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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 eorts are provided below:
Tax Rate
Adopted
FY 2020
Adopted
FY 2019
Property Tax Rate $ 0.439000 $ 0.420000
Eective Tax Rate 0.401615 0.406240
Eective M&O Tax Rate 0.426986 0.418350
Rollback Tax Rate 0.441338 0.430740
Debt Rate 0.125491 0.121870
Description
Adopted
FY 2020
Projected
FY 2019
Public notices required by law $45,000 $42,000
Lobbying services $126,000 $97,000
ii
INTRODUCTIONINTRODUCTION
CITY LEADERSHIPCITY LEADERSHIP
CITY LEADERSHIPCITY LEADERSHIP
Craig Morgan Mayor
Writ Baese Mayor Pro Tem - Place 5
Tammy Young Council Member - Place 1
Rene Flores Council Member - Place 2
Matt Baker Council Member - Place 3
Will Peckham Council Member - Place 4
Hilda Montgomery Council Member - Place 6
Laurie Hadley City Manager
Bryan Williams Assistant City Manager
Brooks Bennett Assistant City Manager
Susan L. Morgan, CPA Chief Financial Ocer
BUDGET PRESENTATION AWARDBUDGET PRESENTATION AWARD iii
INTRODUCTIONINTRODUCTION
BUDGET PRESENTATION AWARDBUDGET PRESENTATION AWARD
Government Finance Ocers 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 eort spanning the City’s
scal year of October 1 through September 30.
The City Council meets each winter to rearm the City’s
vision and goals and to identify specic 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 eciencies. The team works together to
rene 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 eect October 1 for the start of the new
scal year.
• Council Budget Retreat
• 5-year Capital Improvement
Plan & Operating Plan
• Salary & Benet projections
• Departments submit budget
requests
• Revenue projections
• Executive review of budget
requests
• Strategic budget narratives
• Tax rolls certied 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
eective 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
Ocers Association (GFOA). Hyperlinks have been added where appropriate to link various
sections of the document or to link to specic pages of the City’s website to enhance electronic
accessibility of the document.
The rst three sections, the Budget Message, Strategic Plan, and City Prole, provide an overview
of the City’s strategic planning eorts 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
Eective 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 reects 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 specic
fund.
We believe the adopted budget reects 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 eort, time, and team spirit
in the development of this budget. Furthermore, special thanks are extended to all members of the
Finance Department who contributed to this document.
Bryan Williams
Assistant City Manager
Brooks Bennett
Assistant City Manager
Laurie Hadley
City Manager
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2
BUDGET MESSAGEBUDGET MESSAGE
Texas Comptroller Glenn Hegar has awarded the City of Round Rock 4 Transparency Stars,
recognizing the City’s eorts 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 armed and rened 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 trac 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 trac around our historic downtown, enhancing the downtown core for
pedestrians.
• Signicant 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 ofcers and two additional victims’ assistants to assist in
eorts 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 eective 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 reghters
and 11 new police
ocers, 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 dierent 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 oer
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 oer 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 eorts.
Utility Revenues
Utility rates are structured to generate sucient 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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10
BUDGET MESSAGEBUDGET MESSAGE
HOTEL OCCUPANCY TAX AND VENUE TAX FUNDSHOTEL OCCUPANCY TAX AND VENUE TAX FUNDS
HOTEL OCCUPANCY TAX AND VENUE TAX FUNDSHOTEL OCCUPANCY TAX AND VENUE TAX FUNDS
Tourism is a big deal in Round Rock, especially so for a City of our size. We have 3,258 hotel rooms with
another 1,451 under construction. Visitors come to Round Rock for the wide-range of indoor and outdoor
sporting events held in the Sports Capital of Texas; for our destination-based retail including IKEA, Bass
Pro Shops, and the Round Rock Premium Outlets; and for the variety of restaurants, outdoor adventures,
and numerous lodging options in the heart of Central Texas. Each one of these visitors who come and stay
overnight in one of Round Rock’s hotels pays a 9% City occupancy tax that is split between our two tourism-
related funds: the Hotel Occupancy Tax Fund and the Venue Tax Fund.
Hotel Occupancy Tax Fund
The Hotel Occupancy Tax Fund has a FY 2020 Adopted Budget of $4.9 million which funds the following
attractions in Round Rock.
The Dell Diamond opened in 2000, is consistently recognized as one of the best minor league stadiums
in the country ever since, and has one of the highest attendance rates.
The Round Rock Multipurpose Complex opened in May 2017. Since its inception it has hosted
dozens of regional tournaments, national tournaments for US Women’s Lacrosse and Quidditch, has been
named a home eld for a new professional rugby team, and has been selected as the future host for national
tournaments of NIRSA National Flag Football Championships and NIRSA Soccer National Championships.
Venue Tax Fund
The Venue Tax or Sports Center Fund has a FY 2020 Adopted Budget of $2.2 million which funds the Round
Rock Sports Center.
The Round Rock Sports Center opened in January 2014 and has since been the host of numerous
sporting events as well as banquets, wedding expos, corporate meetings, and other events that bring
visitors to Round Rock.
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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
oer, 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 oce 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 diversication 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 oce 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 signicant growth in the medical industry. The City is home to several hospitals
oering 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
suered 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 stang 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 certied 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 eective 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 eective 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 eect October has been
rescinded by the City Council due to cost saving eorts in that department. The Utility Fund has
saved money by reducing its power costs, improving operations and lowering interest payments by
renancing its debt. More information on the Utility Fund is available in the Utility Fund section of
this document.
DRAINAGE FUNDDRAINAGE FUND
This fund provides a stable funding source for the maintenance of the City’s stormwater system.
There are no rate increases included in the adopted budget. This fund includes $3.5 million in
operating costs and $4.4 million for capital improvements to the City’s drainage system. More
information on the City’s Drainage Fund is available in the Drainage Fund section of this document.
HOTEL OCCUPANCY TAX AND SPORTS CENTER FUNDSHOTEL OCCUPANCY TAX AND SPORTS CENTER FUNDS
The local hotel/motel industry continues to be particularly vibrant in Round Rock. The City has 3,258
hotel rooms with another 1,451 under construction. Occupancy rates remain among the highest
in the state at 78%. Hotel Occupancy Tax proceeds support the City-owned Dell Diamond, the
Convention & Visitor’s Bureau, the Round Rock Sports Center, and the Multipurpose Complex.
More information on the Hotel Occupancy Tax and Sports Center Funds is available in the Special
Revenue Funds section of this document.
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FINANCIAL REVIEWFINANCIAL REVIEW 17
BUDGET MESSAGEBUDGET MESSAGE
ROUND ROCK TRANSPORTATION AND ECONOMIC ROUND ROCK TRANSPORTATION AND ECONOMIC
DEVELOPMENT CORPORATION (TYPE B) FUNDDEVELOPMENT CORPORATION (TYPE B) FUND
The Type B Fund receives its revenue from 0.5 cents of the City’s local sales tax. This provides $19.9
million per year for various transportation and economic development programs. These revenues
are allocated between transportation improvements and economic development projects through a
5 year allocation plan adopted by the Type B Board and by the City Council.
CAPITAL IMPROVEMENTS PROGRAM (CIP)CAPITAL IMPROVEMENTS PROGRAM (CIP)
The City manages its current assets and keeps up with growth through CIP master-planning for Parks
& Recreation, Roads, Water and Wastewater Utilities, Stormwater Drainage, and City Facilities.
Over the next ve years the City expects to spend $610.8 million on improvements in these areas.
Around 60% of these expenditures will be made with cash reserves the City has on hand which
shows the nancial stability of Round Rock. Not having to borrow for well over half of the planned
capital expenditures saves the community money. For more details on the CIP, including a complete
list of all planned capital projects over the next ve years please see the Capital Project Funds
section of this document.
5 YEAR CIP BY USE5 YEAR CIP BY USE
Admin, Comm, IT, Fleet, &
Facilities*
$30.7M
5%
Sports Management &
Tourism
$2.7M
0.5%
Drainage
$7.8M
1%
Fire
$20.4M
3%
Library
$21.7M
4%
Parks & Recreation
$15.9M
3%
Police
$2.8M
0.5%
Transportation
$252.0M
40%
Wat
er & W
ast
ewater
$256.8M
43%
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18
BUDGET MESSAGEBUDGET MESSAGE
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STRATEGIC PLANSTRATEGIC PLAN
19STRATEGIC PLANNING FOR THE CITYSTRATEGIC PLANNING FOR THE CITY
STRATEGIC PLANNING FOR THE CITYSTRATEGIC PLANNING FOR THE CITY
The Round Rock City Council uses focused long-range strategic planning to ensure the City continues
to provide high-quality services well into the future. At the core of this approach to planning is a multi-
year strategic plan rst developed in 2012. Each year the City Council meets with the City Manager and
Department Directors to revisit the strategic plan, recommit to the long range vision, and identify specic
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 specic 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 specic vision and mission, nancial and
personnel information, and some performance measures. Most of these measures for FY 2020 are basic
measures that gauge the level and quantity of services provided to the City’s residents and customers. Over
the next few years City sta hopes to identify additional measures to assess the quality of service provided
and the outcomes to the City’s neighborhoods and to the residents resulting from the services.
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20
STRATEGIC PLANSTRATEGIC PLAN
CITY VISIONCITY VISION
CITY VISIONCITY VISION
The City Council rearmed 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 identied 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
reective 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 eciency and
water-wise features
Old Settlers Park
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22
STRATEGIC PLANSTRATEGIC PLAN
CITY GOALSCITY GOALS
CITY GOALSCITY GOALS
The City Council has identied 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 identied for each are:
FINANCIALLY SOUND CITY PROVIDING HIGH VALUE SERVICES
CITY INFRASTRUCTURE: TODAY & FOR TOMORROW
GREAT COMMUNITY TO LIVE
• Diversify City revenues to support dened 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 eective 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 benet of residents and the local
economy
• Expand conventions/conferences
• Develop eective 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 eectiveness of homeowner associations
• Repair and upgrade neighborhood infrastructure: streets, sidewalks, utilities,
fences, and streetscapes
• Upgrade neighborhood parks and open spaces
SUSTAINABLE NEIGHBORHOODS
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24
STRATEGIC PLANSTRATEGIC PLAN
POLICY AGENDA - TOP PRIORITY GOALSPOLICY AGENDA - TOP PRIORITY GOALS
POLICY AGENDA - TOP PRIORITY PROJECTSPOLICY AGENDA - TOP PRIORITY PROJECTS
COs for Major Projects
Finance Department | Goal 1
Status: Complete
Milestones Due Date
1. Council Decision: Notice to Proceed 2/19 Complete
2. Council Decision: Authorization for Roads 4/19 Complete
3. Council Report: Update 4/19 Complete
4. Receive Funding 5/19 Complete
Road Impact Fees
Transportation Department | Goal 1
Status: Sta is working to create online tools that will be easily accessible and user friendly
for the development community
Milestones Due Date
1. Council: 1st Reading 2/19 Complete
2. Council: 2nd Reading 3/19 Complete
3. Implementation 1/21
Comprehensive Water Strategy/Future Alternatives for Water
Utility & Environmental Services Department | Goal 2
Status: Received three alternate water supply RFIs; evaluating the submittals over the next
90 days
Milestones Due Date
1. Prepare RFI/RFP for Water Sources 6/19 Complete
2. Council Review: RFI/RFP 8/19 Complete
3. Issue RFI/RFP 8/19 Complete
4. Received RFI/RFP 10/19 Complete
5. Evaluate RFI/RFP 12/19
6. Council Review 1/20
7. Council Discussion 2/20
Library Project: Land Acquisition
City Attorney | Goal 2
Status: Ongoing; Supplemental Agreement No. 2 with PGAL, Inc. approved on July 25,
2019.
Milestones Due Date
1. Evaluate Site 2/19 Complete
2. Complete Purchase 3/19 Complete
3. Initiate Design 7/19 Complete
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25
STRATEGIC PLANSTRATEGIC PLAN
POLICY AGENDA - TOP PRIORITY GOALSPOLICY AGENDA - TOP PRIORITY GOALS
Sports Center Facilities/Multi-use Fields Future Direction: Land Acquisition
Sports Management and Tourism Department | Goal 4
Status: Ongoing - Feasibility Study for Sports Center 2 is complete; discussion at the retreat
in January 2020.
Milestones Due Date
1. Evaluate potential land acquisitions 4/19 Complete
2. Prepare report with options 8/19 Complete
3. Council Decision: Direction 1/20
Comprehensive Plan 2030: Update
Planning and Development Services Department | Goal 6
Status: In process of drafting implementation strategies for the Comprehensive Plan policies.
Discussion at the retreat in January 2020.
Milestones Due Date
1. Complete public engagement 3/19 Complete
2. Analyze input 7/19 Complete
3. Develop draft plan 12/19
4. Planning & Zoning Commission Action 2020
5. Council Action 2020
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26
STRATEGIC PLANSTRATEGIC PLAN
POLICY AGENDA - HIGH PRIORITY PROJECTSPOLICY AGENDA - HIGH PRIORITY PROJECTS
POLICY AGENDA - HIGH PRIORITY PROJECTSPOLICY AGENDA - HIGH PRIORITY PROJECTS
216 E. Main Street (current library location): Direction
Round Rock Public Library and Assistant City Manager | Goal 5
Status: Structural assessment complete; Individual Council brieng 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 Brieng: 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 Brieng: Direction and Incentives 6/19 Complete
3. Submit PUD TBD
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28
STRATEGIC PLANSTRATEGIC PLAN
MANAGEMENT AGENDA - TOP PRIORITY PROJECTSMANAGEMENT AGENDA - TOP PRIORITY PROJECTS
MANAGEMENT AGENDA - TOP PRIORITY PROJECTSMANAGEMENT AGENDA - TOP PRIORITY PROJECTS
Body Worn/In Car Camera Replacement: Direction and Funding
Round Rock Police Department, Information Technology Department | Goal 1
Status: RFP closed - narrowed to 3 solutions - all 3 solutions being eld tested. Field test-
ing period runs through November. Target for nal selection is December 31st.
Milestones Due Date
1. Issue RFP 4/19 Complete
2. Council Decision: Fund Authorization 1/20
3. Implementation: Cameras 3/20
Kenney Fort (Arterial A): Segment 2 and 3
Transportation Department | Goal 2
Status: City continues to buy right-of-way and develop plans
Milestones Due Date
1. Complete design 2/20
2. Complete ROW acquisition 2/20
3. Complete utility relocation 6/20
4. Issue bid 6/20
5. Council Decision: Award contract 8/20
6. Construction
10/2019-2020
Kalahari Resort Development
Finance Department | Goal 3
Status: Complete. First of two issues completed on July 25, 2019. Due to near record low
interest rates, rst issue increased to $21.6 million. Second and nal debt issue for conven-
tion center is scheduled for April 2020.
Milestones Due Date
1. Council Decision: Debt for Convention Center 4/19 Complete
delayed due to possible State legislative issues
Nutty Brown Oakmont Access Development
Transportation Department | Goal 3
Status: Plans under design waiting on agreement with Hagood.
Milestones Due Date
1. Council Design: Award design 4/19 Complete
2. Complete Design 4/20
3. Council Decision: Award construction 7/20
4. Complete Construction 3/21
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29
STRATEGIC PLANSTRATEGIC PLAN
MANAGEMENT AGENDA - TOP PRIORITY PROJECTSMANAGEMENT AGENDA - TOP PRIORITY PROJECTS
Downtown Noise Ordinance
Assistant City Managers | Goal 3
Status: Revisions regarding outdoor music venue zoned MU-1. This ordinance is eective
as of April 15, 2019.
Milestones Due Date
1. Council Decision: Ordinance Adoption 4/19 Complete
City Master Plan for Facilities
General Services Department | Goal 1
Status: To be discussed at the Council retreat in January 2020.
Milestones Due Date
1. Develop Budget Proposal 4/19 Complete
2. Council Decision: Budget FY 20 Funding 10/19
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30
STRATEGIC PLANSTRATEGIC PLAN
MANAGEMENT AGENDA - HIGH PRIORITY PROJECTSMANAGEMENT AGENDA - HIGH PRIORITY PROJECTS
MANAGEMENT AGENDA - HIGH PRIORITY PROJECTSMANAGEMENT AGENDA - HIGH PRIORITY PROJECTS
Community Communications & Outreach Enhancement
Communications & Marketing Department | Goal 1
Status: Recently acquired and have started using online citizen engagement system; devel-
oping education campaign for 5-year transportation plan implementation and funding.
Milestones Due Date
1. eNewsletter 5/19 Complete
2. Evaluate online tools 7/19 Complete
3. Evaluate Community Impact - campaign 7/19 Complete
4. Council Decision: Budget FY 20 Funding - online tools 9/19 Complete
5. Council Decision: Budget FY 20 Funding - campaign 9/19 Complete
6. Implement online tools 11/19 Complete
Gattis School Road: Next Steps
Transportation Department | Goal 2
Status: Segment 6 - Continue to buy ROW and develop plans.
Segment 7 - Plans under development.
Milestones Due Date
A. Segment 6 (Sonoma - Red Bud)
1. Complete design 12/19
2. Relocate utility 2020
3. Construction 2021-2022
B. Segment 3 (Double Creek - AW Grimes)
1. Complete design 12/20
Nutty Brown Development
Planning & Development Services Department | Goal 6
Status: Owner is still working towards opening during the 2021 concert season.
Construction has not commenced as of yet. Owner is holding weekly construction meetings
with his team to discuss moving the project forward.
Milestones Due Date
1. Opening 2021
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31
STRATEGIC PLANSTRATEGIC PLAN
The Depot Development
Planning & Development Services Department | Goal 5
Status: Railroad has removed the deed restrictions on a portion of the property so the
project may proceed. Projected closing is on track. 1st parcel should close soon. Legal is
facilitating. Developer has stated consumer interest is high.
Milestones Due Date
1. Council Design: Agreement with Railroad 3/19 Complete
2. Complete closing 12/20
3. Groundbreaking 3/20
MANAGEMENT AGENDA - HIGH PRIORITY PROJECTSMANAGEMENT AGENDA - HIGH PRIORITY PROJECTS
Kinningham House: Direction & Funding
Parks & Recreation Department | Goal 1
Status: To be discussed at the Council retreat in January 2020.
Milestones Due Date
1. Review plan 4/19 Complete
2. Prepare budget proposal 4/19 Complete
3. Council Decision: Budget FY 20 Funding 9/19 Complete
BRA Contract: Negotiation on Contract
Utilities & Environmental Services Department | Goal 2
Status: Reviewed current water contract with BRA. BRA is not interested in resettling date
for their existing water contracts.
Milestones Due Date
1. Negotiate to reset date 11/19
2. Council Decision: Updated contract 12/19
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32
STRATEGIC PLANSTRATEGIC PLAN
MANAGEMENT AGENDA - MODERATE PRIORITY PROJECTSMANAGEMENT AGENDA - MODERATE PRIORITY PROJECTS
MANAGEMENT AGENDA - MODERATE PRIORITY PROJECTSMANAGEMENT AGENDA - MODERATE PRIORITY PROJECTS
Emergency Management - Preparedness, Response and Recovery: Status and Update
Fire Department | Goal 1
Status: Council approved on July 25, 2019. Complete.
Milestones Due Date
1. Council Brieng - 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 stang 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 Brieng: 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 stang and operating an additional re station, stang and
operating a new main library currently under design, and additional stang for public safety and transportation
to continue to provide high quality services to the City’s growing population.
WATER AND WASTEWATER RATE MODEL
The city regularly updates the long-range water and wastewater rate model. This long-range nancial planning
tool maps out the anticipated revenues and expenses for the Utility Fund over the next 10 years based on
certain assumptions. Based on the updated model, the FY 2020 Budget does not include the anticipated
3% increase determined in FY 2019. The City’s wastewater rates are not increasing since the model shows
the future needs of the wastewater program are adequately funded within current revenues, impact fees and
other developer contributions.
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34
STRATEGIC PLANSTRATEGIC PLAN
Back to TOC
ROUND ROCK CITY COUNCILROUND ROCK CITY COUNCIL
ROUND ROCK CITY COUNCILROUND ROCK CITY COUNCIL
Mayor
Craig Morgan
Mayor Pro Tem
Writ Baese
Place 3
Matt Baker
Place 1
Tammy Young
Place 4
Will Peckham
Place 2
Rene Flores
Place 6
Hilda Montgomery
CITY PROFILECITY PROFILE
35
The Mayor and six Council members, acting as the elected
representatives of the citizens of Round Rock, formulate public
policy to meet community needs and assure orderly development in
the City. The City Council appoints the City Manager, City Attorney,
Municipal Court Judge and various citizen boards and commissions.
The City Council’s public policy activities include: adopting the City’s
annual budget and establishing general objectives; reviewing and
adopting all ordinances and resolutions; and approving purchases
and contracts as prescribed by City Charter and State Law.
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36
CITY PROFILECITY PROFILE
CITY ORGANIZATIONAL CHARTCITY ORGANIZATIONAL CHART
CITY ORGANIZATIONAL CHARTCITY ORGANIZATIONAL CHART
Citizens of Round Rock
Mayor & Council
Purchasing
City Manager
Municipal Judge
City Attorney
Assistant City ManagerAssistant City Manager
Utilities & Environmental
Services
Planning & Development
Services
Information Technology
Police Department
Finance
Patrol
Investigations
Support Services
Animal Control
Records Management
City Clerk
Fire Department
Finance
Fire Suppression
Fire Prevention
Inspections
Public Education
Human Resources
Finance
Benefits
Recruitment
Risk Management
Library
Finance
Administration
Technical Services
Public Services
Youth Services
Arts & Culture
Video Production
Downtown Events &
Marketing
Finance
Code Enforcement
Parks
Recreation Centers
Athletics/Aquatics
Forestry
General Services
Finance
Facility Maintenance
Finance
Planning & Engineering
Operations Maintenance
Water Conservation
Solid Waste & Recycling
Transportation Department
Operations & Maintenance
Sports Management &
Tourism
Legislative Issues
Finance
Sports Center
Forest Creek Golf Club
Dell Diamond
Adult Services
Enterprise Applications
Social Media &
Digital Content
Convention & Visitors Bureau
Water/Wastewater Treatment
Storm Water Drainage
Management
Transportation Planning &
Engineering
Transit/Public Transportation
Construction Inspection
Services
Vehicle Maintenance Facility
Building Construction
Long Range Planning &
Zoning
Current Development
Commerical / Residential &
Civil Inspections
Geographic Information
Systems
Infrastructure & Customer
Support
Utility Billing
Accounting & Treasury
Budget
Municipal Court
Purchasing
Communications &
Marketing
Parks and Recreation
Community Development
Talent Development
Multipurpose Complex
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37
CITY PROFILECITY PROFILE
LOCATION OF ROUND ROCKLOCATION OF ROUND ROCK
LOCATION OF ROUND ROCKLOCATION OF ROUND ROCK
Round Rock is located fteen minutes north of downtown
Austin on Interstate Highway 35. This location places our
city within three hours driving time of ninety percent of
the population of the State of Texas. This population, of
over twenty-six million people provides an exceptional
market for rms located in
Round Rock.
Our location also provides
ready access to the
State Capital, multiple
colleges, several large
hospitals and medical
educational facilities,
a long list of high tech
industries including
Dell, and a civilian
work force of over
1,146,000 within the Austin
MSA (Round Rock Chamber of
Commerce)
The Texas Hill Country and the
Highland Lakes are within minutes,
providing residents easy access to
some of the best outdoor recreation in
Texas.
GROWTH IN ROUND ROCKGROWTH IN ROUND ROCK
Distance to Austin - 15 Miles
Distance to San Antonio - 96 Miles
Distance to Houston - 178 Miles
Distance to Dallas/Ft Worth - 186 Miles
El Paso
Abilene
Fort Worth
Dallas
Round Rock
San Antonio
Houston
Austin
Round Rock
San Antonio
Austin
Lubbock
Amarillo
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38
CITY PROFILECITY PROFILE
HISTORY OF ROUND ROCKHISTORY OF ROUND ROCK
Volunteer Hook and Ladder Company, Volunteer Hook and Ladder Company,
19071907
The Round RockThe Round Rock
Tonkawa Tribe in Williamson Tonkawa Tribe in Williamson
County,1898County,1898
18481848
Settlers voted to
form Williamson
County out of the
Milam District.
18541854
The U.S. Post Oce
requested that the Brushy
Creek Post Oce 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 signicant convention and
hotel space.
Bass Pro ShopsBass Pro Shops
20072007
IKEA opened, becoming
the largest single retail
store in Central Texas.
2015 2015
Bass Pro Shops opened a
104,000 square foot store
just north of the Round Rock
Premium Outlets.
20082008
Seton Hospital opened its
regional medical center, Texas
A&M broke ground on a medical
school branch campus, and
Texas State University opened a
nursing school campus making
Round Rock a major healthcare
destination.
Texas A&M - Round Rock Texas A&M - Round Rock
IKEAIKEA
UPSUPS
2010
Austin Community
College’s Round
Rock campus
opens for classes.
HISTORICAL CITY POPULATION, 1970-2020
0
25,000
50,000
75,000
100,000
125,000
1970 1980
1990
2000 2010
2020
2,811
12,740
30,923
61,136
99,887
119,371
2012
Emerson Process
Management relocated
its international
headquarters and
technology to Round
Rock
SOURCE: US CENSUS BUREAU
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1. The “Round Rock”
2. Historic Downtown
3. Play for All Park
4. Kalahari Resorts
5. Round Rock Multipurpose
Complex
10. Bass Pro Shops
11. Premium Outlets
12. IKEA
13. Round Rock Sports Center
6. Dell Diamond
7. Rock’N River
8. Old Settlers Park
9. Austin Community College,
Texas State University,
Texas A&M University
B
r
u
s
h
y
C
r
e
e
k
I
H
3
5
I
H
3
5
O
l
d
S
e
t
t
l
e
r
s
B
l
v
d
7
9
A
W
G
r
i
m
e
s
M
a
y
s
S
t
G
a
t
t
i
s
S
c
h
o
o
l
R
o
a
d
R
e
d
B
u
d
L
a
ne
F
M
6
2
0
4
5
G
r
e
e
n
l
a
w
n
B
l
v
d
U
n
i
v
e
r
s
i
t
y
B
l
v
d
1
2
3
6
7
8
9
10
11
12
13
4
5
CITY PROFILECITY PROFILE
42 DESTINATION ROUND ROCKDESTINATION ROUND ROCK
DESTINATION ROUND ROCKDESTINATION ROUND ROCK
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Round Rock continues to gain recognition for the value of the high quality services provided to our residents.
Some of the most recent accolades are summarized below. A full listing of the City’s awards and accolades
is available on the City’s website.
BEST MINOR LEAGUE BASEBALL TOWNS
SmartAsset.com ranked the Best Minor League
Baseball Towns of 2019 and Round Rock, the “Sports
Capital of Texas”, placed Number 1. Selections
are based on quality of life and game experience
measures.
BEST PLACE TO BUY A HOUSE
Niche.com ranked Round Rock Number 5 Best
City in America to Buy a House in 2019. Some of
the factors to determine ranking included, location’s
home value, taxes, crime rates, and the quality of
local schools.
BEST PLACES TO LIVE
Money.com ranked the Best Places to Live in America
and Round Rocked placed Number 2. Selections
are based on economic factors, education, health
an safety, and leisure activities.
43
CITY PROFILECITY PROFILE
ACCOLADESACCOLADES
ACCOLADESACCOLADES
SAFEST CITIES IN AMERICA
Niche.com ranked the 2018 Safest Cities in the
Country and Round Rock placed Number 5.
Selections are based on violent and property crime
rates.
ONE OF THE NATION’S COOLEST
SUBURBS
Round Rock has been named as One of the Coolest
Suburbs in America according to Apartment Therapy.
Selections were based on three main factors: a good
food/drink scene, a decent commute from the city, a
place with history or its own unique elements.
ONE OF THE COOLEST SUBURBS
BEST CITIES TO RETIRE
U.S. News & World Report ranked the Best Cities
to Retire and Round Rock placed Number 4.
Selections are based on cost of living, crime rate,
walkability, health care quality, tax burden, weather,
and culture.
RETIREMENT
NEXT EXIT
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The City believes that is important to not only plan for and provide adequate levels of quality service, but
to also provide a means of measuring and reporting the results of our eorts. 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 fulll 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 satised with City services. Seventy-one percent (71%) of residents who had
an opinion were “very satised” or “satised” 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 satised with transportation planning (28% responded “dissatised”),
maintenance of streets and sidewalks (20%), enforcement of codes and ordinances (10%), and communication
with the public (11%). The City values the input from our residents and several new initiatives in the FY 2020
Budget are targeted to improve these services that received the highest levels of dissatisfaction.
14%
20%
24%
19%
25%
24%
22%
30%
36%
34%
40%
39%
42%
46%
29%
38%
34%
42%
39%
41%
49%
46%
40%
46%
41%
44%
41%
42%
29%
38%
32%
20%
29%
25%
21%
15%
19%
12%
17%
14%
12%
10%
28%
5%
10%
20%
7%
11%
8%
9%
5%
9%
3%
5%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Transportation planning
Municipal court services
Enforcement of codes and ordinances
Maintenance of streets and sidewalks
Customer service
Communication with the public
Stormwater runoff & flood prevention
Water and wastewater services
Library services
Trash, recycling, & yard waste collection
Emergency medical services
Parks and recreation services
Police services
Fire services
Very Satisfied Satisfied
Neutral
Dissatisfied
44
CITY PROFILECITY PROFILE
CITY SURVEY RESULTSCITY SURVEY RESULTS
CITY SURVEY RESULTSCITY SURVEY RESULTS
Back to TOC
When asked about the biggest issues facing Round Rock over the next ve years an overwhelming majority
(85%) of respondents listed trac 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
Back to TOC
The City is in the middle of a rapid growth in population. The estimated population for 2020 is 119,371, a
nineteen point ve percent (19.5%) increase from just 10 years ago and ninety-ve percent (95%) increase
from the 2000 census.
DEMOGRAPHICS:
Population by Age Range:
Age Range Percent of Population
U
nder age 5 6.8%
Under age 18 28.5%
Ages 18 to 64 63.9%
Ages 65 and over 7.5%
Population by Ethnicity:
Ethnicity Percent of Population
White 74.
7%
Black or African American 9.9%
American Indian and Alaska Native 0.2%
Asian 6.7%
Native Hawaiian/Other Pacific Islander 0.0%
Two or more races 4.6%
Hispanic or Latino origin 30.8%
Non-Hispanic White 49.7%
Source: US Census Bureau
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
2014 2016 2018 2020 2022 2024 2026 2028 2030
City Population
Year
46
CITY PROFILECITY PROFILE
CITY POPULATIONCITY POPULATION
CITY POPULATIONCITY POPULATION
Back to TOC
PRINCIPAL EMPLOYERS PRINCIPAL WATER CUSTOMERS
PRINCIPAL TAXPAYERS PRINCIPAL HOTELS
Rank Taxpayer
Net Assessed
Valuation (2019)
1 Dell Computer Holdings, LP $406,352,490
2 150,995,328
3 91,484,076
4
CMF 15 Portfolio, LLC
(Colonial Grand Apt)
85,887,460
5
2811 La Frontera LP
(The District on La Frontera Apts)
81,206,046
6 80,240,231
7 79,790,912
8 78,753,860
9 58,887,681
10
FST La Frontera
(La Frontera)
55,686,880
Columbia/ST David Healthcare
Dell Computer Corp
BT - OH LLC
( UPS)
CPG Round Rock, LP
(Round Rock Premium Outlets)
Baltgem Development Corp.
(La Frontera Village)
Fisher-Rosemount Systems Inc.
(Emerson Process Management)
Rank Hotel
Number of
Rooms
FY 2019 Hotel
Occupancy Tax
Collected
1 Austin Marriott North 295 $865,591
2 Homewood Suites 115 387,072
3 Hyatt Place 138 363,250
4 Hilton Garden Inn 122 348,296
5 Home 2 Suites 91 276,936
6 Courtyard Marriott 113 268,797
7 Holiday Inn Express N 109 265,933
8 Residence Inn 96 247,723
9 Springhill Suites 104 244,761
10 Holiday Inn 116 234,511
Rank Employer
Employees
(2019)
1 Dell, Inc. 13,000
2 Round Rock Independent School District 6,955
3 City of Round Rock 1,008
4 Emerson Process Management 875
5 Round Rock Premium Outlets 800
6 Seton Medical Center Williamson 750
7 Baylor Scott & White Healthcare 750
8 St. David's Round Rock Medical Center 689
9 Sears Teleserv 600
10 UPS 563
Rank Customer
FY 2019 Water
Consumption
(
in Gallons)
1 Fern Bluff Municipal Utility District (MUD) 257,829,100
2 Paloma Lake MUD #1 & #2 203,035,300
3 Williamson County MUD #11 174,370,600
4 Williamson County MUD #10 158,331,700
5 Chandler Creek 140,718,100
6 Vista Oaks 121,533,700
7 Round Rock ISD 80,048,700
8 Mid America Apartments 68,769,500
9 Dell 63,036,900
10 Proportion Foods 52,128,300
47
CITY PROFILECITY PROFILE
CITY TOP TENSCITY TOP TENS
CITY TOP TENSCITY TOP TENS
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48
CITY PROFILECITY PROFILE
Back to TOC
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
Back to TOC
FINANCIAL SUMMARIES FOR ALL FUNDSFINANCIAL SUMMARIES FOR ALL FUNDS 51
BUDGET SUMMARIESBUDGET SUMMARIES
Total Budget
General
Fund
General Capital
Projects &
Equipment
Debt Service
Fund
Utility
Fund
Drainage
Fund
T ype B
Fund
HOT
Fund
Sports Center
Fund
Special Revenue &
Other Funds
Estimated Fund Balance/Working Capital $249,237,949 $44,361,549 $28,
694,013 $1,924,042 $125,802,352 $9,106,176 $27,908,700 $2,516,062 $5,095,408 $3,829,647
Revenues & Sources Revenues & Sources
Property Tax 64,517,854 42,066,250 22,451,604 Property Tax
Sales Tax 74,390,000 52,600,000 1,900,000 19,890,000 Sales Tax
Hotel Occupancy Tax 5,530,000 4,300,000 1,230,000 Hotel Occupancy Tax
Other Taxes & Franchise Fees 7,310,000 7,310,000 Other Taxes & Franchise Fees
Licenses, Permits, & Fees 10,200,000 1,695,000 8,250,000 255,000 Licenses, Permits, & Fees
Service Charges 55,853,162 1,375,000 50,834,000 3,644,162 Service Charges
Program Revenues 7,084,805 3,537,400 1,015,000 2,532,405 Program Revenues
Fines & Forfeitures 1,387,000 1,280,000 107,000 Fines & Forfeitures
Contracts & Other 58,009,406 6,835,738 261,000 130,000 38,344,000 905,000 10,080,634 125,000 350,000 978,034 Contracts & Other
Bond Proceeds 99,850,000 99,850,000 Bond Proceeds
Capital Lease 3,500,000 3,500,000 Capital Lease
Transfers In 10,015,951 5,061,250 3,817,201 262,500 875,000 Transfers In
Total Revenues & Sources 397,648,178 121,760,638 9,478,201 22,844,104 97,428,000 4,549,162 129,820,634 4,425,000 2,595,000 4,747,439 Total Revenues
Expenditures & Uses Expenditures & Uses
Administration 2,795,978 1,960,778 835,200 Administration
Communications 1,961,889 1,231,653 396,236 334,000 Communications
Finance 6,175,630 3,914,533 2,147,101 113,996 Finance
Fire 23,871,894 23,871,894 Fire
Fiscal Support 21,454,719 6,693,743 1,753,401 13,007,575 Fiscal Support
General Services 5,305,453 5,305,453 General Services
Human Resources 1,499,587 1,499,587 Human Resources
Information Technology 4,880,453 4,880,453 Information Technology
Legal Services 1,275,000 1,275,000 Legal Services
Library 3,153,022 3,149,374 3,648 Library
Parks & Recreation 13,364,732 12,725,599 639,133 Parks & Recreation
Planning & Development 5,906,613 5,666,259 240,354 Planning & Development
Police 34,325,210 33,671,995 653,215 Police
Recycling 252,852 252,852 Recycling
Sports Management & Tourism 7,016,267 1,888,347 1,751,833 3,376,087 Sports Management & Tourism
Transportation 15,757,430 14,908,464 848,966 Transportation
Utilities & Drainage 30,150,430 27,480,574 2,669,856 Utilities & Drainage
Debt Service 42,033,363 23,103,162 9,743,000 561,731 7,615,515 638,925 371,030 Debt Service
Transfers Out 10,015,951 3,817,201 200,000 4,000,250 258,000 803,000 937,500 Transfers Out
Proposed Uses - General SFC 6,927,201 6,927,201 Proposed Uses - General SFC
GSFC - Designated, not yet spent 4,925,000 4,925,000 GSFC - Designated, not yet spent
Fleet Replacement 3,824,500 3,000,000 574,500 250,000 Fleet Replacement
Capital Improvement Projects 197,871,858 16,917,111 71,370,338 4,160,000 103,840,899 1,087,094 50,000 446,416 Capital Improvement Projects
Total Expenditures & Uses 444,745,032 124,824,838 31,969,312 23,103,162 117,069,164 7,899,587 126,951,155 4,948,102 2,172,863 5,806,849 Total Expenditures
Net Revenues & Sources (47,096,854) (3,064,200) (22,491,111) (259,058) (19,641,164) (3,350,425) 2,869,479 (523,102) 422,137 (1,059,410) Net Revenues
Less Reservations Less Reservations
Contingency 48,540,475 30,301,909 14,830,539 731,964 1,000,000 924,634 437,958 313,471 Contingency
Concentration Risk Fund 10,830,584 10,830,584 Concentration Risk Fund
Debt Reserves 2,819,813 1,664,984 642,506 512,323 Debt Reserves
Bond Proceeds 13,882,637 1,640,718 12,241,919 Bond Proceeds
Designations - Projects 9,690,852 4,430,190 3,000,000 2,260,662 Designations - Projects
Total Reservations 85,764,361 41,132,493 6,070,908 1,664,984 14,830,539 731,964 13,241,919 1,567,140 3,950,281 2,574,133 Total Reservations
Available Ending Fund Available Ending Fund
Balance/Working Capital FYE 2020 116,376,734 164,856 131,994 - 91,330,649 5,023,787 17,536,260 425,820 1,567,264 196,104 Balance/Working Capital
Back to TOC
COMBINED EXPENDITURES BY CATEGORY COMBINED EXPENDITURES BY CATEGORY 52
BUDGET SUMMARIESBUDGET SUMMARIES
COMBINED EXPENDITURES BY CATEGORY COMBINED EXPENDITURES BY CATEGORY
Personnel
Services
$105.2M
24%
Operating
Expenses
$76.2M
17%
Capital Outlay
$211.3M
48%
Debt Service
$42.0M
9%
Transfers
$10.0M
2%
Fund
Personnel
Services
Operating
Expenses
Capital
Outlay
Debt
Service Transfers
Total
Budget
General Fund 89,121,983$ 31,207,222$ 678,432$ 3,817,201$ 124,824,838$
General Capital Projects & Equipment 31,769,312 200,000 31,969,312
Debt Service Fund 23,103,162 23,103,162
Utility Fund 12,035,795 22,408,481 68,881,638 9,743,000 4,000,250 117,069,164
Drainage Fund 1,787,301 731,683 4,560,872 561,731 258,000 7,899,587
Type B Fund 14,691,741 103,840,899 7,615,515 803,000 126,951,155
HOT Fund 482,631 1,804,452 1,084,594 638,925 937,500 4,948,102
Sports Center Fund 1,111,496 640,337 50,000 371,030 2,172,863
Special Revenue Funds 627,871 4,732,562 446,416 5,806,849
Total 105,167,077$ 76,216,478$ 211,312,163$ 42,033,363$ 10,015,951$ 444,745,032$
Back to TOC
53
BUDGET SUMMARIESBUDGET SUMMARIES
GENERAL FUND NEW PROGRAMSGENERAL FUND NEW PROGRAMS
GENERAL FUND NEW PROGRAMSGENERAL FUND NEW PROGRAMS
New FT Es Amount
Fire
Fire Code Inspector (Hire Date: 2/1/20) 1.00 101,000
Total Fire 1.00 101,000
Fiscal Support
Minimum Pay Rate Adjustment 1,000,000
Total Fiscal Support 0.00 1,000,000
Gen
eral Services
Administrative Associate (Hire Date: 2/1/20) 1.00 44,574
Total Fiscal Support 1.00 44,574
Library
Library Manager (Hire Date:10/1/19) 1.00 107,275
Total Library 1.00 107,275
Parks & Recreation
Pop Up Play Day 12,000
Adult Rec Complex Tournaments 14,955
Fitness Instructor (Hire Date:10/1/19) 1.00 69,036
Brush Truck w/ Grapple Arm Operating 3,500
Additional Line Item Requests 8,000
Total Parks & Recreation 1.00 107,491
Planning
Planner (Hire Date: 2/1/19) 1.00 57,937
Temp Intern & Temp Planning Technician 22,005
Total Planning 1.00 79,942
Police
Police Officers (Hire Date:10/1/19) 2.00 207,000
Victims' Assistants (Hire Date:10/1/19)
2.00 122,216
Body Worn/In Car Camera System 250,000
Total Police 4.00 579,216
Transportation
CIP Infrastructure Inspector (Hire Date:10/1/19) 1.00 85,985
Total Transportation 1.00 85,985
Total Ge
neral Fund 10.00 2,105,483
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OTHER FUNDS NEW PROGRAMSOTHER FUNDS NEW PROGRAMS54
BUDGET SUMMARIESBUDGET SUMMARIES
OTHER FUNDS NEW PROGRAMSOTHER FUNDS NEW PROGRAMS
New FTEs Amount
Hotel Occupancy Tax (HOT) Fund
Chalk Walk 35,000
Arts & Culture Guide 13,000
Additional Funding for Arts Grants 20,000
ArtsSpace Building Improvements 25,000
Art Installations (downtown, sculptures traveling, pop up art) 16,000
Signal Box Art 5,000
Total HOT Fund 0.00 114,000
Drainage Fund
Drainage Supervisor Operating 0.00 45,530
Total Drainage Fund 0.00 45,530
Utility Billing
Utility Billing Customer Service Representative (Hire Date:10/1/19)
1.00 56,387
Total Utility Billing 1.00 56,387
Total Utility Fund 1.00 56,387
Total Citywide 11.00 2,324,850
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REVENUE SUMMARIESREVENUE SUMMARIES
GENERAL FUND REVENUE SUMMARYGENERAL FUND REVENUE SUMMARY 55
GENERAL FUND REVENUE SUMMARYGENERAL FUND REVENUE SUMMARY
PROPERTY TAX revenues are higher in FY 2020 primarily due to the recommended rate and new program requests.
The adopted property tax rate was increased by 9.3% to $0.439 per $100 valuation to pay for the operations, debt
payments for voter-authorized bond projects, and one-time capital requests.
SALES TAX revenues for FY 2020 are expected to remain at with Dell capped by policy to no more than 20% of
net General Fund sales tax revenues and some instability among top sales tax payers. Sales tax revenues help the
property tax rate as well. A half cent for property tax reduction saves 14.5 cents on the property tax bill for FY 2020.
OTHER TAXES & FRANCHISE FEES include mixed drink tax, bingo tax, and penalty & interest fees from current
and delinquent property tax. Franchise fees collected from electricity, gas, and telecommunications grow modestly
with the general population growth. These fees are based on grow revenues; therefore, mild weather can reduce fees
received from electric and gas providers. For FY 2020 there will be a decrease in Franchise Fees due to the impacts
of SB 1152, meaning companies pay for the higher fee between communications and cablevision instead of both as
it was in the past.
LICENSES, PERMITS, & FEES include planning and development related revenues, beer and liquor licenses, and
animal control licenses. Fire Protection Fees oset the City’s cost of providing re protection services to Emergency
Service District #9.
SERVICE CHARGES include garbage and brush hauling revenues that reect the net fee from Round Rock Refuse.
Average residential customers pay $20.97 per month for garbage with City retaining $3.00 or 15.5%. Lot clearing
service charges are collected when City employees remove a nuisance and charge the owner for the service.
PROGRAM REVENUES are mostly recreation fees and charges for all Parks and Recreation programs, rentals,
leagues, and the Clay Madsen Recreation Center.
FINES & FORFEITURES include library nes and fees for overdue and lost library material and Police Department
nes for citations issued for trac violations, City ordinance violations, and other provisions of state law.
CONTRACTS & OTHER includes other revenues such as the sales of assets, donations and contributions, insurance
and grant reimbursements, police reimbursements, and other miscellaneous small revenue categories.
TRANSFERS IN are transfers from the Utility Fund, Drainage Fund, and the Type B Fund to reimburse the General
Fund for their allocated share of administrative support costs. The cost allocations are reviewed annually and are
based on generally accepted cost allocation methodology.
Revenues
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Property Tax 31,397,927 34,559,009 37,300,000 37,300,000 42,066,250
Sales Tax 46,595,602 52,396,862 50,735,202 52,970,202 52,600,000
Other Taxes & Franchise Fees 7,579,548 7,652,669 7,418,000 7,610,000 7,310,000
Licenses, Permits, & Fees 1,594,007 1,906,515 1,572,150 1,695,000 1,695,000
Service Charges 1,377,734 1,242,902 1,351,000 1,375,000 1,375,000
Program Revenues 3,585,157 3,541,911 3,540,400 3,497,400 3,537,400
Fines & Forfeitures 1,119,737 1,210,175 1,125,000 1,280,000 1,280,000
Contracts & Other 5,497,196 7,700,124 7,013,085 6,847,200 6,835,738
Transfers In 3,655,800 3,873,858 4,555,000 4,555,000 5,061,250
Total Revenues 102,402,710 114,084,025 114,609,837 117,129,802 121,760,638
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GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL56
REVENUE SUMMARIESREVENUE SUMMARIES
GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Property Tax
Current Property Taxes 31,344,199 34,
507,286 37,250,000 37,250,000 42,016,250
Delinquent Taxes 53,728 51,723 50,000 50,000 50,000
Total Property Tax 31,397,927 34,559,009 37,300,000 37,300,000 42,066,250
Sales Tax 46,595,602 52,396,862 50,735,202 52,970,202 52,600,000
Other Taxes & Franchise Fees
Penalty & Interest Del Taxes 20,873 17,106 15,000 15,000 15,000
Penalty & Interest Current Tax 56,462 66,778 55,000 55,000 55,000
Franchise-Recycle Rebate Prog 19,860 8,633 5,000 5,000 5,000
Franchise - Gas 941,107 980,902 950,000 1,130,000 1,170,000
Franchise - Communications 527,623 499,214 530,000 475,000 110,000
Franchise - Electric 3,578,662 3,665,427 3,550,000 3,600,000 3,600,000
Franchise - Cablevision 1,144,813 1,096,993 1,050,000 1,050,000 1,050,000
Franchise - Garbage Collection 662,985 670,372 675,000 675,000 675,000
Mixed Drink Tax 589,008 617,589 550,000 575,000 600,000
Bingo Tax 38,156 29,654 38,000 30,000 30,000
Total Other Taxes & Franchise Fees 7,579,548 7,652,669 7,418,000 7,610,000 7,310,000
Licenses, Permits & Other Fees
Beer & Liquor Licenses 37,330 41,790 37,000 40,000 40,000
Animal Control Licensing Fees 12,503 5,818 13,000 5,000 5,000
Building Permits 646,211 770,591 630,000 680,000 680,000
Title Report Fees 15,500 7,200 6,000 7,000 7,000
Building Reinspections 16,950 39,700 23,000 40,000 40,000
Filing Fees 56,567 106,190 70,000 100,000 100,000
Annual Site Plan Fees 75,157 128,608 70,000 75,000 75,000
Fire Inspection Fees 191,234 244,031 200,000 225,000 225,000
GIS Fees 19,394 10,600 3,100 3,000 3,000
Subdivision Development Fees 507,046 517,461 500,000 500,000
500,000
Developer Landscape Fees 6,600 12,300 10,000 10,000 10,000
Sign Permit Fees 9,465 10,875 10,000 10,000 10,000
Easement Vacated Fees - 300 - - -
Small Cell Node Fees - 11,000 - - -
Film Industry Fees 50 50 50 - -
Total Fines, Permits & Other Fees 1,594,007 1,906,515 1,572,150 1,695,000 1,695,000
Charges for Services
Lot Clearing Services
35,380 26,989 30,000 30,000 30,000
Garbage Services
1,170,249 1,019,381 1,150,000 1,150,000 1,150,000
Rental Income
- - - - -
Brush Hauling Revenue
5,677 7,275 3,000 5,000 5,000
Garbage Penalty
116,596 112,607 118,000 115,000 115,000
PARD Brush Recycling Fees
49,832 76,650 50,000 75,000 75,000
Total Charges for Services 1,377,734 1,242,902 1,351,000 1,375,000 1,375,000
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GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL 57
REVENUE SUMMARIESREVENUE SUMMARIES
Rabb House
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Program Revenues
Swim Pool Agreements 60,634 60,649 54,000 54,000 54,000
Recreation Programs - Pool 51,157 (3,897) 48,000 100,000 100,000
Recreation Programs 56,507 62,375 50,000 50,000 50,000
Swimming Pool Receipts 1,099,165 1,065,404 1,200,000 1,100,000 1,100,000
Sports League Fees 318,485 313,980 310,400 310,400 325,400
Ball Field Lights 71,820 378 65,000 - -
Facility Rental - Parks/Rec 301,824 490,239 330,000 400,000 400,000
Library - Photocopy 27,598 27,643 25,000 25,000 25,000
Meeting Room Revenue 16,215 14,782 15,500 15,500 15,500
Convenience Fees 10,325 12,524 6,000 6,000 6,000
General Special Events Revenue 460 - 500 500 500
PARD Special Events 118,457 - - - -
Recreation Programs 71,118 91,436 65,000 65,000 65,000
Recreation Programs - Seniors 79,502 65,308 70,000 70,000 70,000
Membership Fees 56,442 62,201 50,000 50,000 50,000
Recreation Programs - Pool 9,086 11,734 11,000 11,000 11,000
Recreation Programs 868,214 860,251 850,000 850,000 850,000
Membership Fees 368,148 406,904 390,000 390,000 415,000
Total Program Revenues 3,585,157 3,541,911 3,540,400 3,497,400 3,537,400
Fines & Forefeitures
Municipal Court Collections 1,046,696 1,129,194 1,045,000 1,200,000 1,200,000
Red Light Camera Fines 200 - - - -
Library Fines 72,411 80,538 80,000 80,000 80,000
Library Receipts 430 443 - - -
Total Fines & Foreitures 1,119,737 1,210,175 1,125,000 1,280,000 1,280,000
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GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL58
REVENUE SUMMARIESREVENUE SUMMARIES
GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Contracts & Other
Police Dept - Misc 22,486 22,440 26,452 22,000 22,000
Structural Steel Inspections (13,968) (6,003) 30,000 30,000 30,000
Training Fees 150 66,106 - - -
Interest Income 550,956 952,185 550,000 700,000 900,000
Increase/Decrease in Fair Valu (32,088) (25,623) - - -
Miscellaneous Revenue 269,723 285,706 300,000 250,000 250,000
Fire Protection/MUD Contract 2,386,232 2,731,248 3,100,000 3,100,000 3,300,000
Emergency Service Organization 91,319 95,256 85,000 85,000 85,000
Returned Check Fee 125 175 500 500 500
Advertising Revenue (500) - - - -
Historic Preservation Proceeds 35 15 30 - -
Donations/Contributions - 150 1,000 1,000 1,000
Insurance Proceeds 72,305 54,719 40,000 40,000 40,000
Plat Reproductions 940 860 800 800 800
Streeet Cuts 200 100 - - -
Proceeds - Sale of Assets 162,629 178,578 40,000 40,000 40,000
FTA Reimbursment 322,471 754,948 923,903 925,000 925,000
Special Events Permits 955 1,500 900 900 900
Federal Program Income 4,561 5,911 - - -
Grant Proceeds 207,119 1,163,807 750,000 500,000 -
Non-Grant Reimbursements 21,452 29,023 - - -
Court Fund Reimbursement 52,000 52,000 52,000 52,000 52,000
RRISD Reimbursement 969,368 900,983 772,500 770,000 770,000
Recycling Revenue 25,998 18,703 25,000 15,000 10,000
CDBG Reimbursement 84,211 68,095 65,000 65,000 65,000
S
tate Grant - Training 25,259 13,521 - - -
PD Special Events Reimbursment 266,958 335,722 250,000 250,000 250,000
Grant Proceeds 6,300 - - - 93,538
Total Contracts & Other 5,497,196 7,700,124 7,013,085 6,847,200 6,835,738
Total Transfers In 3,655,800 3,873,858 4,555,000 4,555,000 5,061,250
Total General Fund Revenues 102,402,710$ 114,084,025$ 114,609,837$ 117,129,802$ 121,760,638$
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59
REVENUE SUMMARIESREVENUE SUMMARIES
EFFECTIVE TAX RATE INFOGRAPHICEFFECTIVE TAX RATE INFOGRAPHIC
EFFECTIVE TAX RATE INFOGRAPHICEFFECTIVE TAX RATE INFOGRAPHIC
Debt Tax Rate 0.20
New M&O Eective Rate x 8% 0.26 x 1.08
Maximum M&O rate 0.28
Total tax rate allowed without
risking rollback election
0.20 + 0.28 =
0.48
The Eective Tax Rate is dened by state law to be the rate that generates the same property tax revenues as the prior
year based on the new year’s total value of taxable property. This rate has an inverse relationship with property values
such that as property values rise the City’s total value of taxable property increases, requiring a lower eective tax rate to
generate the same amount of property tax revenues as the prior year.
The Rollback Tax Rate is dened by state law as 8% higher than the M&O Eective Tax Rate. If the City adopts a property
tax rate greater than the rollback tax rate, the citizens have the right under state law to call for a rollback tax rate election
to bring the property tax rate to a citywide vote. This rollback tax rate, therefore, allows the City 8% of growth above the
eective M&O tax rate. Recent legislation pending in the state legislature has proposed decreasing the rollback rate to 4%
or 5% higher than the eective tax rate, eectively limiting the exibility of the City Council to increase the property tax rate.
Steps to Creating a Tax Rate
FY 2017
Taxable Value 1,000,000
Tax Rate 0.50
1,000,000 x 0.50 ÷ 100
Revenue Collected 5,000
Step 1
Calculating Prior Year Revenues
FY 2018
Taxable Value 1,080,000
Prior year Revenue Collected 5,000
5,000 ÷ 1,080,000 x 100
Rate needed to collect $5,000 0.46
Step 2
Calculating New Year Eective Tax Rate
How do I get the same amount of revenue as last year
when apprasied values have gone up?
Step 3
Calculating Roll Back Tax Rate
The State allows the M&O tax rate to be 8% higher than
the eective rate.
* hypothetical example
Steps to Creating a Tax Rate
The Eective Tax Rate is dened by state law to be the rate that generates the same property tax revenues
as the prior year based on the new year’s total taxable value, excluding value resulting from new property
added to the tax roll. This rate has an inverse relationship with property values such that as property values
rise the City’s total value of taxable property increases, requiring a lower eective tax rate to generate the
same amount of property tax revenues as the prior year.
The Rollback Tax Rate is dened by state law as 8% higher than the M&O Eective Tax Rate. Recent
legislation has decreased the rollback tax rate from an 8% increase over the eective rate to a 3.5% increase
over the eective rate eective in FY 2021.
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PROPERTY TAX TERMINOLOGYPROPERTY TAX TERMINOLOGY60
REVENUE SUMMARIESREVENUE SUMMARIES
PROPERTY TAX TERMINOLOGYPROPERTY TAX TERMINOLOGY
ASSESSED VALUATION - A valuation set upon
real estate or other property by a government as a
basis for levying taxes. (Note: Property values are
established by WCAD and TCAD).
CERTIFIED TAX ROLL - A list of all taxable
properties, values, and exemptions in the City. This
roll is established by WCAD and TCAD.
PROPERTY TAX - Taxes that are levied on both real
and personal property according to the property’s
valuation and tax rate.
TAX BASE - The total value of all real and personal
property in the City as of January 1st of each year,
as certied by WCAD and TCAD
TAX LEVY - The total amount of taxes imposed by
the City of taxable property, as determined by WCAD
and TCAD.
TAX RATE - The amount of tax stated in terms of a
unit of the tax base (e.g. cents per hundred dollars’
valuation).
WILLIAMSON CENTRAL APPRAISAL DISTRICT
(WCAD) AND TRAVIS CENTRAL APPRAISAL
DISTRICT (TCAD) - Established under state law and
granted the responsibility for discovering and listing all
taxable property, appraising that property at market/
production value, processing tax payer applications
for exemptions, and submitting the appraised values
and exemptions to each taxing unit. This listing
becomes the Certied Tax Roll for the taxing unit.
Approximately 96% of the City’s taxable value is in
Williamson County and 4% is in Travis County.
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PROPERTY TAX & VALUE SUMMARYPROPERTY TAX & VALUE SUMMARY 61
REVENUE SUMMARIESREVENUE SUMMARIES
PROPERTY TAX & VALUE SUMMARYPROPERTY TAX & VALUE SUMMARY
Property Tax & Value Summary
Taxable Property
FY 2019
Actual
FY 2020
Adopted $ Di % Di
Total Assessed Value (AV) $13.6B $14.6B $1.0B +7.7%
New Property $310M $367M $57M +18.4%
Tax Rate Components
Maintenance & Operations Rate 0.298130 0.313509 0.015379 +5.2%
Debt Rate 0.121870 0.125491 0.003621 +3%
Tax Rate 0.420000 0.439000 0.019000 +4.5%
Eective Tax Rate 0.406240 0.401615 -0.004625 -1.1%
Rollback Tax Rate 0.430740 0.441338 0.010598 +2.5%
Debt (Principle & Interest) $21.6M $23.1M +$1.5M +7.0%
Tax Rate Components
Median Residential Property Value $241,538 $255,198 $13,660 +5.7%
Median Annual Tax Bill $1,014 $1,120
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PROPERTY TAX VALUE INFOGRAPHICPROPERTY TAX VALUE INFOGRAPHIC62
REVENUE SUMMARIESREVENUE SUMMARIES
PROPERTY TAX VALUE INFOGRAPHICPROPERTY TAX VALUE INFOGRAPHIC
Police
$28
Fire
$20
Transportation
$13
Parks and Recreation
$11
Management and
Planning
$8
Fiscal Support
$6
General Services
$4
Library
$3
Understanding What Your City Tax Dollars Fund
*Median home value for FY 2020 is $255,198
In 2020, the medi-
an household pays
$93 in city property
taxes per month.*
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AVERAGE HOUSEHOLD MONTHLY EXPENSESAVERAGE HOUSEHOLD MONTHLY EXPENSES 63
REVENUE SUMMARIESREVENUE SUMMARIES
AVERAGE HOUSEHOLD MONTHLY EXPENSESAVERAGE HOUSEHOLD MONTHLY EXPENSES
City Taxes
2.3% of
average
monthly budget
CORR
$93
19%
Williamson County
$89
18%
RRISD
$277
56%
Austin Community
College
$22
4%
Wilco FM/RD
$9
2%
Upper Brushy Creek
WCID
$4
1%
Entertainment
$264
6%
Utilities
$322
8%
Clothing
$141
3%
Transportation
$777
19%
Taxes
$494
12%
Healthcare
$373
9%
Phone
$115
3%
Household Items
$310
7%
Housing
$816
19%
Food
$577
14%
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ASSESSED VALUES & PROPERTY TAX RATE HISTORYASSESSED VALUES & PROPERTY TAX RATE HISTORY64
REVENUE SUMMARIESREVENUE SUMMARIES
ASSESSED VALUES & PROPERTY TAX RATE HISTORYASSESSED VALUES & PROPERTY TAX RATE HISTORY
7.89
8.00
8.24
8.62
9.63
10.49
11.33
12.45
13.61
14.65
0.41728
0.42321
0.42035
0.41949
0.41465
0.41465
0.42500
0.43000
0.42000
0.43900
$0.32
$0.34
$0.36
$0.38
$0.40
$0.42
$0.44
$0.46
$0
$2
$4
$6
$8
$10
$12
$14
$16
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Property Tax Rate per $100 Value
Taxable Value (in billions)
Taxable Value Tax Rate
Tax Year Taxable Value T
ax Rate
2010
7,893,143,364$
0.41728
2011
8,004,285,176
0.42321
2012
8,238,143,748
0.42035
2013
8,624,749,167
0.41949
2014
9,634,156,426
0.41465
2015
10,492,085,922
0.41465
2016 11,327,175,854 0.42500
2017 12,451,153,760 0.43000
2018 13,605,761,159 0.42000
2019 14,647,779,369 0.43900
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TAXABLE ASSESSED VALUATION TAXABLE ASSESSED VALUATION 65
REVENUE SUMMARIESREVENUE SUMMARIES
TAXABLE ASSESSED VALUATION TAXABLE ASSESSED VALUATION
Class of Property
Tax Year
2015
Tax Year
2016
Tax Year
2017
Tax Year
2018
Tax Year
2019
Residential 5,933,189,051 6,443,692,473 7,088,512,604 7,343,627,722 8,077,012,933
Commercial 3,706,097,433 3,891,783,865 4,331,258,739 4,861,968,668 5,433,483,003
Personal Property - Business 597,705,791 568,650,989 790,683,984 818,955,256 809,771,413
Assessed Valuation 10,236,992,275 10,904,127,327 12,210,455,327 13,024,551,646 14,320,267,349
60% of ARB 255,093,647 423,048,527 240,698,433 581,209,513 327,512,020
Tax Roll Total $10,492,085,922 $11,327,175,854 $12,451,153,760 $13,605,761,159 $14,647,779,369
$1
$3
$5
$7
$9
$11
$13
$15
Tax Year 2015 Tax Year 2016 Tax Year 2017 Tax Year 2018 Tax Year 2019
Billions
Residential Commercial Personal Property - Business
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66
REVENUE SUMMARIESREVENUE SUMMARIES
10 YEAR PROPERTY & SALES TAX ANALYSIS10 YEAR PROPERTY & SALES TAX ANALYSIS
10 YEAR PROPERTY TAX & SALES TAX ANALYSIS - GENERAL FUND10 YEAR PROPERTY TAX & SALES TAX ANALYSIS - GENERAL FUND
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
$50
$55
2011 2012 2013
2014
2015 2016 2017 2018 2019*
2020*
MILLIONS
Sales Tax Property Tax
Year Property Tax Sales Tax
2011 21,457,249 38,626,231
2012 22,248,742 39,443,432
2013 23,493,510 42,280,277
2014 24,330,110 43,926,440
2015 25,416,408 44,456,908
2016 27,017,296 44,470,674
2017 31,397,927 46,595,602
2018 34,559,009 52,396,862
2019* 37,300,000 52,970,202
2020* 42,066,250 52,600,000
*Projected
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GENERAL FUND REVENUESGENERAL FUND REVENUES 67
REVENUE SUMMARIESREVENUE SUMMARIES
GENERAL FUND REVENUESGENERAL FUND REVENUES
$0
$20
$40
$60
$80
$100
$120
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019* 2020*
Millions
Property Taxes Sales Taxes Other Revenues
Other Revenues
Property Taxes
Sales Taxes
48%
27%
25%
22%
35%
43%
*Projected
Year Property Taxes Sales Taxes Other Revenues Total Revenue
2011 21,457,249 38,626,231 20,123,483 80,206,963
2012 22,248,742 39,443,432 20,380,583 82,072,757
2013 23,493,510 42,280,277 20,610,670 86,384,457
2014 24,330,110 43,926,440 22,501,741 90,758,291
2015 25,416,408 44,456,908 25,162,098 95,035,414
2016 27,017,296 44,470,674 24,854,687 96,342,657
2017 31,397,927 46,595,602 24,409,181 102,402,710
2018 34,559,009 52,396,862 27,128,154 114,084,025
2019* 37,300,000 52,970,202 26,859,600 117,129,802
2020* 42,066,250 52,600,000 27,094,388 121,760,638
Back to TOC
UTILITY FUND REVENUE HIGHLIGHTS & SUMMARY UTILITY FUND REVENUE HIGHLIGHTS & SUMMARY 68
REVENUE SUMMARIESREVENUE SUMMARIES
UTILITY FUND REVENUE HIGHLIGHTS & SUMMARY UTILITY FUND REVENUE HIGHLIGHTS & SUMMARY
WATER AND RELATED SERVICES AND WASTEWATER AND RELATED SERVICES revenues are
fees from the City’s water and wastewater customers for water and wastewater service. A 3% increase in
the City’s water rates for FY 2020 was approved in September 2017. This increase is no longer needed to
maintain and improve the water infrastructure to secure water resources into the future. No other utility rate
changes are proposed.
OTHER CHARGES include revenues from Interest Income, Convenience Fees, Connection & Transfer
fees, and other smaller fees charged to the City’s water and wastewater customers to help fund the water
and wastewater systems.
IMPACT FEE revenues are charges to developers to oset some of the costs for expanding the water and
wastewater systems for new developments. These revenues are one-time in nature and uctuate depending
on the timing of large development projects. Impact Fee revenues are projected at $8,250,000 in FY 2020.
CONTRACTS AND OTHER include a variety of revenues for the City’s water and wastewater systems. The
FY 2020 actuals are projected higher because of the timing of intergovernmental revenues for regional capital
projects of which Round Rock is a partner.
Revenues
2017
Actual
2018
Actual
2019
Revised
B
udget
2019
Projected
A
ctual
2020
Adopted
B
udget
Water & Related Services 26,984,346 29,737,475 26,967,585 28,315,000 28,875,000
Wastewater & Related Services 19,809,511 20,185,749 20,973,908 21,527,700 21,959,000
Other Charges 1,991,808 2,131,047 1,223,001 1,673,001 1,746,501
Impact Fees 8,215,831 10,655,684 8,000,000 8,000,000 8,250,000
Contracts & Other 1,885,756 3,682,921 5,002,191 9,108,878 36,597,499
Total Revenues 58,887,252 66,392,876 62,166,685 68,624,579 97,428,000
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UTILITY FUND REVENUE DETAILSUTILITY FUND REVENUE DETAILS 69
REVENUE SUMMARIESREVENUE SUMMARIES
UTILITY FUND REVENUE DETAILSUTILITY FUND REVENUE DETAILS
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Water & Related Services
Water Service 25,350,629 29,339,185 26,652,585 28,000,000 28,500,000
Water Conservation Revenue 1,255,881
Water Inspec & Meter Service 77,200 104,200 30,000 30,000 75,000
Water Penalty 300,636 294,091 285,000 285,000 300,000
Total Water & Related Services 26,984,346 29,737,475 26,967,585 28,315,000 28,875,000
Wastewater & Related Services
Sewer Service 17,916,056 18,294,590 17,246,208 17,800,000 18,300,000
Sewer Service-BCRWWS 1,586,240 1,547,883 3,464,700 3,464,700 3,350,000
Sewer Inspection Fee 75,100 103,000 60,000 30,000 75,000
Sewer Discharge Permit 2,400 4,450 3,000 3,000 4,000
Sewer Penalty 229,715 235,826 200,000 230,000 230,000
Total Wastewater & Related Services 19,809,511 20,185,749 20,973,908 21,527,700 21,959,000
Other Charges
Connection & Transfer 180,321 168,685 145,000 145,000 175,000
Convenience Fees 207,135 91,173 - - -
Environmental Lab 194,775 197,980 160,000 160,000 195,000
Industrial Pre-Treatment Surcharge 239,224 124,281 390,000 175,000 175,000
Interest Income 769,566 1,116,802 260,000 800,000 800,000
Meters & Fittings Sale 198,151 263,204 75,000 200,000 200,000
Reconnect Charges 144,483 135,001 170,000 170,000 170,000
Other Charges 58,153 33,921 23,000 23,000 31,500
Total Other Revenues 1,991,808 2,131,047 1,223,001 1,673,001 1,746,501
Impact Fees
Impact Fess Revenues 8,215,831 10,655,684 8,000,000 8,000,000 8,250,000
Total Impact Fees 8,215,831 10,655,684 8,000,000 8,000,000 8,250,000
Contracts & Other
Donations & Other Miscellaneous 1,885,756 3,682,921 5,002,191 9,108,878 36,597,499
Total Contracts & Other 1,885,756 3,682,921 5,002,191 9,108,878 36,597,499
Total Utility Fund Revenues 58,887,252 66,392,876 62,166,685 68,624,579 97,428,000
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DRAINAGE FUND REVENUE HIGHLIGHTS & SUMMARY DRAINAGE FUND REVENUE HIGHLIGHTS & SUMMARY 70
REVENUE SUMMARIESREVENUE SUMMARIES
DRAINAGE FUND REVENUE HIGHLIGHTS & SUMMARY DRAINAGE FUND REVENUE HIGHLIGHTS & SUMMARY
Revenues
2017
Actual
2018
Actual
2019
Revised
B
udget
2019
Projected
A
ctual
2020
Adopted
B
udget
Drainage Fees - Residential 1,630,278 1,647,704 1,648,066 1,663,042 1,679,494
Drainage Fees - Commercial 1,818,702 1,883,020 1,896,736 1,987,303 1,964,668
Contracts & Other 373,454 501,119 180,000 227,500 905,000
Total Revenues $3,822,434 $4,031,843 $3,724,802 $3,877,845 $4,549,162
DRAINAGE FEES for residential and commercial properties in the City are charged based on each property’s
impact to the City’s drainage system. The current drainage fee rate is $4.75 per month per Equivalent
Residential Rate (ERU) which is based on the total impervious surface that contributes to drainage run-o.
istock images - Storm-drain
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71
REVENUE SUMMARIESREVENUE SUMMARIES
UTILITY DRAINAGE SERVICE REVENUES - 10 YEAR HISTORYUTILITY DRAINAGE SERVICE REVENUES - 10 YEAR HISTORY
$0
$10
$20
$30
$40
$50
$60
2011 2012 2013 2014 2015 2016 2017 2018 2019* 2020*
Millions
Water Wastewater Drainage
Fiscal Year Wate r Wastewater Drainage Total
2011 25,798,094 17,422,981 1,788,251 45,009,326
2012 24,138,895 17,187,078 1,928,086 43,254,059
2013 23,696,347 18,000,984 1,945,232 43,642,563
2014 22,032,335 17,543,328 2,765,210 42,340,873
2015 23,016,845 17,641,143 3,371,752 44,029,740
2016 24,912,984 18,625,442 3,769,920 47,308,346
2017 26,984,346 19,809,511 3,822,434 50,616,291
2018 29,737,475 20,185,749 4,031,843 53,955,067
2019* 28,315,000 21,527,700 3,877,845 53,720,545
2020* 28,875,000 21,959,000 4,549,162 55,383,162
*Projected
UTILITY DRAINAGE SERVICE REVENUES - 10 YEAR HISTORYUTILITY DRAINAGE SERVICE REVENUES - 10 YEAR HISTORY
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OTHER REVENUES - 10 YEAR HISTORYOTHER REVENUES - 10 YEAR HISTORY72
REVENUE SUMMARIESREVENUE SUMMARIES
OTHER REVENUES - 10 YEAR HISTORYOTHER REVENUES - 10 YEAR HISTORY
Fiscal Year
HOT
Fund
Sports Center
Fund
T ype B
Fund
Other
Special
R
evenue
Funds
Total
2011 2,
700,716 15,757,401 2,180,958 20,639,075
2012 2,771,162 508,153 15,958,082 3,516,912 22,754,309
2013 3,227,243 924,435 17,023,724 3,333,083 24,508,485
2014 3,615,425 1,669,995 17,439,601 923,433 23,648,454
2015 3,987,926 2,642,957 17,960,349 951,402 25,542,634
2016 4,710,494 2,561,311 17,310,110 1,197,735 25,779,650
2017 4,788,495 2,583,744 21,538,856 4,428,411 33,339,506
2018 4,610,819 2,632,520 31,341,893 9,757,851 48,343,083
2019* 4,425,000 2,595,000 57,582,061 5,212,965 69,815,026
2020* 4,425,000 2,595,000 56,478,874 4,747,439 68,246,313
*Projected
1) Includes bond proceeds from Transportation COs
2) Golf Course Reconstruction
¹
¹
$0
$10
$20
$30
$40
$50
$60
$70
2011 2012 2013 2014 2015 2016 2017 2018 2019* 2020*
Millions
HOT
Fund
Sports Center
Fund
Other Special Revenue Funds Type B
Fund
²
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OTHER REVENUESOTHER REVENUES 73
REVENUE SUMMARIESREVENUE SUMMARIES
OTHER REVENUESOTHER REVENUES
HOTEL AND OCCUPANCY TAX is 7% tax on hotel stays that is used to promote tourism in Round Rock.
SPORTS CENTER FUND consists mainly of the Venue Tax which is a 2% voter-approved tax on hotel stays
that funds the Round Rock Sports Center.
TYPE B FUND revenues include proceeds from one-half cent of the City’s local option sales tax that
funds transportation improvements and economic development projects in the City. This fund also includes
contributions from Williamson County, Texas Department of Transportation (TxDot), and other regional
partners that uctuate based on project timeliness.
OTHER SPECIAL REVENUE FUNDS revenues are specic revenue sources that are restricted for certain
expenditures based on state law.
The Dell Diamond is funded in part from the Hotel Occupancy Tax Fund revenues
The Round Rock Sports Center is funded by a 2% venue tax from hotel stays
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74
REVENUE SUMMARIESREVENUE SUMMARIES
Back to TOC
GENERAL FUNDGENERAL FUND
75GENERAL FUND SCHEDULEGENERAL FUND SCHEDULE
GENERAL FUND SCHEDULEGENERAL FUND SCHEDULE
2018
Actuals
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
2021
Estimated
Budget
Beginning Fund Balance 50,322,084$ 51,210,349$ 53,812,512$ 44,361,549$ 41,297,349$
Revenues
Property Tax 34,559,009 37,300,000 37,300,000 42,066,250 42,900,000
Sales Tax 52,396,862 50,735,202 52,970,202 52,600,000 54,800,000
Other Taxes & Franchise Fees 7,652,669 7,418,000 7,610,000 7,310,000 7,140,000
Licenses, Permits & Fees 1,906,515 1,572,150 1,695,000 1,695,000 1,695,000
Service Charges 1,242,902 1,351,000 1,375,000 1,375,000 1,375,000
Program Revenues 3,541,911 3,540,400 3,497,400 3,537,400 3,497,400
Fines & Forfeitures 1,210,175 1,125,000 1,280,000 1,280,000 1,280,000
Contracts & Other 7,700,124 7,013,085 6,847,200 6,835,738 6,742,200
Transfers In 3,873,858 4,555,000 4,555,000 5,061,250 5,061,250
Total Revenues 114,084,025 114,609,837 117,129,802 121,760,638 124,490,850
Expenses
Administration 1,817,170 1,877,202 1,869,130 1,960,778 2,040,385
Communications 719,796 1,181,977 1,180,306 1,231,653 1,268,680
Finance 3,204,582 3,728,211 3,698,561 3,914,533 4,083,207
Fire 21,905,869 22,927,803 22,927,803 23,871,894 24,691,153
Fiscal Support 3,356,794 3,781,429 3,781,429 6,693,743 6,693,743
General Services 4,438,567 5,266,187 5,226,831 5,305,453 5,491,880
Human Resources 1,237,210 1,520,413 1,507,751 1,499,587 1,559,239
Information Technology 4,502,073 4,817,309 4,792,525 4,880,453 5,007,690
Legal Services 1,030,827 1,275,000 1,275,000 1,275,000 1,275,000
Library 2,765,542 3,034,604 3,012,008 3,149,374 3,263,327
Parks & Recreation 11,667,317 12,475,037 12,414,637 12,725,599 13,055,466
Planning & Development 4,752,954 5,328,372 5,276,410 5,666,259 5,899,177
Police 30,933,384 32,286,331 32,184,613 33,671,995 34,476,568
Recycling 152,068 175,358 174,935 252,852 262,094
T
ransportation 11,562,303 14,724,914 14,536,633 14,908,464 15,168,096
Operating Transfer 320,000 200,000 200,000 200,000 200,000
Total Expenses 104,366,456 114,600,147 114,058,572 121,207,637 124,435,705
Net Revenues 9,717,569$ 9,690$ 3,071,230$ 553,001$ 55,145$
Le ss:
Transfers 6,227,141 12,522,193 12,522,193 3,617,201
Reservations & Designations 38,262,438 38,690,059 38,690,059 41,132,493 41,150,159
Ending Fund Balance 15,550,074$ 7,787$ 5,671,490$ 164,856$ 202,335$
Note: The FY 2019 Budget included a transfer of $12.5 million of excess fund balance to capital projects for large one-
time capital purchases including partial cash funding of the new City library.
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ADMINISTRATIONADMINISTRATION76
GENERAL FUNDGENERAL FUND
ADMINISTRATIONADMINISTRATION
The Administration Department consists of the Mayor and six Council members and the oce of the City
Manager. These two bodies, working together, are responsible for the formulation and execution of public
policy to meet community needs and assure orderly development in the City. The City Manager’s Oce also
provides for the general administration of a multi-million-dollar organization providing a full range of municipal
services to over 100,000 customers.
VISION:
Round Rock is a family-friendly community that is
safe and distinctive by design, is recognized as
the “Sports Capital of Texas” and a major medical
and educational destination and has an authentic
downtown and choice of great neighborhoods.
MISSION:
Our mission is to provide leadership and foster a
culture of high performance, thereby delivering
customer value and enhancing public condence
and satisfaction in Round Rock city government.
GUIDING COUNCIL STRATEGIC GOALS:
Administration
City Clerk
Economic
Development
Legislative
Issues
Community
Engagement
Mayor & City
Council
City Manager
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ADMINISTRATIONADMINISTRATION 77
GENERAL FUNDGENERAL FUND
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
NEW PROGRAMS FOR FY 2020:
• No new programs
FY 2021 OVERVIEW & BEYOND:
• Continue to monitor legislation regarding
streamlined sales tax and how changes could
potentially aect the City of Round Rock.
• Continue discussions regarding potential
future bond elections.
FY 2019 HIGHLIGHTS:
• City Charter Commission nalized report to
Council in August 2019
• Celebrated the 25th anniversary of the City’s
business relationship with Dell Technologies
• City celebrated its 20-year partnership with the
Round Rock Express
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• City Council approved an amendment to the
noise ordinance limiting the time outdoor music
can be played and requiring outdoor music ven-
ues to apply for a permit
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Agendas Posted 250 250 118 100 100
Public Notices Posted 106 100 67 100 100
City Council Items Processed 346 360 356 350 350
Open Record Requests Processed 1,330 1,400 1,402 1,400 1,400
The City’s Administration Department is located at City Hall in Downtown Round Rock, o of Main Street.
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ADMINISTRATIONADMINISTRATION78
GENERAL FUNDGENERAL FUND
ADMINISTRATIONADMINISTRATION
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 1,589,932 1,587,976 1,643,184 1,635,112 1,726,628
Operating Expenses 246,307 229,194 234,018 234,018 234,150
Capital Outlay 30,000 - - - -
Total Expenditures: $1,866,238 $1,817,170 $1,877,202 $1,869,130 $1,960,778
Expenditures as a % of General Fund 2.0% 1.7% 1.6% 1.6% 1.6%
Full Time Equivalents (FTEs): 11.500 10.500 10.500 10.500 10.500
FTEs as a % of General Fund 1.5% 1.3% 1.3% 1.3% 1.3%
$-
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
$1.8
$2.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
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COMMUNICATIONS AND MARKETINGCOMMUNICATIONS AND MARKETING 79
GENERAL FUNDGENERAL FUND
COMMUNICATIONS AND MARKETINGCOMMUNICATIONS AND MARKETING
The Communications and Marketing Department develops internal and external communications and citizen
participation initiatives. The department is also responsible for marketing Downtown Round Rock and the
Shop the Rock initiative. Most media relations are handled through this department. Emphasis is placed on
engaging citizens in an ongoing dialogue about City policies and programs in a manner designed to instill
trust and understanding in local decision making. Transparency in government is achieved through use of
social media, local access television, newsletters and the City’s website, keeping citizens apprised of public
forums for citizen involvement. The department serves its internal customers through the employee intranet,
newsletter, blogs, and social media. Focus on promoting the heart of our city, Downtown Round Rock, has
been a City Council priority since 2010.
VISION:
We communicate openly and honestly about all the
things that make Round Rock a great place to live
and do business.
MISSION:
Our mission is to provide open communication
which is vital for city government to build trust with
the public and eectively govern. Our purpose is to
communicate openly with citizens, employees, the
media, public and private organizations, and visitors.
GUIDING COUNCIL STRATEGIC GOALS:
Digital Media
Social Media
Downtown
Art and Culture
Communications
and Marketing
Communications
and Marketing
Manager
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COMMUNICATIONS AND MARKETING COMMUNICATIONS AND MARKETING 80
GENERAL FUNDGENERAL FUND
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
streamlined citizen engagement online.
• Working with IT, the department will continue
to explore the latest interactive features to
encourage engagement and customer service
functionality.
NEW PROGRAMS FOR FY 2020:
• No new programs.
FY 2021 OVERVIEW & BEYOND:
• Continue to create dynamic, compelling content
on available platforms, be they print or digital,
on critical issues like capital needs (i.e. bonds),
transportation challenges, budget and tax.
• Continue to build and enhance the Downtown
brand as the area grows and evolves.
• Updates to website structure and content will be
ongoing.
• Explore using PEG funds to build a video
production studio for providing content in a new,
dynamic way.
2019 HIGHLIGHTS:
• Addition of 1FTE as a new digital designer position
enabled department to extend communications
eorts and enhance existing programs,
particularly for the three websites managed by
the department.
• Launched an e-newsletter to supplement the
printed Newsash utility bill insert as more
customers transitioned to the City’s new online
utility billing portal.
• Completed its informational campaign called
Future Forward to tell the City’s stories of success
due to Council’s strategic planning on topics such
as water, transportation, parks and more through
newspaper ads, blogs, billboards and social
media videos.
• Special events in Downtown continued to expand
and improve, with Fall Music on Main and
Beaujolais Nights.
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• Continue enhancements to our digital presence,
including redesigns to the City’s website,
roundrocktexas.gov, and exploring options for
COMMUNICATIONS AND MARKETING COMMUNICATIONS AND MARKETING
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Roundrocktexas.gov 1.7 M 2.0 M 1.9 M 1.9 M 2.0 M
Roundrocktexas.gov users 889,000 992,000 993,000 993,000 994,000
Citywide Newsletters Created 12 12 12 24 36
City Facebook Page Inbound
Messages and Comments
N/A 13,619 13,969 17,000 17,000
City Social Media Fans (Facebook,
Twitter, Instagram)
N/A 53,818 63,090 71,000 73,000
Videos Created N/A 77 58 80 85
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81
GENERAL FUNDGENERAL FUND
COMMUNICATIONS AND MARKETINGCOMMUNICATIONS AND MARKETING
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 524,090 536,057 626,188 624,517 695,089
Operating Expenses 208,559 183,738 530,789 530,789 536,564
Capital Outlay - - 25,000 25,000 -
Total Expenditures: $732,649 $719,796 $1,181,977 $1,180,306 $1,231,653
Expenditures as a % of General Fund 0.8% 0.7% 1.0% 1.0% 1.0%
Full Time Equivalents (FTEs): 5.00 5.00 6.00 6.00 6.00
FTEs as a % of General Fund 0.7% 0.6% 0.7% 0.7% 0.7%
$-
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses Capital Outlay
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FINANCEFINANCE82
GENERAL FUNDGENERAL FUND
• Respect – We are a motivated team inspiring
a sincere working environment that supports
dierent viewpoints and personalities.
• Innovation – We inspire inventive and forward-
thinking teams that network, observe, and
connect ideas to achieve innovation.
• Leadership – We lead by example, providing
encouragement and guidance with a positive
attitude and are responsible stewards of the
management and care of resources. We apply
ethical principles to make a signicant dierence.
GUIDING COUNCIL STRATEGIC GOAL:
Note 1. Utility Billing is in the Utility Fund. See page
126 for budget and operating data.
FINANCEFINANCE
Management responsibility for all the City’s nancial activity is centralized in the Finance Department. The
Chief Financial Ocer develops, oversees, and communicates strategic nancial planning, the City’s nancial
policies, debt management, and the day-to-day operations of the Finance Department and its divisions. Major
areas of responsibility include: 1) Accounting & Treasury, 2) Budget and Analysis, 3) Municipal Court, 4)
Purchasing, and 5) Utility Billing. These functions include purchasing of commodities and services; annual
budget preparation; long-term nancial planning; revenue forecasting; economic development analysis
and support; treasury management, payroll, accounts payable, xed asset reporting and monitoring capital
projects while maintaining accurate and transparent reporting to the citizens of Round Rock.
VISION:
Provide leadership and direction to maintain the
nancial stability of the City and prepare for future
growth.
MISSION:
The Finance Department is responsible for nancial
planning, policy development, and administration of
the City’s nancial activities.
Finance will achieve our Vision and Mission by
focusing on the six Finance Foundations:
• Drive – We are dedicated and passionate
about providing a positive work environment to
enhance motivation. We are self-motivated and
strive to improve service excellence.
• Transparency – We maintain a level of integrity
to promote ethical behavior, openness, and
communication. We operate in a way that is easy
for others to see what actions are performed to
inspire trust.
• Quality – We embrace the ongoing process
of providing service excellence by assessing,
anticipating, and fullling the stated and implied
needs of our customers.
Finance
Administration
Purchasing
Finance
Utility
Billing
Municipal
Court
1
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FINANCEFINANCE 83
GENERAL FUNDGENERAL FUND
WORKLOAD INDICATORS:WORKLOAD INDICATORS:
Indicator
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Target
Accounts Payable Payments Processed 9,400 9,700 9,800 9,500 13,500
Payroll Payments Processed 42,500 43,000 43,500 44,000 44,000
Numbers of Purchase Orders Processed 1,173 1,203 1,309 1,400 1,520
Court Cases Filed 7,143 10,974 12,400 17,313 17,500
Courtroom Appearances 2,783 3,513 4,000 6,084 5,500
• Obtain the nal transparency star – Contracts
& Procurement – from the Texas Comptroller of
Public Accounts
• Expand analysis and nancial reporting
capabilities including use of new technology
such as Microsoft Teams and Power BI
NEW PROGRAMS FOR FY 2020:
• No new programs
FY 2021 OVERVIEW & BEYOND:
• Continue to proactively monitor and manage
long-term nancial stability for the City
• Develop and implement contract management
and tracking policies and systems
FY 2019 HIGHLIGHTS:
• Achieved AAA GO Bond Rating – one of only eight
Texas cities with both GO and Utility Revenue
AAA bond ratings at that time
• Implemented state-of-the-art Utility Billing and
Customer Portal systems to replace 20-year-old
system with limited customer disruptions
• Strengthened City’s nancial policies for sales
tax revenues by capping Dell-generated sales
tax revenues available for General Fund ongoing
operations to 20% of net General Fund sales tax
revenues
• Developed 5-year funding plan for the
Transportation Master Plan
• Expanded internal control review and fraud
prevention programs
• Completed major automation, process and AV
upgrades in Municipal Court while accommodating
signicant rise in ticket counts
• Established a Hotel Occupancy Tax audit program
to help ensure the City is receiving the correct
level of tourism-related revenues
FY 2020 OVERVIEW & SIGNIFICANT CHANGES:
• Conduct economic impact studies on tourism (in
coordination with Sports Management & Tourism)
• Expand internal control reviews to the “requisition
to check” process to ensure ecient and eective
use of city funds as we grow
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FINANCEFINANCE84
GENERAL FUNDGENERAL FUND
FINANCEFINANCE
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Personnel Services 3,054,524 3,037,020 3,533,844 3,495,419 3,707,316
Operating Expenses 151,807 167,562 194,367 203,142 207,217
Capital Outlay - - - - -
Total Expenditures: $3,206,331 $3,204,582 $3,728,211 $3,698,561 $3,914,533
Expenditures as a % of General Fund 3.5% 3.1% 3.3% 3.2% 3.2%
Full Time Equivalents (FTEs): 38.75 39.75 40.75 40.75 40.75
FTEs as a % of General Fund 5.2% 5.0% 5.0% 5.0% 5.0%
$-
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
2017
Actual
2018
Actual
2019
Revised
Budget
2019
Projected
Actual
2020
Adopted
Budget
Millions
Expenditures by Category
Personnel Services Operating Expenses
Note: Excludes Utility Billing. See page 126.
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FIREFIRE 85
GENERAL FUNDGENERAL FUND
Training &
Safety
Administration
Support
Services
Emergency Medical
Services Training
Fire
Suppression
Technical
Rescue
Hazardous
Materials
Fire Code
Inspection
Public
Education
Fire & Arson
Investigation
Fire Operations
Fire Prevention
Emergency
Management
Fire Chief
FIREFIRE
The primary responsibility of the Round Rock Fire Department (RRFD) is to provide the emergency services
required to meet the demands of a growing population. There is a constant, deliberate eort to provide our