00 2.00 2.00
DSO Manager 113 0.00 0.00 0.00
Engineering Services Manager 113 1.00 1.00 1.00
Engineering Tech 207 1.00 1.00 1.00
Engineering Tech - Senior 211 1.00 1.00 1.00
Planning Technician 208 2.00 2.00 2.00
Principal Planner 112 1.00 1.00 1.00
Planner - Senior 110 1.00 1.00 1.00
Senior Engineer 112 1.00 1.00 1.00
Staff Engineer 111 1.00 1.00 1.00
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AUTHORIZED PERSONNEL - DETAIL BY DEPARTMENTAUTHORIZED PERSONNEL - DETAIL BY DEPARTMENT 203
PERSONNELPERSONNEL
AUTHORIZED PERSONNEL - DETAIL BY DEPARTMENTAUTHORIZED PERSONNEL - DETAIL BY DEPARTMENT
Department Grade
FY2018
Actual
FY2019
Actual
FY2020
Adopted
Department Grade
FY2018
Actual
FY2019
Actual
FY2020
Adopted
PLANNING AND DEVELOPMENT SERVICES CONTINUED
Inspection Services
Assistant Building Official 113 2.00 2.00 2.00
Building Inspector 210 2.00 2.00 2.00
Building Official 114 1.00 1.00 1.00
Building Permits Technician 207 2.00 2.00 2.00
Building Plans Examiner 212 1.00 1.00 1.00
Chief Civil Inspector 214 1.00 1.00 1.00
Chief Residential Inspector 214 1.00 1.00 1.00
Commercial Inspector 213 3.00 3.00 3.00
Construction Inspector 211 4.00 4.00 4.00
Senior Building Inspector 212 3.00 3.00 3.00
TOTAL 52.00 54.00 55.00
(1) Transferred from IT in FY 2019 (2)Transferred from Administration in FY 2018 (3)Transferred from Finance in FY 2018
POLICE
Office of the Chief
Police Chief EX 1.00 1.00 1.00
Administrative Associate 207 10.00 11.00 11.00
Accreditation Coordinator 210 1.00 1.00 1.00
Administrative Assistant 209 1.00 1.00 1.00
Animal Control Officer 205 5.00 5.00 5.00
Animal Control Supervisor 213 1.00 1.00 1.00
Assistant Police Chief 116 2.00 2.00 2.00
Call Taker 209 6.00 6.00 6.00
Communications Training Officer 211 5.00 6.00 6.00
Community Affairs Specialist 214 1.00 1.00 1.00
Crime Analyst 212 5.00 5.00 5.00
Crime Analyst & Statistics Manager 111 1.00 1.00 1.00
Crime Scene & Evidence Supervisor 214 1.00 1.00 1.00
Crime Scene Specialist 212 3.00 4.00 4.00
Crime Scene Supervisor 214 1.00 0.00 0.00
Division Manager - PD Support 113 1.00 1.00 1.00
Evidence Technician 206 3.48 3.48 3.48
Law Enforcement Support Tech. 207 4.43 5.50 5.50
Logistics Officer 210 2.00 2.00 2.00
Multi Media Specialist 214 1.00 1.00 1.00
Public Information Specialist 110 1.00 1.00 1.00
Public Safety Communications Mgr. 110 1.00 1.00 1.00
Public Safety Communications Op. 210 15.00 13.00 13.00
Public Safety Communications Super. 213 4.00 4.00 4.00
Records Supervisor 213 1.00 1.00 1.00
Victim Services Advocate 209 1.00 1.00 3.00
Victim Services Coordinator 207 1.00 1.00 1.00
Patrol
Police Commander CSPS 3.00 3.00 3.00
Police Lieutenant CSPS 9.00 9.00 9.00
Police Officer CSPS 132.00 134.00 136.00
Police Sergeant CSPS 27.00 27.00 27.00
TOTAL 250.90 253.98 257.98
TRANSPORTATION
Administration
Transportation Services Director EX 1.00 1.00 1.00
Administrative Assistant 207 0.00 1.00 1.00
CIP/Infrastructure Inspection
Chief Construction Inspector 112 1.00 1.00 1.00
Construction Inspector 211 2.00 2.00 3.00
CIP Management
Administrative Associate 207 2.00 1.00 1.00
Assistant Transportation Superintendent 109 0.00 1.00 1.00
CIP Program Manager 112 1.00 0.00 0.00
Project Manager - Senior 111 2.00 2.00 2.00
Operations Manager 113 1.00 1.00 1.00
TRANSPORTATION CONTINUED
Drainage Operations
1
Assist. Transportation Superintendent 109 1.00 1.00 0.00
Bridge Maintenance Technician 209 1.00 0.00 0.00
Equipment Operator 206 5.00 7.00 0.00
Street Maintenance Worker 204 4.00 4.00 0.00
Transportation Crew Leader 211 5.00 5.00 0.00
Planning & Engineering
Engineering Associate 110 1.00 0.00 0.00
Engineering - Staff 112 0.00 1.00 1.00
Engineering - Staff 111 0.00 2.00 2.00
Assistant Transportation Director 116 1.00 1.00 1.00
Transportation Engineer 114 1.00 1.00 1.00
Transportation Planner 113 1.00 0.00 0.00
Traffic Signs & Signals
Assistant Transportation Superintendent 109 1.00 1.00 1.00
Traffic Operations Specialist 212 0.00 1.00 1.00
Signs & Marketing Technician 206 5.00 4.00 4.00
Traffic Signal Supervisor 213 1.00 1.00 1.00
Traffic Signal Technician - Senior 210 3.00 4.00 4.00
Transportation Superintendent 112 1.00 1.00 1.00
Transit
Transit Coordinator 110 1.00 1.00 1.00
Street Maintenance
Administrative Associate 207 1.00 1.00 1.00
Bridge Maintenance Technician 209 0.00 1.00 1.00
Equipment Operator 206 8.00 8.00 8.00
Street Maintenance Worker 204 12.00 12.00 12.00
Transportation Crew Leader 211 6.00 6.00 6.00
Transportation Superintendent 112 1.00 1.00 1.00
Transportation Supervisor 213 1.00 1.00 1.00
TOTAL 71.00 75.00 59.00
(1) Drainage Operations transf erred to the Utilities Department
UTILITIES AND DRAINAGE
Administration
Director of Utilities EX 1.00 1.00 1.00
Administrative Assistant 207 1.00 1.00 1.00
Administrative Associate 206 1.00 1.00 1.00
Construction Inspector 211 1.00 1.00 1.00
Coord. - Utility Srvc. Marketing 212 1.00 1.00 1.00
Engineer Senior 112 1.00 1.00 1.00
Engineer Technician Senior 211 1.00 1.00 1.00
GIS Analyst 212 2.00 2.00 2.00
Manager - Utility Engineering 113 1.00 1.00 1.00
Project Manager - Senior 111 2.00 2.00 2.00
Utility Engineer 114 1.00 1.00 1.00
Drainage Engineering
City Engineer 114 1.00 1.00 1.00
Engineer - Associate 110 1.00 1.00 1.00
Staff Engineer 111 1.00 1.00 1.00
Storm Water Manager 113 1.00 1.00 1.00
Storm Water Technician 208 1.00 1.00 1.00
Storm Water Technician - Senior 210 1.00 1.00 1.00
Drainage Operations
1
Assist. Transportation Superintendent 109 0.00 0.00 1.00
Bridge Maintenance Technician
209
0.00 0.00 0.00
Equipment Operator 206 0.00 0.00 7.00
Street Maintenance Worker 204 0.00 0.00 4.00
Transportation Crew Leader 211 0.00 0.00 5.00
Environmental Services
Administrative Associate 207 1.00 1.00 1.00
Environmental Services Supervisor 112 1.00 1.00 0.00
Field Lab Technician 206 1.00 1.00 1.00
Laboratory Analyst 209 1.00 1.00 1.00
Laboratory Analyst - Senior 212 1.00 1.00 1.00
Pretreatment Comp. Specialist 212 1.00 1.00 1.00
Pretreatment Technician 210 1.00 1.00 1.00
Recycling/Solid Waste Services
Recycling Attendant 203 2.48 2.48 3.48
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AUTHORIZED PERSONNEL - DETAIL BY DEPARTMENTAUTHORIZED PERSONNEL - DETAIL BY DEPARTMENT204
PERSONNELPERSONNEL
AUTHORIZED PERSONNEL - DETAIL BY DEPARTMENTAUTHORIZED PERSONNEL - DETAIL BY DEPARTMENT
UTILITIES AND DRAINAGE CONTINUED
Wastewater Treatment Plant
Administrative Associate
207
0.00 1.00 1.00
Utility Services Superintendent
112
0.00 1.00 1.00
Utility Services Supervisor
213
0.00 3.00 3.00
Wastewater Treatment Plant Senior
211
0.00 1.00 1.00
Wastewater Treatment Plant Operator
210
0.00 6.00 6.00
Utility Services Worker
206
0.00 2.00 2.00
Laboratory Analyst
209
0.00 1.00 1.00
Systems Mechanic
209
0.00 2.00 2.00
Systems Mechanic- Senior
210
0.00 1.00 1.00
SCADA Technician
210
0.00 1.00 1.00
Field Lab Technician
206
0.00 1.00 1.00
Wastewater Line Maintenance
Administrative Technician 206 1.00 1.00 1.00
Utility Services Crew Leader 210 9.00 9.00 9.00
Utility Services Superintendent 112 1.00 1.00 1.00
Utility Services Supervisor 213 2.00 2.00 2.00
Utility Services Technician 210 1.00 1.00 1.00
Utility Services Worker 206 8.00 8.00 8.00
Utility Services Worker - Senior 209 5.00 5.00 5.00
Wastewater Systems Support
Backflow Technician 206 1.00 1.00 1.00
Systems Mechanic 209 3.00 3.00 3.00
Utility Services Superintendent 112 1.00 1.00 1.00
Utility Systems Mechanic Supervisor 214 1.00 1.00 1.00
Water Line Maintenance
Administrative Assistant 209 1.00 1.00 1.00
Logistics Officer 210 1.00 1.00 1.00
Utility Crew Leader 210 8.00 8.00 8.00
Utility Operations Manager 115 1.00 1.00 1.00
Utility Services Superintendent 112 1.00 1.00 1.00
Utility Services Supervisor 213 2.00 2.00 2.00
Utility Services Technician 210 1.00 1.00 1.00
Utility Services Worker 206 6.00 6.00 6.00
Utility Services Worker - Senior 209 10.00 10.00 10.00
Water Systems Support
Administrative Technician 206 1.00 1.00 1.00
Backflow Coordinator 210 1.00 1.00 1.00
Meter Services Supervisor 212 1.00 1.00 1.00
Meter Services Technician 208 4.00 4.00 4.00
Systems Mechanic 209 6.00 6.00 6.00
Systems Mechanic Crew Leader 210 2.00 2.00 2.00
Utility Crew Leader 210 1.00 1.00 1.00
Water Treatment Plant
Environmental Services Manager 113 1.00 1.00 1.00
SCADA Technician 211 1.00 1.00 1.00
Utility Services Superintendent 112 1.00 1.00 1.00
Utility System Integrator 111 1.00 1.00 1.00
Water Conservation Coordinator 209 1.00 1.00 1.00
Water Plant Operator 210 5.00 5.00 5.00
Water Plant Operator Senior 211 4.63 4.63 4.63
TOTAL 123.10 143.10 160.10
SPORTS MANAGEMENT AND TOURISM
Convention and Visitors Bureau
CVB Director EX 1.00 1.00 1.00
Administrative Associate 209 1.00 1.00 1.00
Events Manager 110 1.00 1.00 1.00
Marketing & Events Coordinator 110 0.00 0.00 0.00
Multipurpose Field Complex
Assist. Coord. - Operations & Events 211 1.50 1.50 1.50
Parks Maintenance Crew Leader 209 1.00 1.00 1.00
Parks Maintenance Worker 204 2.00 3.00 3.00
Sports Center
Sports Management & Tourism Director EX 1.00 1.00 1.00
Administrative Assistant 209 1.00 1.00 1.00
Assist. Coord. - Operations & Events 211 3.50 3.50 3.50
Parks Maintenance Worker 204 1.00 1.00 1.00
Custodian 203 2.00 2.00 2.00
Facility Maintenance Technician 206 1.00 1.00 1.00
Operations Coordinator 110 1.00 1.00 1.00
Marks & Events Coordinator 110 1.00 1.00 1.00
Sports Center Manager 113 2.00 2.00 2.00
TOTAL 21.00 22.00 22.00
CITYWIDE FTE GRAND TOTAL 964.88 1,008.20 1,019.20
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PAY STRUCTUREPAY STRUCTURE 205
PERSONNELPERSONNEL
PAY STRUCTUREPAY STRUCTURE
NON-CIVIL SERVICE GRADE AND PAY STRUCTURE
EXEMPT PAY CYCLE MINIMUM MAXIMUM
108 Annual $48,672 $73,008
109 Annual $50,669 $75,920
110 Annual $53,726 $80,600
111 Annual $56,971 $85,446
112 Annual $60,923 $91,395
113 Annual $68,245 $102,378
114 Annual $80,538 $120,827
115 Annual $95,035 $142,563
116 Annual $102,960 $205,920
NON-EXEMPT PAY CYCLE MINIMUM MAXIMUM
203 Annual $26,395 $39,582
204 Annual $27,435 $41,163
205 Annual $30,243 $45,386
206 Annual $30,243 $45,386
207 Annual $31,762 $47,653
208 Annual $33,363 $50,045
209 Annual $35,339 $53,019
210 Annual $37,482 $56,222
211 Annual $40,102 $60,154
212 Annual $43,326 $64,979
213 Annual $47,216 $70,845
214 Annual $51,459 $77,210
CIVIL SERVICE PAY STRUCTURE
POLICE M
INIMUM MAXIMUM
Officer $59,943 $84,746
Sergeant $76,114 $97,027
Lieutenant $90,450 $110,489
Commander $103,758 $126,507
FIRE MINIMUM MAXIMUM
Firefighter $54,377 $83,479
Dri ver $64,989 $91,827
Lieutenant $75,106 $101,010
Captain $86,800 $111,111
Battalion Chief $100,313 $122,222
Shift Firefighters are annualized at 2,912 hours.
Non-shift Firefighters are annualized at 2,080 hours.
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206
PERSONNELPERSONNEL
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APPENDIXAPPENDIX
FINANCIAL POLICIESFINANCIAL POLICIES 207
FINANCIAL POLICIESFINANCIAL POLICIES
Adopted August 22, 2019
2
PURPOSE
The City of Round Rock has an important responsibility to its citizens, taxpayers, ratepayers,
and all customers to carefully account for public funds, to manage the City's finances wisely,
and to plan for the adequate funding of services desired by the public
. These policies
implement and enhance the City Council’s strategic goal which states “The City of
Round Rock is a financially sound city providing high value services.”
To facilitate this
responsibility, certain financial policies have been developed and implemented within the
parameters established by provisions of the Texas Local Government Code and the City
Charter. These policies, as itemized below, are adopted by the City Council annually and
considered the basis for financial management, planning and budget preparation. These
policies guide both the City of Round Rock and its component unit, the Round Rock
Transportation and Economic Development Corporation (RRTEDC).
FUND STRUCTURE & BASIS OF ACCOUNTING
All fund structures and accounting standards of the City of Round Rock are in compliance with
generally accepted accounting principles for local governments as prescribed by the
Governmental Accounting Standards Board (GASB) and other recognized professional
standards.
GOVERNMENTAL FUNDS
Governmental funds revenues and expenditures are recognized on the modified accrual basis.
Revenues are recognized in the accounting period in which they become available and
measurable while expenditures are recognized in the accounting period in which the liability is
incurred, if measurable. 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.
The governmental funds are used to account for general government operations and include the
General Fund, Debt Service funds, Special Revenue funds, and Capital Projects funds. The
City utilizes a full-cost approach to budgeting all of its services, which results in limited inter-fund
transfers.
•
General Fund
The General Fund is the Primary fund for core government services and is used to
account for all resources not required to be accounted for in another fund and not
otherwise devoted to specific activities. Most of the financial transactions for the City are
reported in this fund. The services provided by the City are classified according to
activity and presented as operating departments in the budget.
•
Debt Service Funds
This fund type is used to account for resources used to service the principal and interest
on long-term debt such as general obligation bonds, revenue bonds, certificates of
obligation and tax-exempt leases classified as debt.
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•
Capital Project Funds
Capital Projects funds are used to account for resources restricted for the acquisition or
development of major capital equipment and structures. Financing sources are usually
provided by transfers from other funds, bond issue proceeds, or grants-in-aid. Capital
projects are generally tracked on a project-length basis. The required financing is not
appropriated on an annual basis (or any other period-length basis) but is approved at the
outset of the project. The expected expenditures under the Capital Improvement
Programs (called CIP) are presented as part of the overall budget adoption to accurately
reflect the City’s total expected use of funds in any given budget year but these
estimates are not considered binding appropriations.
•
Special Revenue Funds
This fund type is used to account for the proceeds of specific revenue sources that are
legally restricted to expenditures for specified purposes.
PROPRIETARY FUNDS
Proprietary fund revenues and expenses are recognized on the accrual basis. Revenues are
recognized in the accounting period in which they are earned and become measurable while
expenses are recognized in the period incurred, if measurable. 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. Depreciation and compensates
absences are not recognized as budgeted expenses.
Proprietary funds are used to account for the City's activities that are similar to commercial
enterprise accounting. These funds include the Utility Fund and the Drainage Fund.
•
Utility Fund
The Utility Fund consists of utility administration, water and wastewater operations,
billing and collections, environmental services, and utility fiscal support. It is the policy of
the City that the water and wastewater operations be self-sufficient and not cross
subsidize the other. Rates will be set to reflect cost of service by customer class where
practical. The Utility Fund also accounts for the debt service and capital improvements
of the utility system.
o
Water
- Water operations include water line maintenance, water systems
support, and the water treatment plant.
o
Wastewater
- Wastewater operations include wastewater line maintenance,
wastewater systems support, and the wastewater treatment plant.
•
Drainage Fund
The Drainage Fund administers all aspects of the City’s Storm Water Drainage program
including planning, engineering, programs, operations and maintenance associated with
storm water drainage, floodplain management, and water quality management. The
Drainage fund collects fees based on a property’s impact to the City’s drainage system.
The fund also accounts for the debt service and capital improvements of the drainage
system.
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STRATEGIC PLANNING AND GOALS
City Council Strategic Plan
The Council’s Strategic Plan consists of the long-term Vision (15 years), five-year Goals, and
near-term Policy and Management priorities. The Vision, Goals, and Priorities are reviewed and
updated by Council and staff annually and are amended and refined by the City Council at its
annual Strategic Planning retreat.
Council Vision and Goals
The Council has further defined the City’s Strategic Plan around six (6) Goals. These Goals
become the City’s strategic direction for development and implementation of its master
planning, capital improvement programs for infrastructure, long-term financial plans and annual
budgets. The Goals may be reprioritized or refined from year to year, but generally stay
consistent.
1. Financially Sound City Providing High Value Services
2. City Infrastructure: Today and for Tomorrow
3. Great Community to Live
4.“The Sports Capital of Texas” for Tourism and Residents
5. Authentic Downtown – Exciting Community Destination
6. Sustainable Neighborhoods – Old and New
LONG TERM FINANCIAL PLANNING
A Five-Year Financial Forecast and Plan will be maintained and updated annually that will
identify potential tax impacts, rate adjustments, and other factors that will enable or impede the
implementation of the City’s Strategic Goals. Five-year plans will be created and updated for
each of the City’s major operating funds, including:
•
General Fund, including impacts to the M&O and Debt portions of the property tax rate
•
Utility Fund
•
Drainage Fund
•
RRTEDC (also known as Type B) Fund
•
Hotel Occupancy Tax Fund
•
Sports Center Fund
•
Multi-Purpose Field Complex Fund
•
Golf Course Fund
The financial forecasts will assess long-term financial implications of current and proposed
policies and programs and assist with the development of strategies to achieve the City’s goals.
ANNUAL BUDGET
Preparation
The Charter (Section 8.03) requires that “the budget will provide a complete financial plan for all
City funds and activities and, except as required by law or this Charter, shall be in such a form
as the City Manager deems desirable or the City Council may require.” The budget shall be
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submitted on or before the first day of August of each year to the City Council.
Guiding Principles:
•
The annual budget will be prepared to address Council Strategic Goals and direction.
•
Long-term financial needs identified in the five-year plans will be considered and
addressed when appropriate.
•
Current expenditures (operating and recurring capital) are to be funded with current, on-
going revenues.
Proposed Budget
A proposed budget shall be prepared by the City Manager with participation from all of the City’s
Division Directors within the provision of the Charter and the City Council’s strategic goals. A
copy of the proposed budget will be available for citizen review at Round Rock City Hall and the
public library.
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.
Revenues and Expenditures
The annual budget is staff and Council’s best estimate of the revenues, expenditures,
and available fund balances at the time of preparation. Therefore, transfers and
amendments may be needed from time to time due to changing conditions.
Administrative allocations
Allocations for the general support services to the Utilities Fund, Drainage Fund,
RRTEDC and any other operating funds will be reviewed, documented, and adjusted if
necessary at least once every three years to assure reasonable cost of services is
allocated to those funds.
Personnel
The annual Budget will also include the approved number of full time equivalents (FTEs)
for the City. Approval of budget is considered approval of the FTEs. City Manager may
transfer and/or repurpose FTEs among departments and funds as needed to meet the
needs of the community. If the transfer changes the total appropriations for any
particular fund, then City Council approval is necessary.
In order to maintain effective staffing levels, the Police department may exceed total
budgeted FTEs by 4.0 FTEs to accommodate planned departures and retirements in
light of the long recruitment and training times required. The department must stay
within appropriated budget for that fiscal year and receive advanced approval from the
City Manager.
Fund Balance
Balances in excess of authorized reserves will be used to fund the pay-as-you-go repair
and maintenance programs, major capital projects and other one-time needs.
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Adoption
Upon finalization of the budget proposal, the City Council will hold a public hearing, and
subsequently adopt by Ordinance the final budget as amended. State law requires at
least 60 percent of the members of the governing body to vote in favor of an ordinance
setting a property tax rate that exceeds the effective tax rate. In practical terms, that
means five of the seven members must vote in favor of the tax rate. The budget shall be
finally adopted not later than the final day of the last month of the fiscal year. 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.
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.
Budget Amendments
The City will amend the budget at year end, if needed, for revenue-based expenditures
that exceeded budgeted amounts due to increased revenues. The City will also amend
the budget if necessary as part of the Mid-Year Review process if any known
adjustments are needed and approved at that time. The Chief Financial Officer must
certify availability of revenues or funding sources prior to amendment.
Emergency Appropriations
The Charter (Section 8.05) allows for emergency appropriations “to meet a pressing
need for public expenditure, for other than regular or recurring requirements, to protect
the public health, safety or welfare.” An ordinance must be adopted by favorable votes
of five (5) or more of the City Council members.
CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGET
The City’s goal is to maintain City facilities and infrastructure to provide services to the citizens
within the community, meet growth related needs, and comply with all state and federal
regulations.
Preparation
The City will maintain and periodically update master plans to maintain and expand its
infrastructure including, but not limited to: City Facilities, Drainage, Parks and Recreation,
Transportation, Water and Wastewater. The City annually updates a five-year CIP schedule.
The capital budget will include all capital projects, capital resources, and estimated operational
impacts. Capital projects are generally tracked on a project-length basis. The required financing
is not appropriated on an annual basis but is approved at the outset of the project. The
expected expenditures under the CIP schedule are presented as part of the overall budget
adoption to accurately reflect the City’s total expected use of funds in any given budget year but
these estimates are not considered binding appropriations in that year.
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Financing Programs
When determining the financing options for CIP, the City will first evaluate the available funds in
the Self Finance Construction funds. Where applicable, assessments, impact fees, pro rata
charges, or other fees should be used when a specific developer can be identified as
specifically benefitting from a particular project. Once other financing options have been
considered, long-term debt financing will be explored to acquire major assets with expected
lives equal to or exceeding the average life of the debt issue.
Short-term financing including Capital Leasing and other tax-supported obligations can be used
to fund vehicles, computers, and other operating equipment provided the impact to the tax rate
is minimal.
CAPITAL MAINTENANCE AND REPLACEMENT
The City recognizes that deferred maintenance increases future capital costs. Assessments are
made annually as part of the budget preparation process to ensure that major repairs,
replacements, and maintenance necessary to preserve the City’s capital investments are
funded. To the extent that prior year excess fund balances are available, the City will annually
fund allocations to the following:
• Fleet Maintenance and Replacement
• Information Technology
• Facilities Maintenance
• Parks and Recreation
•
Public Safety Equipment
BUDGET CONTINGENCY PLAN
The City will take immediate corrective action at any time during the fiscal year if expenditure
and revenue estimates are such that an operating deficit is projected at year end. Corrective
actions in order of the precedence they will be explored are:
1. Reduce transfers to Self Finance Construction Funds for pay-as-you-go CIP
2. Deferral of capital purchases
3. Expenditure reductions
4. Hiring freezes
5. Freeze merit increases
6. Use of fund balance, including repair and maintenance funds
7. Increase fees
8. Lay-off employees
The use of fund balance, which is a one-time revenue source, may be used to fund an annual
operating deficit only with a subsequent approval of a plan to replenish the fund balance if it is
brought down below policy level.
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FUNDS, RESERVES AND DESIGNATIONS
The City of Round Rock will maintain budgeted minimum reserves in the ending working
capital/fund balances of its operating and debt funds to provide a secure, healthy financial base
for the City in the event of a natural disaster or other emergency and to maintain or enhance its
credit worthiness. Funds will be used for purposes as designated by state law, charter and this
policy.
General Fund
• Reserve
In recognition of fund balance reserve best practices, the fund balance reserve in the
General Fund shall be ninety (90) days or 25% of annual budgeted General Fund
operating expenditures. Staff will evaluate the financial stability of the General Fund
revenues annually to ensure the reserve requirement remains adequate.
• Designation
Concentration Risk account: For any single sales tax payer that represents more
than 5% of the City’s net General Fund revenues, the city will designate a
concentration risk fund at or above the City’s annual net exposure to that revenue
source. If at any time a single tax payer drops below that threshold or no tax payer
meets this threshold, this account may be gradually reduced and used for one-time
expenditures.
Self Finance Construction Funds
These designated funds support the City’s pay-as-you-go philosophy for repair and
maintenance and major capital projects to reduce or eliminate the use of long-term debt
where possible. The funding sources are year-end transfers from the respective fund using
excess fund balance.
• General Self Finance Construction (GSFC)
Transfers from the General Fund provides funding for the repairs and maintenance
of fleet, facilities, parks, information technology, public safety equipment, one-time
programs and general capital improvements.
• Utility Self Finance Construction (USFC)
Transfers from the Utility fund provides funding for major capital improvements of the
Utility System.
Utilities Fund
• Reserve
Working capital reserves should be 33% or one hundred twenty (120) days of
operating expenses and annual payments for long-term water contract costs.
• Coverage
The City will maintain 1.35 times average annual debt service, above the bond
covenant minimum requirement of 1.25 times average annual debt service.
Drainage Fund
• Reserve
Working capital reserves should be 25% or ninety (90) days of operating expenses,
net of debt service requirements.
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• Coverage
The City will maintain 1.35 times average annual debt service, above the bond
covenant minimum requirement of 1.25 times average annual debt service.
Hotel Occupancy Tax (HOT) Fund
• Reserve
Fund balance reserves should be 25% or ninety (90) days of operating expenditures,
net of debt service requirements and other designations. Bond covenant also
requires 1.40 times average annual debt service to be reserved.
• Designations
o Capital Infrastructure
The City Council may designate available fund balance for the maintenance
of assets considered part of the City’s “Sports Capital of Texas” strategic goal
and to meet the statutory requirements for the use of these funds. These
projects may include the city-owned Dell Diamond Triple A baseball stadium
and conference center, the Round Rock Sports Center, and the Old Settlers
Park Multi-Purpose Field Complex.
o Promotion of the Arts
A minimum of five percent (5%) of HOT revenues, net of any rebates, is
designated to fund the promotion of the Arts. The City will ensure that these
funds are used to promote tourism as required by statute through an annual
review of the use of the funds.
Round Rock Transportation and Economic Development Corporation
(RRTEDC) (Type B)
• Allocation of Funds for Projects
A five-year project spending plan will be presented and adopted at least annually to
ensure adequate funds are available for transportation, economic development and
other allowed uses of Type B funds. This five-year plan will be reviewed by staff at
least quarterly and updates will be presented to the Type B board as needed for
transportation capital improvements programs (TCIP), economic incentive programs
(EIP) and other legally allowable projects approved by the Type B board and ratified
by Council.
• Reserve
The RRTEDC shall maintain a minimum of $1 million or 33% of recurring operating
type expenditures.
Sports Center
• Reserve
Fund Balance reserves should be 25% or ninety (90) days of operating expenses,
net debt service requirements and other designations.
• Designation
It is the goal of the City Council to establish a capital replacement account of $3
million to ensure the facility is maintained.
o Investment Reimbursement
At such time as revenues are sufficient to meet operations, reserve and
replacement funds, this fund is expected to repay the GSFC and HOT for
initial investment in the Sports Center Facility.
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Multi-Purpose Field Complex
• Reserve
Fund Balance reserves should be 25% or ninety (90) days of operating expenses.
• Designation
It is the goal of the City Council to establish a capital replacement account once the
complex is fully operational.
• Funding Source
Operating and debt principal and interest costs not covered by tournament and field
rentals will be funded by transfers from the General Fund and HOT Fund at 50%
from each fund.
REVENUES
The City will maintain a diverse and stable revenue system. In order to protect the City from
revenue shortfalls and to maintain a stable level of service, revenues will be estimated
realistically and conservatively taking into account the volatile nature of various revenue
streams. The analysis will include probable economic changes and their impacts on revenues,
historical collection rates, and trends. The benefits of a revenue source should exceed the cost
of administration and collection of that revenue.
•
Property Tax
All real and business personal property located within the City will be valued at 100% of
the fair market value for any given year based on the current appraisal supplied by
Williamson and Travis Central Appraisal Districts.
•
Sales Tax
Sales tax revenue will be used to fund the recurring operations of the General Fund, the
transportation improvements and economic development activities of the RRTEDC
(Type B) fund, and one-time capital requirements in the General Self Finance
Construction Fund. Sales tax revenue fluctuates due to changes in economic conditions
and will be closely monitored to ensure the needs of the City are met.
The City’s goal is to have balanced and reliable on-going revenues for its General Fund
operations without over-reliance on any single sales tax provider. Therefore, Dell sales
tax receipts, net of rebate, are not to exceed 20% of budgeted sales tax revenues in the
General Fund. Any funds in excess of expected or realized sales tax in excess of 20%
will be budgeted and deposited in the General Self Finance Construction Fund for pay-
as-you-go one time capital expenditures or projects.
• User Fees and Charges
For services associated with a user fee or charge, the direct and/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 two years 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.
•
Utility Rates
Rates will be reviewed periodically and adopted to generate sufficient revenues to fully
cover operating expenses, meet debt coverage requirements and provide an adequate
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level of working capital. The utility revenues will be budgeted based on an average
year’s rainfall/consumption. The rate analysis will anticipate neither drought nor wet
conditions. Adjustments to the utility rates will be made based on revenue requirements
over the five-year forecast for the Utility Fund. When financially feasible, a transfer from
the Utility Fund will be budgeted to fund pay-as-you-go one-time capital expenditures or
projects. It is the City’s goal to have growth pay for growth through impact fees and
developer contributions where practical.
•
Franchise Fees
Derived from major public utilities operating within the City, franchise fees are intended
to reimburse the City for use of public streets and rights of way.
•
Hotel Occupancy & Venue Taxes
Taxes imposed on hotel room nights allowed by statutory and charter authority. The use
of these revenues are limited by state law to specific tourism promotion activities. The
revenues will be estimated using actual properties and occupancy rates and prior year
revenue collections.
• Non-Recurring Revenues
One-time or non-recurring revenues should not be used to finance current ongoing
operations.
EXPENDITURES
•
Appropriations & Transfers
All expenses of the City will be made in accordance with the adopted annual budget or
as legally amended. The legal level of control is at the fund level. The City Manager is
authorized to transfer budgeted amounts among departments within any fund; however,
any transfers or amendments that change the total expenditures of any fund must be
approved by the City Council.
•
Procurement
In accordance with state law and city ordinances, the City is to provide for the fair and
equitable treatment of all persons involved in public purchasing with the City of Round
Rock, to maximize the purchasing value of public funds in procurement, and to provide
safeguards for maintaining a procurement system of quality and integrity while meeting
all legally mandated federal, state, and local requirements. Competitive pricing will be
sought in accordance with the following guidelines to ensure the best value is obtained
through the procurement of products and services.
• Formal Approvals
The City Manager or City Council approval is required as detailed below.
o
City Manager Approval
▪ Any outside agreement/contract that requires a signature under
$50,000.00;
o
City Council Approval
▪ Any item the City Manager deems necessary to require City Council
approval;
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▪ Any outside agreement/contract over $50,000.00;
▪ All intergovernmental agreements
•
Authorized Purchases
The adopted annual budget will include an Authorized Purchases list that considers
certain planned purchases as approved in advance by Council. This policy allows the
City Manager to approve items as listed without going back to Council under certain
conditions.
o
Routine equipment and technology purchases as included in the budget and the
budget list are considered approved by Council, unless:
▪ Item is $200,000 or greater, unless the Council makes an exception,
▪ Item contains a contract requiring the Mayor’s signature;
▪ Purchase deviates from the original purchase as designated on the list;
▪ Cost exceeds the greater of 10% or $10,000; or
▪ Council has designated that item (s) come back for approval
o
Capital projects and funding agreements will be presented to Council for
consideration and approval.
CASH MANAGEMENT AND INVESTMENTS
The City Council has formally approved a separate Investment Policy for the City of Round
Rock that meets the requirements of the Public Funds Investment Act (PFIA), Section 2256 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. The City will maintain cash management and investment policies and procedures will
maintain the public trust through responsible actions as custodians of public funds.
Cash Management Philosophy
The City shall maintain a comprehensive cash management program to include the
effective collection of all accounts receivable, the prompt deposit of receipts to the City’s
depository, the payment of obligations, and the prudent investment of idle funds in
accordance with this policy.
Investment Objectives
The City’s investment program will be conducted as to accomplish the following listed in
priority order:
• Safety of the principal invested
• Liquidity and availability of cash to pay obligations when due
• Maximize earnings (yield) to the greatest extent possible consistent with the
City’s investment policy.
DEBT
The City of Round Rock establishes the following policy concerning the issuance and
management of debt. This policy is to improve the quality of decisions in relation to the City’s
financing activities, provide a comprehensive view of the City’s long-term debt picture and make
it easier for decision-makers to understand issues concerning debt issuance and management.
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It is the intent of this policy that the City’s debt be managed and monitored so as to enhance or
maintain its credit rating with major ratings agencies.
CONDITIONS OF DEBT ISSUANCE
Debt should be issued for the purpose of meeting the needs of the community through funding
of capital projects and equipment but without constituting an unreasonable burden to taxpayers.
Long-term debt is only issued to finance the acquisition and/or construction of capital
improvements. Additionally, only capital needs identified in the capital improvement program will
be considered. Refunding bonds will only be issued if the present value of debt service savings
exceeds three percent of the par value of the refunded bonds.
TYPES OF DEBT
•
General Obligation Bonds
General Obligation Bonds may only be issued with a majority approval of a popular vote.
The use of the proceeds from GO Bonds is limited to the acquisition or improvement of
real property and other uses allowed by law and applicable bond ordinances. Libraries,
parks and public safety facilities are all types of facilities that could be financed with GO
Bonds. To the extent that property tax revenues are used to fund debt service, an
increase to the property tax will be proposed.
•
Certificate of Obligations
Certificate of Obligations may be used to fund capital improvements or equipment that
are not otherwise funded by general obligation or revenue bonds. With CO bonds, the
voters have an option to petition for an election on whether the certificates should be
issued. There is a thirty (30) day notice period before a city can pass an ordinance to
issue the certificates giving time for citizen input and time to gather signatures for a
petition to call an election. To the extent that property tax revenues are used to fund
debt service, an increase to the property tax will be proposed.
•
Enterprise Revenue Bonds
Enterprise Revenue Bonds finance facilities for a revenue producing enterprise and are
payable from revenue sources within that enterprise. Municipal Water and Sewer and
Solid Waste are examples of revenue producing enterprises within the City.
•
Refunding Obligations
Pursuant to the Government Code and various other financing statutes applicable in
particular situations, the City Council is authorized to provide for the issuance of bonds
for the purpose of refunding any long-term obligation of the City. Absent any significant
non-economic factors, a refunding should produce minimum net debt service savings
(net of reserve fund earnings and other offsets) of at least 3% of the par value of the
refunded bonds on a net present value basis, using the refunding issue’s True Interest
Cost (TIC) as the discount rate, unless the Finance Department determines that a lower
savings percentage is acceptable for issues or maturities with short maturity dates.
•
Tax Anticipation Notes
Proceeds from Tax Anticipation Notes are used to fund projects whose source of
payment is future tax revenues. These instruments have a term of one to three years
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and are for a specific purpose such as temporary financing for capital improvements,
cash flow needs and major equipment leasing.
•
Leases
Leases may be used to finance major capital purchases, other than infrastructure,
including fleet, major system upgrades and large equipment purchases.
•
Assessment Bonds
Proceeds from Assessment Bonds may be used to finance local public improvements,
provided that said improvements benefit the parcels of land to be assessed. Local
streets, street lights, landscaping, sidewalks and sanitary sewers are some examples of
local improvements commonly financed by assessment bonds.
•
Internal borrowing between City funds
The City 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.
•
Other Obligations
There may be special circumstances when other forms of debt are appropriate and may
be evaluated on a case-by-case basis. Such other forms include, but are not limited to
limited tax notes, non-enterprise revenue bonds, bond anticipation notes, grant
anticipation notes and judgment or settlement obligation bonds.
RESTRICTION ON DEBT ISSUANCE
• The City of Round Rock will not use long-term debt to finance current operations or
normal maintenance.
• Derivative products will not be used by the City.
• Swaps will not be entered into without establishment of a Swap Policy.
• Variable rate debt will not be entered into without establishment of a Variable Rate Debt
Policy.
LIMITATIONS ON OUTSTANDING DEBT
There is no direct debt limitation in the City Charter or under State law. The City operates under
a Home Rule Charter (Article XI, Section 5, Texas Constitution) approved by voters in August
1977 that limits maximum tax rate, for all City purposes to $2.50 per $100 assessed valuation.
Administratively, the Attorney General of the State of Texas will permit allocation of $1.50 of the
$2.50 maximum tax rate for general obligation debt service.
CHARACTERISTICS OF DEBT ISSUANCE
When the City finances capital projects by issuing bonds, it will pay back the bonds within
standard terms that include the following:
• Term may be up to 30 years depending on cash flow assumptions, or useful life of asset
being financed.
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• Call provisions will be shortest possible optional call consistent with optimal pricing.
• The City will seek level or declining debt repayment schedules and will avoid issuing
debt that provides for balloon principal payments reserved at the end of the term of the
issue.
• The City will avoid variable-rate debt due to the potential volatility of such instruments.
Therefore, the City will avoid the use of variable-rate debt for its general obligation bond
issues.
• The Debt service program will be managed in conformity with applicable bond
covenants.
Commercial insurance or other credit enhancements to the bond rating shall be considered
when cost-effective.
DEBT ISSUANCE PROCESS
The City shall utilize the services of an independent, Municipal Securities Rulemaking Board-
registered financial advisor on all debt financing. Although not required, the City may utilize an
RFP-selected pool of underwriters to mitigate time constraints and reduce overhead costs to the
City in procuring such services. Bond counsel will be used for each transaction.
The Finance Department shall review each debt issuance transaction on a case-by-case basis
to determine the most appropriate method of sale.
• Competitive Sale
In a competitive sale, bids for the purchase of the bonds are opened at a specified
place and time and are awarded to the underwriter (or syndicate) whose conforming
bid represents the lowest true interest cost to the City (TIC). This method is most
advantageous when the debt to be issued is less complex, the municipal bond
market for high-grade credits is stable, and the sale of the City’s bonds is assured.
o Bond sales shall be cancelable at any time prior to the time bids are to be
received.
o Upon award to the bidder whose conforming bid represents the lowest true
interest cost, the City may restructure the bonds in accordance with the Official
Notice of Sale. The City shall reserve the unfettered right to reject all bids or
waive bid irregularities.
• Negotiated Sale
In a negotiated sale, the City chooses the initial buyer of the bonds in advance of the
sale date. The initial buyer is usually an investment banking firm, or a syndicate of
investment banking firms interested in reoffering the bonds to investors through an
underwriting process. This type of sale allows the City to discuss different financing
techniques with the underwriter in advance of the sale date. This method is most
advantageous when the debt issue is complex, debt structuring flexibility is required
(as would be the case in a bond refunding) or the municipal bond market is unstable
or uncertain.
• Direct Purchase
In a direct purchase, the City may select a private purchaser willing to bid a below
market rate or other preferential financing terms. Such transactions often allow debt
to be issued more efficiently by eliminating the need for bond ratings and other
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associated issuance costs. Such financing will be analyzed on a case-by-case
basis, depending primarily on rates prevailing in the market from time to time.
RATING AGENCY COMMUNICATION & DISCLOSURE
The City will seek to maintain and improve its current bond ratings so its borrowing costs are
reduced to a minimum and its access to credit is preserved. In conjunction with the financial
advisor, the City will open a line of communication with at least one of the rating agencies
(Standard and Poor’s, Moody’s or Fitch) when issuing new bonds or refunding existing bonds to
obtain an affirmed or upgraded rating.
Full disclosure of the City’s operations will be made to the bond rating agencies. The City staff,
with the assistance of the financial advisors and bond counsel, will prepare the necessary
materials for presentation to the rating agencies.
The City will adhere to the recommended disclosure guidelines as endorsed by the Public
Securities Association, the Government Finance Officers Association, the Municipal Securities
Rulemaking Board, the Government Accounting Standards Board, and the nationally recognized
municipal securities information repository (NRMSIR) and any state information depository (SID)
that is designated by the State of Texas and approved by the staff of the United States
Securities and Exchange Commission (the SEC). SEC Rule 15c2-12 defines disclosure
required by the SEC.
BOND REIMBURSEMENT RESOLUTIONS
The City may utilize bond reimbursements as a tool to manage its debt issues, due to arbitrage
requirements and project timing. In so doing, the City uses its capital reserve “cash” to delay
bond issues until such time when issuance is favorable and beneficial to the City.
The City Council may authorize a bond reimbursement resolution for General Capital projects
that have a direct impact on the City’s ad valorem tax rate when the bonds will be issued within
the term of the existing City Council. In the event of unexpected circumstances that delay the
timing of projects, or market conditions that prohibit financially sound debt issuance, the
approved project can be postponed and considered by a future council until circumstantial
issues can be resolved.
The City Council may also authorize revenue bond reimbursements for approved utility and
other self-supporting capital projects within legislative limits.
The total outstanding bond reimbursements may not exceed the total amount of the City’s
reserve funds.
INVESTMENT OF BOND PROCEEDS
The City maintains in its Investment Policy document approved by the City Council, the strategy
and policies for investing bond proceeds. The City’s Investment Policy complies, and will at all
times comply, with the provisions of the Public Funds Investment Act, Chapter 2256, Texas
Government Code, as amended. Interest on bond proceeds is restricted such that it may only
be used to fund projects that have the same purpose as the purpose for which the bonds were
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originally issued. Construction proceeds are typically invested in short-term securities so that
they are liquid. Interest & Sinking funds may be invested longer as they have to be maintained
for the life of the issue.
FEDERAL REQUIREMENTS
The City will maintain written procedures to follow post issuance compliance rules, arbitrage
rebate and other Federal requirements.
• Post issuance tax compliance rules will include records retention, arbitrage rebate, use
of proceeds, and
• Continuing disclosure requirements under SEC Rule 15c2-12, MSRB standards, or as
may be required by bond covenants or related agreements.
ECONOMIC DEVELOPMENT
The City will actively promote economic development and business retention with prescribed
business focus areas to maintain and expand the long-term business, financial and employment
base for the community. These efforts will be accomplished through a contract with the
Chamber of Commerce and partnership with City staff, Council and local business leadership.
•
An economic development plan or strategy will be developed and periodically reviewed
and updated as conditions change.
•
Financial incentive guidelines will be established and periodically reviewed.
•
Both economic impact and direct financial impact to the City will be evaluated and
considered for each incentive proposal.
•
Risks will be assessed as part of each proposed agreement and mitigated by
emphasizing performance-based programs and financial surety provisions where
possible for any up front investments by the City or its partners.
Approved incentive agreements will be monitored for compliance with reporting of that
compliance made to the City Manager at least annually.
ACCOUNTING, AUDITING AND FINANCIAL REPORTING
•
Accounting
The City is solely responsible for the recording and reporting of its financial affairs, both
internally and externally. The Chief Financial Officer (CFO) 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.
•
Audit of Accounts
In accordance with the City Charter, an independent audit of the City accounts will be
performed every year. The auditor is retained by and is accountable to the City Council
and will have no personal interest, directly or indirectly, in the financial affairs of the city
or any of its officers. The auditing firm will serve for up to 5 years, at which time, the City
will re-solicit proposals for these services if deemed necessary by the City Council. The
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actual need to rotate an auditing firm will be considered, but only at the discretion of the
City Council in providing for the best financial oversight of the City.
•
External Reporting
Upon completion and acceptance of the annual audit by the City’s auditors, the City will
prepare a written Comprehensive Annual Financial Report (CAFR) which will be
presented to the City Council within 180 calendar days of the City’s fiscal year end. The
CAFR will be prepared in accordance with Generally Accepted Accounting Principles
(GAAP) and will be presented annually to the Government Finance Officer Association
(GFOA) for evaluation and consideration for the Certificate of Achievement in Financial
Reporting.
•
Receivables Policy
All receivables of the City are accounted for, aged and collected at the earliest
opportunity. Delinquent receivables are processed expediently and collection agencies
are utilized when appropriate.
•
Payables Policy
All payables for incurred expenses are accounted for, aged and paid at the latest
permissible time to maximize the City’s investment earning capability. All applicable
discounts are taken.
INTERNAL CONTROLS
The Finance Department is responsible for designing appropriate controls for the departments
and the departments are responsible for implementation. Inherent in these responsibilities is
the recognition that the cost of the internal control should not exceed the benefits expected to
be derived. The objective of internal controls is to provide management with reasonable, but
not absolute, assurance that assets are safeguarded from fraud and are recorded properly.
•
Department Policies
Where appropriate, this City will maintain appropriate policies to manage budgetary
expenditures and control, procurements, personnel, and staffing management. These
policies will be developed, updated, and approved by the City Manager as necessary.
•
Written Procedures
Wherever possible, written procedures will be established and maintained by the CFO
for all functions involving cash handling and/or accounting throughout the City.
•
Internal Audit Program
An internal audit program will be maintained by the CFO to ensure compliance with City
policies and procedures and to prevent the potential for fraud.
EMPLOYEES & COMPENSATION
Realizing the importance and contribution of employees in achieving the Strategic Goals of the
City and to maintaining its high standards, the City’s policy as an employer is to attract and
retain quality employees who provide excellent, friendly service to the Round Rock community
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in an effective and efficient manner.
To meet the goal of a quality workforce, the City will maintain competitive compensation and
benefit programs.
•
The proposed budget will include an amount adequate to cover changes in market
salaries, as well as funds for performance-based merit increases as determined annually
by the City Manager.
•
The City will maintain a competitive health insurance program, including considering new
options and adjustments to provide quality benefits in a cost effective manner.
SELF INSURANCE & RISK MANAGEMENT
The City will maintain an internal service fund to account for the self-funded health insurance
coverage for all City employees. In addition to the basic coverage provided to each employee,
the employee may purchase dependent coverage through payroll deductions. Coverage will be
financed by contributions from the City and employee payroll deductions.
The City will make a diligent effort to avoid or prevent loss of City assets and to reduce the
City’s exposure to liability. All reasonable options will be investigated to finance risk exposure.
If risk is retained, reserves will be established based on actuarial determinations.
FEDERAL AND STATE GRANTS
The City will seek State and Federal grants where applicable and practical. The benefits of the
grant should exceed the cost of administration of the grant when possible. Council should
approve the application of all grants that will have future funding requirements.
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ARTICLE 8
FINANCIAL ADMINISTRATION
Sec. 8.01. - Fiscal year.
The fiscal year of the City shall begin on the first day of each October and end on the last day of
September of the succeeding year. All funds collected by the City during any fiscal year,
including both current and delinquent revenues, shall belong to such fiscal year and, except for
funds derived to pay interest and create a sinking fund on the bonded indebtedness of the City,
may be applied to the payment of expenses incurred during such fiscal year, except as provided
in this Charter. Any revenues uncollected at the end of any fiscal year, and any unencumbered
funds actually on hand, shall become resources of the next succeeding fiscal year.
State Law reference— City fiscal year, V.T.C.A., Local Government Code § 101.022, V.T.C.A.,
Tax Code § 1.05.
Sec. 8.02. - Public record.
Copies of the budget adopted shall be public records and shall be made available to the public
for inspection upon request.
State Law reference— Local Government Records Act, V.T.C.A., Local Government Code ch.
201.
Sec. 8.03. - Annual budget.
(a) Content. The budget shall provide a complete financial plan of all City funds and activities
and, except as required by law or this Charter, shall be in such form as the City Manager deems
desirable or the City Council may require. A budget message explaining the budget both in
fiscal terms and in terms of the work programs shall be submitted with the budget. It shall
outline the proposed financial policies of the City for the ensuing fiscal year, describe the
important features of the budget, indicate any major changes from the current year in financial
policies, expenditures, and revenues, with reasons for such changes. It shall also summarize
the City's debt position and include such other material as the City Manager deems desirable.
The budget shall begin with a clear general summary of its contents and shall show in detail all
estimated income, indicating the proposed property tax levy, and all proposed expenditures,
including debt service, for the ensuing fiscal year. The proposed budget expenditures shall not
exceed the total of estimated income. The budget shall be so arranged as to show comparative
figures for actual and estimated income and expenditures of the current fiscal year and actual
income and expenditures of the preceding fiscal year, compared to the estimate for the
budgeted year. It shall include in separate sections:
(1) an itemized estimate of the expense of conducting each department, division, and office;
(2) reasons for proposed increases or decreases of such items of expenditure compared with
the current fiscal year;
Amended May 6, 2017
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(3) a separate schedule for each department, indicating tasks to be accomplished by the
department during the year, and additional desirable tasks to be accomplished, if possible;
(4) a statement of the total probable income of the City from taxes for the period covered by the
estimate;
(5) tax levies, rates, and collections for the preceding five years;
(6) an itemization of all anticipated revenue from sources other than the tax levy;
(7) the amount required for interest on the City's debts, for sinking fund and for maturing serial
bonds;
(8) the total amount of outstanding City debts, with a schedule of maturities on bond issue;
(9) anticipated net surplus or deficit for the ensuring fiscal year of each utility owned or operated
by the City and the proposed method of its disposition (subsidiary budgets for each such utility
giving detailed income and expenditure information shall be attached as appendices to the
budget);
(10) a Capital Improvement Program, which may be revised and extended each year to indicate
capital improvements pending or in process of construction or acquisition, and shall include the
following items:
i. a summary of proposed programs;
ii. a list of all capital improvements which are proposed to be undertaken during the five
(5) fiscal years next ensuing, with appropriate supporting information as to the necessity
for such improvements;
iii. cost estimates, method of financing and recommended time schedules for each such
improvement; and
iv. the estimated annual cost of operating and maintaining the facilities to be constructed
or acquired; and
(11) such other information as may be required by the City Council.
(b) Submission. On or before the first day of August of each year, the City Manager shall submit
to the City Council a proposed budget and an accompanying message. The City Council shall
review the proposed budget and revise same as deemed appropriate prior to general circulation
for public hearing.
(c) Public Notice and Hearing. The City Council shall post in the City Hall a general summary of
the proposed budget and a notice stating:
(1) the times and places where copies of the message and budget are available for inspection
by the public; and
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(2) the time and place, not less than two (2) weeks after such publication, for a public hearing on
the budget.
(d) Amendment Before Adoption. After the hearing, the City Council may adopt the budget with
or without amendment. In amending the budget, it may add or increase programs or amounts
and may delete or decrease any programs or amounts, except expenditures required by law or
for debt service or for estimated cash deficit, provided that no amendment to the budget shall
increase the authorized expenditures to an amount greater than the total of estimated income
plus funds available from prior years.
(e) Adoption. The budget shall be finally adopted not later than the final day of the last month of
the fiscal year. Adoption of the budget shall constitute a levy of the property tax therein
proposed. Should the City Council take no final action on or prior to such day the budget, as
submitted, together with its proposed tax levy, shall be deemed to have been finally adopted by
the City Council. No budget shall be adopted, or appropriations made unless the total of
estimated revenues, income and funds available shall be equal to or in excess of such budget
or appropriations, except as otherwise provided in this Article.
(Charter amendment approved by voters January 20, 1996; May 10, 2008)
State Law reference— Municipal budget, V.T.C.A., Local Government Code ch. 102; when
charter provisions control, V.T.C.A., Local Government Code § 102.011.
Sec. 8.04. - Administration of budget.
(a) Payments and Obligations Prohibited. No payment shall be made, or obligation incurred
against any allotment or appropriation except in accordance with appropriations duly made and
unless the City Manager or designee first certifies that there is a sufficient unencumbered
balance in such allotment or appropriations and that sufficient funds therefrom are or will be
available to cover the claim or meet the obligation when it becomes due and payable. Any
authorization of payment or incurring of obligation in violation of the provisions of this Charter
shall be void and any payment so made illegal. Such action shall be the cause for removal of
any employee who knowingly authorized or made such payment or incurred such obligations,
and such employee shall also be liable to the City for any amount so paid. However, this
prohibition shall not be construed to prevent the making or authorizing of payments or making of
contracts for capital improvements to be financed wholly or partly by the issuance of bonds, time
warrants, certificates of indebtedness, or certificates of obligation, or to prevent the making of
any contract or lease providing for payments beyond the end of the fiscal year, provided that
such action is made or approved by ordinance.
(b) Financial Reports. The City Manager shall submit to the City Council at least quarterly the
financial condition of the City by budget item, and budget estimate versus accruals for the fiscal
year to date. The financial records of the City will be maintained on an accrual basis to support
this type of financial management.
(Charter amendment approved by voters January 20, 1996; May 6, 2000; May 6, 2017)
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Sec. 8.05. - Emergency appropriations.
At any time in any fiscal year, the City Council may, pursuant to this section, make emergency
appropriations to meet a pressing need for public expenditure, for other than regular or recurring
requirements, to protect the public health, safety or welfare. Such appropriation shall be by
ordinance adopted by the favorable votes of five (5) or more of the City Council members
qualified and serving and shall be made only upon recommendation of the City Manager. The
total amount of all emergency appropriations made in any fiscal year shall not exceed the
amount allowed by state law.
(Charter amendment approved by voters January 20, 1996)
Sec. 8.06. - Borrowing to meet emergency appropriations.
In the absence of unappropriated available revenues or other funds to meet emergency
appropriations provided for under the preceding Section 8.05, the City Council may by
resolution authorize the borrowing of money to meet such deficit as provided by law.
(Charter amendment approved by voters January 20, 1996)
Sec. 8.07. - Borrowing in anticipation of property taxes.
In any fiscal year, in anticipation of the collection of the ad valorem property tax for such year,
whether levied or to be levied in such year, the City Council may by resolution authorize the
borrowing of money, not to exceed in any fiscal year an amount equal to ten percent (10%) of
the budget for that fiscal year. Such borrowing shall be by the issuance of negotiable notes of
the City, each of which shall be designated, "Tax Anticipation Note for the Year ____________ "
(stating the tax year). Such notes shall mature and be payable not later than the end of the
fiscal year in which issued.
(Charter amendment approved by voters January 20, 1996)
Sec. 8.08. - Depository.
All monies received by any person, department or agency of the City for or in connection with
affairs of the City shall be deposited promptly in the City depository or depositories, which shall
be designated by the City Council in accordance with such regulations and subject to such
requirements as to security for deposits and interest thereon as may be established by
ordinance. All checks, vouchers, or warrants for the withdrawal of money from the City
depositories shall be signed by the Mayor or City Manager and countersigned by an authorized
designee, as approved by City Council ordinance. Provided, that the City Council, under such
regulations and limitations as it may prescribe, may by ordinance authorize the use of machine-
imprinted facsimile signatures of said Mayor and City Manager and authorized designee on
such checks, vouchers and warrants.
(Charter amendment approved by voters January 20, 1996; May 15, 2004)
State Law reference— Depositories for municipal funds, V.T.C.A., Local Government Code ch.
105.
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Sec. 8.09. - Purchase procedure.
All purchases made and contracts executed by the City shall be pursuant to a requisition from
the head of the office, department or agency whose appropriation will be charged and no
contract order shall be binding upon the City unless the City Manager certifies that there is to
the credit of such office, department or agency a sufficient unencumbered appropriation and
allotment balance to pay for the supplies, materials, equipment or contractual services for which
the contract or order is to be issued.
(Charter amendment approved by voters November 6, 1979, as amended by Charter
amendment approved by voters April 5, 1986)
State Law reference— Competitive bidding, V.T.C.A., Local Government Code § 252.021 et
seq.; exemptions, V.T.C.A., Local Government Code §§ 252.022, 252.023.
Sec. 8.10. - Independent audit.
At the close of each fiscal year, and at such other times as it may be deemed necessary, the
Council shall cause an independent audit to be made of all accounts of the City by a certified
public accountant. The certified public accountant so selected shall have no personal interest,
directly or indirectly, in the financial affairs of the City or any of its elected officials. Upon
completion of the audit, a copy of the audited annual financial report shall be placed in the
public library and placed on file in the City Clerk's office as public record.
(Charter amendment approved by voters January 20, 1996; May 15, 2004; May 10, 2008;
November 8, 2011; May 6, 2017)
State Law reference— Audit of municipal finances, V.T.C.A., Local Government Code ch. 103.
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Adopted September 26, 2019
This ordinance amends the prior utility rate ordinance by repealing a scheduled water rate increase.
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GLOSSARYGLOSSARY
Accrual Basis – A method of accounting that
recognizes the nancial eect of events, and
interfund activities when they occur, regardless of
the timing of related cash ows.
Ad Valorem Tax – A tax levied on the assessed value
of real property (also known as “property taxes”).
Amortize – To provide for the gradual extinguishment
of (as a mortgage) usually by contribution to a sinking
fund at the time of each periodic payment.
Appropriation – a specic amount of money
authorized by City Council to make expenditures and
incur obligations for specic purposes, frequently
used interchangeably with “expenditures”.
Assessed Valuation - A valuation set upon real
estate or other property by a government as a
basis for levying taxes. (Note: Property values are
established by the Williamson County Appraisal
District).
Asset - A probable future economic benet
obtained or controlled by an entity because of past
transactions or events. A current asset is cash or
readily convertible into cash within a one-year time
frame.
Benchmark - A comparison of performances across
many organizations in order to better understand
one’s own performance.
Bond - A written promise to pay a specic sum of
money, called the face value or principal amount,
at a specic date or dates in the future, called the
maturity date, together with periodic interest at a
specied rate.
Bonded Debt - The portion of indebtedness
represented by outstanding bonds.
Budget - A plan of nancial operation specifying
expenditures to be incurred for a given period to
accomplish specic goals, and the proposed means
of nancing them.
Budget Calendar – The schedule of key dates or
milestones which the City follows in preparation,
adoption, and administration of the budget.
Budget Year – From October 1st through September
30th, this is the same as the scal year.
Capital Improvement Program – A plan for capital
expenditures to provide long-lasting physical
improvements to be incurred over a xed period
of several future years. Examples include land,
improvements to land, easements, buildings,
building improvements and infrastructure.
Capitalized Lease Proceeds - Financing obtained
through a three to ve-year leasing program for
durable equipment and rolling stock.
Capital Outlay - Expenditures which result in the
acquisition of or addition to xed assets.
Capital Projects Fund - A fund created to account for
nancial resources to be used for the acquisition or
construction of major capital facilities or equipment.
Capital Recovery Fee - see Impact Fee
Community Development Block Grant (CDBG)
– Federal HUD entitlement funds used to meet a
variety of needs of low income citizens including
housing, infrastructure, equipment, facilities and
public services.
Certicate of Obligation (C.O.) - A form of general
obligation debt.
Certied Tax Roll - A list of all taxable properties,
values and exemptions in the City. This roll is
established by the Williamson County Appraisal
District.
Comprehensive Annual Financial Report - The
annual nancial report prepared by the City of Round
Rock covering all nancial activities and audited by
an independent certied public accountant.
Convention and Visitor’s Bureau (CVB) – The
designated sales and marketing department for the
City.
Debt Service – The payment of principal and interest
on borrowed funds.
Debt Service Fund - A fund established to account
for the accumulation of resources for, and the
payment of, long-term debt principal and interest.
Delinquent Taxes - Taxes remaining unpaid on and
after the date due.
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Dell Sales Tax – Economic development agreement
entitles Dell to 41.67% rebate of the 1.5% - expires
2043
Demand - Reects the scope of a program in terms
of population or user activity.
Department - A logical division or classication of
activities within the City (e.g. Police Department,
Water Treatment Plant Department, etc.).
Depreciation – The decrease in value of physical
assets due to use and the passage of time.
Destination Marketing Organization (DMO) –
A resource used by the CVB to enhance the “Sports
Capital of Texas” marketing program for the City.
Division – A logical subset of the city department
used to help manage expenditures by activity.
Eectiveness - A program performance indicator
that measures the quality of the program outputs.
Eciency - A program performance indicator that
measures the accomplishments of program goals
and objectives in an economical manner.
Encumbrance – Commitments related to
unperformed (executory) contracts for goods or
services.
Enterprise Fund – A fund used to account for
operations nanced and operated in a manner
similar to private business enterprises in that they
are self-supported by user fees. These funds use
full accrual accounting.
Executive Pay – This is the pay structure established
for the City Management and City Director level
positions.
Exempt Pay – This is the City’s pay structure
for positions that are not paid by the hour. These
positions also do not have overtime compensation.
Expenditure - The actual outow of funds paid for
an asset obtained or goods and services obtained.
Expense – A charge incurred in an accounting
period, whether actually paid in that accounting
period or not.
Filing Fee - A processing and review fee charge
when any map (or plat) is tender to the planning
department.
Fiscal - Pertaining to nances in general
Fiscal Year - A twelve-month period to which the
annual operating budget applies and at the end of
which a government determines its nancial position
and the results of its operations.
Fixed Assets - Assets of a long-term character
which are intended to continue to be held or used,
such as land, buildings, improvements other than
buildings, machinery and equipment.
Franchise - A special privilege granted by a
government permitting the continuing use of public
property and rights-of-way, such as city streets.
Full Faith and Credit - A pledge of the general
taxing power of the City to repay debt obligations.
This term is typically used in reference to general
obligation bonds.
Full-time Equivalent (FTE) – A quantiable unit of
measure utilized to convert hours worked by part-
time, seasonal employees into hours worked by full-
time employees. Full-time employees work 2080
hours annually. A part-time employee working 1040
hours annually represents a .5 FTE.
Fund - A scal and accounting entity with a self-
balancing set of accounts recording cash and other
nancial resources, together with all related liabilities
and residual equities or balances, and changes
therein. Funds are usually established to account
for activities of a certain type.
Fund Balance - The excess of assets over liabilities
in a governmental fund.
Gap Analysis - A technique for determining the
steps to be taken in moving from a current state to a
desired future-state. Also called need-gap analysis,
needs analysis, and needs assessment.
GAAP – Generally Accepted Accounting Principles.
General Fund - The fund used to account for all
nancial resources except those required to be
accounted for in another fund. This fund includes
most of the basic operating services such as
police and re protection, parks and recreation,
library services, street maintenance and general
administration.
General Obligation Bonds - Bonds for the payment
of which the full faith and credit of the City is pledged.
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GLOSSARYGLOSSARY244
APPENDIXAPPENDIX
GLOSSARYGLOSSARY
GIS (Geographical Information System) Fees - A
fee intended to defray costs of adding plats to the
City’s electronic mapping system.
Goals - Generalized statements of where an
organization desires to be at some future time with
regard to certain operating elements (e.g. nancial
condition, service levels provided, etc.)
Governmental Fund – It refers to the General Fund,
all Special Revenue Funds and Debt Service Funds.
Grant – Contributions or gifts of cash or other assets
from another government to be used for a specic
purpose, activity or facility.
HOT – Hotel Occupancy Tax – 7% of room rental
• Limited by state law to specic tourism
promotion purposes
• Typically termed as “heads in beds” programs
I&S G.O. Bond Fund - Interest and Sinking General
Obligation Bond Fund (See also Debt Service Fund).
Impact Fee - A fee assessed to new water and
wastewater service connections. Fees are to be
used for specic water and wastewater system
improvements and are accounted for in the Water/
Wastewater Utility Impact Fee account group.
Income - Funds available for expenditure during a
scal year.
Infrastructure - Substructure or underlying
foundation of the City (e.g. streets, utility lines,
water and wastewater treatment facilities, etc.)
Inputs – A program performance indicator that
measures the amount of resources expended or
consumed by the program in the delivery of service
during the scal year.
Inventory – A detailed listing of property currently
held by the City.
LaserFiche - A document management system.
Liability – Probable future sacrices of economic
benets, arising from present obligations of a
particular entity to transfer assets or provide
services to other entities in the future as a result of
past transactions or events. Current liabilities are
expected to require the use of cash within a one-
year time frame.
Levy – To impose taxes, special assessments, or
service charges for the support of City activities.
Line Item Budget – A budget that itemizes each
expenditure category (personnel, supplies, contract
services, capital outlay, etc.), separately, along with
the dollar amount budgeted for each specied
category.
Long-Term Debt – Any un-matured debt that is not
a fund liability with a maturity of more than one year.
Modied Accrual Basis – The basis of accounting
in which revenues are recognized in the accounting
period in which they become measurable and
available. Expenditures are recognized in the
accounting period in which the fund liability is
incurred, if measurable.
Non-exempt Pay – This is the City’s pay structure
for positions that are paid by the hour. These
positions are eligible for overtime pay after working
eight hours a day which would reect a week’s total
hours above 40.
Objectives - Specic, measurable targets set in
relation to goals.
Operating Budget - Plans of current, day-to-day
expenditures and the proposed means of nancing
them.
Outputs - These are program performance
indicators that measure the quantity of work
performed by the program. These are units of
service delivered by the program to its customers.
Sometimes this is called workload.
Performance Budget - A budget that focuses upon
activities rather than line item expenditures. Work
load and unit cost data are collected in order to
assess eciency of services.
Policy – A plan, course of action, or guiding
principle, designed to set parameters for decisions
and actions.
Program - A logical division or classication of
activities within the City or within a Department.
See also Department.
Property Tax - Taxes that are levied on both real
and personal property according to the property’s
valuation and tax rate.
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GLOSSARYGLOSSARY 245
APPENDIXAPPENDIX
Public Works – A combination of city departments
organized to support the City Strategic Plan by
sharing resources to improve eciencies of
common tasks.
Reserve – An account used to indicate that a portion
of a fund’s balance is legally restricted for a specic
purpose and is, therefore, not available for general
appropriation.
Re-use Water – Water that has been treated from
the wastewater treatment plant which meets TCEQ
requirements to be used in limited ways rather than
potable water.
Revenue - Funds received as income. It includes
such items as tax payments, fees from specic
services, nes, interest income, franchise fees, etc.
Revenue Bond - Bonds whose principal and
interest are payable exclusively from user fees (e.g.
Water and Wastewater utility rates).
Repair and Replacement Fund - A utility fund
established for major wastewater system
improvements. Funding originated through the
conveyance of a portion of the City’s regional
wastewater plant to the City of Austin.
Risk Management – An organized eort to protect
the City’s assets against loss, utilizing the most eco-
nomical methods.
RRTEDC –
• Round Rock Transportation and Economic
Development Corporation
• Type B Sales Tax entity – 0.5% of sales tax
Sales Tax - Levied on applicable sales of goods and
services at the rate of 8.25 percent in Round Rock.
The City receives revenue from the sales tax at the
rate of 1.5 percent. The Round Rock Transportation
System Corp. receives 0.5 percent. Revenue from
the remaining portion of the rate is collected by the
state.
• 1.0% - General uses – goes to General Fund
• 0.5% - Property tax reduction – goes to General
Fund
• 0.5% - Economic Development / Transportation
– goes to Type B fund
Self-Financed Construction Fund – A fund used to
allocate cash funding for projects rather than
issuing debt. The fund’s sources are year-end
transfers from the respective fund.
• Cash balances to fund major CIP and Repair
& Maintenance of facilities, parks and internal
services
• These funds support the City’s pay-as-you-go
philosophy
• City has typically used conservative revenue
projections to create excess sales tax revenues
from prior years to cash fund projects and
maintenance that might otherwise be debt
nanced or deferred
• Both the General Fund and Utilities strategically
manage cash available to fund current and
future projects
• GSFC – General Self-Financed Construction,
from excess General Fund Revenues or
unspent General Fund budget
• UFSC – Utility Self-Financed Construction,
from excess water and wastewater revenues or
unspent utility budget
Special Revenue Fund - A fund used to account for
the proceeds of specic revenue sources that are
legally restricted to expenditure for specied
purposes (e.g. Hotel/Motel Special Revenue Funds,
Drainage Fund, Law Enforcement Fund, Library
Fund, Municipal Court Fund, Parks Improvement
and Acquisition Fund, PEG Fund, Tree
Replacement Fund).
Strategic Budget – A budget that is closely linked
to the City’s Strategic Plan and Departmental Goals,
Objectives, and Performance Measures.
Strategic Budgeting is the process that the City of
Round Rock utilizes to link the City’s Strategic Plan
and individual Departmental strategy and
performance to the City’s Budget.
Strategic Plan - A collectively supported vision of
the City’s future including observations regarding
the potential eects of various operating decisions.
Subdivision Development Fee - A fee related to
the inspection of subdivision improvements equating
to 1.5 percent of the actual total construction costs.
Tax Base – The total value of all real and personal
property in the City as of January 1st of each year,
as certied by the Appraisal Review Board.
Tax Levy – The total amount of taxes imposed by
the City on taxable property, as determined by the
Williamson Central Appraisal District.
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GLOSSARYGLOSSARY246
APPENDIXAPPENDIX
GLOSSARYGLOSSARY
Tax Rate - The amount of tax stated in terms of a
unit of the tax base (e.g. cents per hundred dollars
valuation).
Travis Central Appraisal District - Established
under state law and granted responsibility for
discovering and listing all taxable property,
appraising that property at market/production value,
processing taxpayer applications for exemptions,
and submitting the appraised values and
exemptions to each taxing unit. This listing becomes
the Certied Tax Roll for the taxing unit.
Utility Fund - See Water/Wastewater Utility Fund.
Venue –
• Separately voted HOT tax of 2% of room rental
• Dedicated to Sports Center
Water/Wastewater Utility Fund - A governmental
accounting fund better known as an enterprise fund
or proprietary fund in which the services provided
are nanced and operated similarly to those of a
private business. The rates for these services are
established to ensure that revenues are adequate to
meet all necessary expenditures.
Williamson Central Appraisal District -
Established under state law and granted
responsibility for discovering and listing all taxable
property, appraising that property at
market/production value, processing taxpayer
applications for exemptions, and submitting the
appraised values and exemptions to each taxing
unit. This listing becomes the Certied Tax Roll for
the taxing unit.
Working Capital - The excess of current assets
over current liabilities.
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ACRONYMSACRONYMS 247
APPENDIXAPPENDIX
ACRONYMSACRONYMS
ACC - Austin Community College
ADA - American with Disabilities Act
AMI - Automated Metering Infrastructure
ASE - Automatic Service Excellence. The City’s Fleet division
in General Services has maintained its ASE Blue Seal
Certication.
BACA - Allen R. Baca Center for Senior/Activity Center for
adults ages 50 and older
BCRUA - Brushy Creek Regional Wastewater System
BRA - Brazos River Authority
CALEA - Commission on the Accreditation of Law Enforcement
Agencies - The Round Rock Police Department has been
CALEA - certied since 2004.
CAMPO - Capital Area Metropolitan Planning Organization
CCTV - Closed Circuit Television
CBDG - Community Development Block Grants
CIP - Capital Improvement Plan
CMRC - Clay Madsen Recreation Center
CORR - City of Round Rock
CVB - Convention and Visitors Bureau
DEA - Drug Enforcement Agency
DSO - Development Services Oce
EMS - Emergency Medical Services
ETJ - Extra Territorial Jurisdiction
FBI - Federal Bureau of Investigation
FEMA - Federal Emergency Management Association
FTE - Full-time Equivalent
GASB - Governmental Accounting Standards Board
GIS - Geographical Information Systems
GTOT - Governmental Treasurers’ Organization of Texas
HR - Human Resources
ICMA - International City/County Management Associatio
n
ILA - Interlocal Agreement
ISO - Insurance Service Oce is a for-prot organization that
provides statistical information on risk. The “ISO Rating” has a
large impact on most re departments.
IT - Information Technology
HIPPA - Health Insurance Portability and Accountability Act of
1996
LED - Light-Emitting Diode
MGD - Millions of Gallons per Day
MOT - Mobile Outreach Team. The Williamson County MOT is
our Country’s emergency behavioral health response unit and
is partnering with the Round Rock Fire Department and Round
Rock Police Department on the opioid response grant.
MPC - Multipurpose Complex
NELAP - National Environmental Laboratory Accreditation
Program
NFIRS - National Fire Incident Reporting System
OSP - Old Settlers Park
PARD - Parks and Recreation Department
RRFD - Round Rock Fire Department
RRISD - Round Rock Independent School District
RRPD - Round Rock Police Department
RTL - Right-turn lane
PSTC - Public Safety Training Center
TCEQ - Texas Commission on Environmental Quality
TCFP - Texas Commission on Law Enforcement
TCM - Tyler Content Manager
TPDES - Texas Pollutant Discharge Elimination System
TRAPS - Texas Recreation and Parks Society
UB - Utility Billing
WTP - Water
WWTP - Wastewater Treatment Plant
Back to TOC
248
APPENDIXAPPENDIX
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City of Round Rock Adopted Budget (City of Round Rock, Texas)

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