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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

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INTRODUCTIONINTRODUCTION

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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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.

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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.

Charges for Utility Service $51.1 M

Impact Fees 8.0 M

Contracts & Other 38.3 M

$97.4 M

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BUDGET MESSAGEBUDGET MESSAGE

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.

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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

Back to TOC

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

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

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

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

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

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

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

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

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

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

k

I

H

3

5

I

H

3

5

O

l

d

S

e

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

i

s

S

c

h

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

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

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

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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

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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

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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