Fill - Free fillable City of Round Rock Adopted Budget (City of Round Rock, Texas) PDF form

INTRODUCTIONINTRODUCTION

City of Round Rock Adopted Budget

For the Fiscal Year

October 1, 2020 to September 30, 2021

This budget will raise more revenue from property taxes than last year’s budget by an amount of

$3,996,863, which is a 6.2 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 $1,290,584.



2021 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 $21,914,717.

The above information is presented on the cover page of the City’s FY 2021 Adopted Budget to comply with requirements

of Section 102.005 of the Texas Local Government Code.



               



Tax Rate

Adopted

FY 2021

Adopted

FY 2020

Property Tax Rate $ 0.439000 $ 0.439000

No New Revenue Tax Rate 0.425550 0.401615

No New Revenue M&O Tax Rate 0.446087 0.426986

Voter Approval Tax Rate 0.460650 0.441338

Debt Rate 0.142692 0.125491

Description

Adopted

FY 2021

Actuals

FY 2020

Public notices required by law $31,300 $31,342

Lobbying services $195,000 $126,000

CITY LEADERSHIPCITY LEADERSHIPii

INTRODUCTIONINTRODUCTION

CITY LEADERSHIPCITY LEADERSHIP

Craig Morgan Mayor

Writ Baese 

Tammy Young 

Rene Flores 

Matt Baker 

Will Peckham 

Hilda Montgomery 

Laurie Hadley City Manager

Bryan Williams Assistant City Manager

Brooks Bennett Assistant City Manager

Susan L. Morgan, CPA 

BUDGET PRESENTATION AWARDBUDGET PRESENTATION AWARD iii

INTRODUCTIONINTRODUCTION

BUDGET PRESENTATION AWARDBUDGET PRESENTATION AWARD



Distinguished Budget Presentation Award to the City of Round Rock, Texas, for its Annual Budget





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

        

best ways to provide services to the community at the

greatest value. The process for developing the City’s











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

       



In accordance with the City Charter, the proposed budget

must be presented to the City Council by August 1 each

year. Typically, Council receives 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



considers the proposed budget and provides public

hearings where public input regarding budget programs



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



  Due to the COVID-19 pandemic, the FY

2021 budget process was adjusted to include the

City’s nancial response to the pandemic. Those

process changes are noted with bold and italicized

additions to the budget calendar.

• Council Budget Retreat

• 

Plan & Operating Plan

• 

• Departments submit budget

requests

• 

• COVID-19 Pandemic

• Budget sta created v-

and w- curve scenarios

• Departments identied FY

2020 budget reductions

• Executive review of budget

requests

• Strategic budget narratives

• Departments identied FY

2021 budget reductions

•     

Appraisers

• Proposed Budget presented

to City Council

• Publication of proposed tax

rates

•     

and approved by City Council

• Adopted Budget and Tax rate

    



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

         



          







quality services. The operating expenditures are presented by fund and by department in 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









Long Range Financial Planning.......................32

CITY PROFILE

Round Rock City Council.................................33



Location of Round Rock..................................35

History of Round Rock....................................36

Present Day Round Rock................................38

Destination Round Rock.................................40

Accolades........................................................41

City Survey Results.........................................42

City Population.................................................44

City Top Tens...................................................45

BUDGET SUMMARIES

Total Adopted Budget......................................47

Citywide Fund Schedule..................................48

Combined Expenditures by Category..............50



Summary of Positions Held..............................52

REVENUE SUMMARIES

General Fund Revenues

Revenues Summary........................................53

Revenues in Detail..........................................54

No New Revenue Tax Rate Infographic.........57

Tax Rate Terminology.......................................58

Property Tax and Value Summary...................59

Property Tax Value Infographic........................60

Average Monthly Expenses Infographic..........61

Assessed Value & Property Tax Rate History..62

Taxable Assessed Valuation............................63

10 year Property & Sales Tax Analysis............64

Revenues 10 year History...............................65

Other Revenues





Stormwater Fund Revenues Summary............68





GENERAL FUND

General Fund Schedule...................................73

Administration.................................................74

Communications & Marketing.........................77

Finance...........................................................81

Fire..................................................................84

Fiscal Support & Legal Services.....................87

General Services.............................................89

Human Resources...........................................92

Information Technology....................................95

Library...........................................................98

Parks & Recreation........................................101

Planning & Development Services................105

Police............................................................108

Recycling/Solid Waste Services....................111

Transportation...............................................114

TABLE OF CONTENTSTABLE OF CONTENTS vii

INTRODUCTIONINTRODUCTION

UTILITY FUND







Water Services..............................................129

Wastewater Services.....................................134

STORMWATER FUND

Stormwater Fund Schedule...........................139

Stormwater.....................................................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........................149

Multipurpose Complex Fund

Multipurpose Complex Fund Schedule.........152

Multipurpose Complex...................................153

Sports Center Fund

Sports Center Fund Schedule.......................156

Sports Center.................................................157

Golf Fund

Golf Fund Schedule.......................................160

Forest Creek Golf Club.................................161

Other Special Revenue Funds

Special Revenue Fund Schedule..................164

Other Special Revenue Funds......................166

Type B Fund.................................................167

CAPITAL PROJECT FUNDS





Administration and Communications.............173

General Services...........................................174

Internal Services............................................175

Library...........................................................176

Northeast Downtown.....................................177

Parks & Recreation........................................178

Public Safety..................................................180

Sports Management & Tourism.....................181

Stormwater....................................................182

Transportation...............................................184



DEBT

Outstanding Debt..........................................189

Debt Issuance Policy.....................................190

Future Debt Issuances..................................191

General Fund Debt........................................192

Type B Fund Debt.........................................194

Hotel Occupancy Tax Fund Debt...................196



Stormwater Fund Debt...................................200

Debt Ratings..................................................202

PERSONNEL

Summary of FTEs by Function......................203

Summary of FTEs by Fund...........................204



Pay Structure.................................................209

APPENDIX

Financial Policies...........................................211

Home Rule Charter........................................229

Budget Ordinance..........................................234

Tax Rate Ordinance.......................................236

Tax Rate Calculation Worksheet....................239



Glossary........................................................262

Acronyms......................................................267

viii

INTRODUCTIONINTRODUCTION

BUDGET MESSAGEBUDGET MESSAGE

September 10, 2020

The Honorable Mayor, Mayor Pro Tem, and City Council

City of Round Rock, Texas



             









fund.

Although this year has been unlike anything we have ever dealt with, we believe the adopted budget

            



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



and a communication tool to show Round Rock has been and will continue to be a premier City,





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

Back to TOC

BUDGET MESSAGEBUDGET MESSAGE

Texas Comptroller Glenn Hegar has awarded the City of Round Rock 5 Transparency Stars,





readily available to the public.

The stars, awarded through the Comptroller’s Transparency Stars Program, are a great achievement



2020 the City applied for the last remaining star: Contracts and Procurement and was awarded the



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



developing exciting new programs to expand services to our community, we were in a challenging

position with anticipated declines in revenues coupled with new and unique challenges facing our

               

already put into place, we are looking towards a recovery from a position of nancial strength.



• There are no new programs included in the budget, and the proposed spending plan is $25

million less than the adopted FY 2020 budget.

• The General Fund budget was reduced by $5.0 million 



• There are 23.75 positions

for budgetary savings.

• 

              





funding for improvements to the City’s transportation network that will provide relief to our residents.

STRATEGIC PRIORITIESSTRATEGIC PRIORITIES



adopted budget of $420.2 million is focused on furthering these goals listed below:

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

Some of these improvements include:

• Continue annual funding for neighborhood street maintenance with $3.0 million for FY

2021. Since 2012, the City has spent more than $37.1 million to maintain neighborhood streets.



have failed or are in severe disrepair.

• Planned completions of North Mays Extension and Logan Drive Bridge to increase

connectivity.

• Construction of major upcoming road improvement projectsKenney Fort

Boulevard, Gattis School Road, and University Boulevard.

The City continues to invest in the historic downtown with upgrades in FY 2021 to roads and utility

infrastructure in the heart of our community. Some of these upgrades include:

• Transportation and utility infrastructure improvements to the northeast downtown area,

including planning and design of a future parking garage.

• The Depot Townhome Development has completed demolition of the old Gypsum Building

              

community is planned for early 2021.

• Funding for the Hometown Holiday Lights, Music on Main, and the Fourth of July

Parade 

downtown again.

Round Rock’s recreation and cultural amenities set our City apart from many municipalities. This

FY 2021 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            

acquisition challenges, but work is now under way and this adopted budget includes funding



our City.

• The design of our new library facility will be completed in FY 2021. Groundbreaking is

planned for spring 2021 with an opening date in late 2023.

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CITYWIDE BUDGETCITYWIDE BUDGET 5

BUDGET MESSAGEBUDGET MESSAGE

CITYWIDE BUDGETCITYWIDE BUDGET





ADOPTED PROPERTY TAX RATEADOPTED PROPERTY TAX RATE

The adopted property tax rate for FY 2021 is $0.439000 per $100 of valuation, same as the

FY 2020 nominal rate of $0.439000.

• The adopted rate of $0.439000 is an increase of 1.3 cents or 3.2% above the no new revenue

tax rate of $0.425550, which takes into account the 2.8% growth in existing property values from

last year.

• New property valued at $294 million was added to the property tax roll since last year. This

amount of new property will generate $1.3 million in additional property tax revenues for FY 2021.

The median home value in Round Rock for FY 2021 is $256,347. An owner of a median valued

home will pay $94 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.

• 

• This piece reduces the property tax rate for FY 2021 by 14.4 cents. That saves the median

homeowner $31 a month or 25% on their monthly tax bill.

General Fund

Capital Projects

Debt (Principal

and Interest)

Utility Funds

Other Funds

44%

29%

10%

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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

$44.2M

The City’s property taxes

help cover many of

our core services



transportation, parks

and recreation, and

the library. Over the

past four years the

City has opened



stations, added 19





and has opened a new

Public Safety Training



to property tax revenues.

Sales Tax $48.3M

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 sales tax

revenues that help

reduce the property tax

burden.

Other Revenues

$27.2M



revenues. Some of these are large, like the Electric Franchise Tax revenues

budgeted at $3.7 million for FY 2021. This category includes fees for the

City’s many recreation programs, building permits, and other services.

37%

40%

23%

Single Family Residential

55%

Multifamily

Commercial

37%

Taxable Value by Property Type



City. This diversity of land use means that even though single-family homes make up 93% of the properties

in Round Rock, nearly half of all property tax revenues are paid by owners of commercial and multifamily

properties.

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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 2021 Budget totals $119.6 million. A more

detailed look at the General Fund Revenues is available in the General Fund section of this document.

50%

Public Safety

$58.7M

The Round Rock Police

Department and the

Round Rock Fire

Department are

always top priorities

for the City Council



General Fund

expenses. The



emergency

medical protection

these departments



make Round Rock

one of the safest cities

in the country.

20%

Transportation and Planning

$19.1M

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.

14%

16%

Support Services

$25.7M

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

$16.1M

The Parks and

Recreation and Library





cultural services that Round

Rock’s residents have come

to expect.

50%

16%

14%

20%

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COMMUNITY INVESTMENT PROGRAMCOMMUNITY INVESTMENT PROGRAM8

BUDGET MESSAGEBUDGET MESSAGE

COMMUNITY INVESTMENT PROGRAMCOMMUNITY INVESTMENT PROGRAM

Other Projects $80.9M



new City facilities, and other necessary capital

improvements.

Utilities

$243.0M

The water, wastewater,

and stormwater

systems have some



underway, including

expansions to the

regional water and

wastewater systems.

43%

10%

40%

Recreation and

Culture

$58.5M

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

$270.0M

Road improvements

and expansions

will improve the

City’s transportation



roadways scheduled for

expansion include Kenney Fort

Boulevard, Gattis School Road,



extension.

Major Capital Projects



improvements, and expansions to the City’s infrastructure. The total cost of the capital plan included

            $652.4 million. Because of our





Projects

Estimated

Completion Date

Total

Project Cost

New Main Library Facility Nov 2023 $34.9M

 FY 2021 18.9M

 FY 2023 127.5M

 FY 2022 14.2M

Northeast Downtown Infrastructure Improvements FY 2022 9.9M

Northeast Downtown Parking Garage FY 2023 13.4M

37%

41%

13%

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UTILITIES AND STORMWATERUTILITIES AND STORMWATER 9

BUDGET MESSAGEBUDGET MESSAGE

UTILITIES AND STORMWATERUTILITIES AND STORMWATER

Water

$38.5M

Utility Funds Expenses

Wastewater

$64.5M

Stormwater

$8.8M

The City provides

water to over

140,000 people

within the City

limits and the

surrounding

area. All of these

customers 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 stormwater utility accounts for all aspects of the stormwater program associated



Round Rock operates water, wastewater, and stormwater systems that serve over 36,000 customers.

There are no water, wastewater, and stormwater rate increases in FY 2020/21.

Utility Revenues



and expansions to the water, wastewater, and stormwater systems.

 $53.1M

Impact Fees 8.3M

Bond Proceeds 29.4M

Contracts & Other 14.6M

$105.4M

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SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS10

BUDGET MESSAGEBUDGET MESSAGE

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS





related funds: The Hotel Occupancy Tax Fund and the Venue Tax Fund. We have over 4,275 hotel rooms with





retail including the Round Rock Premium Outlets; and for the variety of restaurants, outdoor adventures, and

numerous lodging options. Round Rock is eagerly awaiting the end of the pandemic and is ready to welcome

back tourists.

Hotel Occupancy Tax Fund

The Hotel Occupancy Tax Fund has a FY 2021 Adopted Budget of $4.1 million which funds the following



balances well above contingency and operating reserve requirements will keep both this fund and the Venue



The Dell Diamond opened in 2000 and is consistently recognized as one of the best minor league stadiums

in the country 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 hosted

national tournaments of NIRSA National Flag Football Championships

and NIRSA Soccer National Championships. Although many events

were canceled due to the COVID-19 pandemic, the complex was

utilized because of the outdoor social distancing availability. The

complex hosted local eld bookings and some tournaments.

Venue Tax Fund

The Venue Tax or Sports Center Fund has a FY 2021 Adopted Budget of $2.5 million which funds the Round



The Round Rock Sports Center opened in January 2014 and has

hosted numerous sporting events as well as banquets, wedding expos,

corporate meetings, and other events that bring visitors to Round Rock.

Although many events were canceled, the Sports Center re-opened as

soon as allowed and remained busy with groups that would typically

use public schools or private facilities in the area for play and practice.

Golf Fund

The Forest Creek Golf Club was extensively renovated in 2018



         

County Judge and the Governor’s guidelines, the golf club was

        

quarantine period. This provided a much needed ‘escape’ for many

local residents and guests in a safe outdoor environment. There

were 36,303 rounds played in FY 2019 and over 52,000 rounds

played in FY 2020.

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LOCAL ECONOMYLOCAL ECONOMY 11

BUDGET MESSAGEBUDGET MESSAGE

LOCAL ECONOMYLOCAL ECONOMY



pandemic, Round Rock’s economy has remained strong. As the largest city in Williamson County and part







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.

Dell is the largest employer in Round Rock with an

estimated 13,000 employees in 2020. 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

        

2021. Because of the company’s commitment to

Round Rock, the employment opportunities they



        

City’s economy.

              

diversifying the economy and bringing in new residents and visitors. The City entered into an agreement

with Mark IV Capital for The District

live, work, and play community located near the intersection of IH 35 and Texas 45. Initial plans for the





use development will be a great opportunity for continued growth and



        

downtown block where the City’s iconic water tower sits. Pearlstone

Holdings has expressed intent to redevelop that block that could include

       



Amazon

          

Boulevard. The industrial park has three buildings. The larger building is







Triple Temp Cold Storage LLC will be operating a new cold storage and manufacturing facility in southwest





a year. The new facility will also serve as an incubator for entrepreneurs to create new food products and



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LOCAL ECONOMYLOCAL ECONOMY12

BUDGET MESSAGEBUDGET MESSAGE

LOCAL ECONOMYLOCAL ECONOMY

East/West Manufacturing 



with the average salary being $50,000 a year. The company will invest $5 million into the new facility with an

additional $650,000 in business personal property.

A new Embassy Suites Hotel and Conference Center is being built for $20 million on about 6 acres





hotel and conference center is anticipated to open

in 2021.

United Parcel Service (UPS) opened a new

facility in Round Rock in late 2018. This $70 million

    



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

    



           

           

outdoor water park. This opens up new opportunities for Round Rock and will provide substantial property tax



on May 15, 2018 and will open November 12, 2020.

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

 

opened its newest building, Willow Hall, on May 24, 2018.

       

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

       

Rock campus on September 26, 2018. The new expansion

     

with more than 140 computers, advanced science labs,

classrooms, and a social staircase where students can

gather to relax or study. The new expansion made room for the enrollment of an additional 1,000 students.

Back to TOCBack to TOC

FINANCIAL REVIEWFINANCIAL REVIEW 13

BUDGET MESSAGEBUDGET MESSAGE

FINANCIAL REVIEWFINANCIAL REVIEW

ALL FUNDS BY USEALL FUNDS BY USE

The FY 2021 Annual Budget totals $420.2 million, a decrease of $24.5 million or 5.5% from last

year.

GENERAL FUNDGENERAL FUND

The General Fund is the primary fund for the City and accounts for core services including police

            

planning, and various administrative and management functions. Budget reductions totaling $5.0







STAFFING AND COMPENSATIONSTAFFING AND COMPENSATION









PARD/Library/

Sports Tourism

$25.3M

Support

Departments

$56.7M

Utilities &

Stormwater

$30.0M

Transportation

$14.3M

Poli

$34.3M

Fire

$24.5M

Principal & Interest

$43.0M

Capital

Proj

ects

$192.1M

46%

10%

14%

Back to TOCBack to TOC

FINANCIAL REVIEWFINANCIAL REVIEW14

BUDGET MESSAGEBUDGET MESSAGE

FINANCIAL REVIEWFINANCIAL REVIEW

PROPERTY TAXPROPERTY TAX

    

property value for Round Rock

is $15.4 billion, an increase of

4.8% from last year’s $14.6

billion. The tax rate for FY2021



the State Legislature regarding

the 3.5% cap on the voter

approval rate, known as Senate

Bill 2. The adopted property tax

rate for FY 2021 is $0.439000

per $100 of valuation. The tax

rate is an increase of 1.3 cents

above the no new revenue rate

of $0.425550, and well below the

voter approval rate of $

0.460650.

    

pandemic, the City did not consider raising the tax rate to the voter approval rate to keep the tax rate



in city property taxes, or $94 per month.

The 1.3 cents increase in the adopted tax rate over the no new revenue rate allows the City to

provide additional funding for roads. For an owner of a median valued home, the impact of a 0.01

cent change in the property tax rate would be $2.14 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



$0.100

$0.200

$0.300

$0.400

$0.500

$0.600

$0.700

Hutto Leander Austin Pflugerville Cedar Park Round Rock Georgetown

$0.614

$0.542

$0.534

$0.486

$0.447

$0.439

$0.418

FY 2021 Combined Property Tax Rates per $100

Valuation

ALLOCATION OF TAX RATE INCREASE

Proposed Tax Rate

$0.439000

No New Revenue Rate, certified

$0.425550

PROPOSED INCREASE

1.3 cents

+3.2% Total

Allocation of Increase

New Road Construction Plan

0.3 cents

Neighborhood Street Maintenance

1.0 cents

TOTAL PROPOSED INCREASE

1.3 cents

Voter Approval Rate

$0.460650

MONTHLY INCREASE $2.87

Neighborhood

Street

Maintenance

$2.21

New Road

Construction

Pla

$0.66

Back to TOCBack to TOC

FINANCIAL REVIEWFINANCIAL REVIEW 15

BUDGET MESSAGEBUDGET MESSAGE

SALES TAX REVENUESALES TAX REVENUE



contributor to City resources. Sales tax

provides 40% of the revenue needed

for the City’s $119.6 million General

Fund budget, and is the primary

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 14

years from $41.1 million in 2007 to

$48.3 million expected in 2021. The

Financial Policies adopted with the FY

2019 Budget included new initiatives to



GENERAL SELF FINANCE FUNDSGENERAL SELF FINANCE FUNDS

           

capital needs, and repair and rehabilitation costs for City parks, streets, public safety equipment, and









$10

$20

$30

$40

$50

$60

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020* 2021*

Millions

Dell City

City

Dell

32%

20%

68%

80%

 500,000

IT Repair & Replacement 500,000

Capital Equipment & Replacement Reserve 500,000

PARD Repair & Replace: Buck Egger Park Improvements 250,000

 100,000

 75,000

 368,000

Fire Equipment Replacement Program 250,000

Police Equipment Replacement Program 350,000

Total New General Self Finance Uses/Designations $2,893,000

City-

wide

PARD

Public

Safety

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FINANCIAL REVIEWFINANCIAL REVIEW16

BUDGET MESSAGEBUDGET MESSAGE

FINANCIAL REVIEWFINANCIAL REVIEW

BUDGET CONTINGENCY PLANBUDGET CONTINGENCY PLAN



              

contingency plan established in the adopted Financial Policies as a guide for decision making while responding







capital purchases, expenditure reductions, and hiring delays.

GENERAL FUND RESERVE POLICYGENERAL FUND RESERVE POLICY



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 also include a policy to limit the City’s

dependence on Dell, our single largest sales taxpayer. Any Dell sales tax in excess of 20% of budgeted General





DEBTDEBT



Revenue bonds in December 2017 and General Obligation bonds in October 2018 to AAA, the highest rating of





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 $124.1 million in FY 2021 for operations and capital needs.



        



STORMWATER FUNDSTORMWATER 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 $5.3 million

for capital improvements to the City’s stormwater system. More information on the City’s Stormwater Fund is

available in the Stormwater Fund section of this document.

HOTEL OCCUPANCY TAX AND SPORTS CENTER FUNDSHOTEL OCCUPANCY TAX AND SPORTS CENTER FUNDS



watched closely to alert the City to take any additional corrective expenditure cuts. The Budget Contingency



replenish the fund balance if is it brought below policy level. The City does not expect either fund to fall below

policy level. The use of fund balance is one of the last options to explore if other measures are not enough to





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.

Back to TOCBack to TOC

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 $18.9 million

per year for various transportation and economic development programs. These revenues are allocated



adopted by the Type B Board and by the City Council.

COMMUNITY INVESTMENT PROGRAM (CIP)COMMUNITY INVESTMENT PROGRAM (CIP)

The City manages its current assets and keeps up with growth through CIP master planning for Parks &



the City expects to spend $652.4 million on improvements in these areas. Around 62% of these expenditures



having to borrow for well over half of the planned capital expenditures saves the community money. For more





5 YEAR CIP BY USE5 YEAR CIP BY USE

Admin, Comm, IT, Fleet, &

Facilities

$30.7M

Sports Management &

Tourism

$2.7M

Stormwater

$32.1M

Fire

$15.8M

Library

$39.0M

Parks & Recreation

$16.9M

Police

$2.2M

Transportation

$270.0M

Water & Wastewater

$243.0M

41%

37%

0.5%

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BUDGET MESSAGEBUDGET MESSAGE

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STRATEGIC PLANSTRATEGIC PLAN

STRATEGIC PLANNING FOR THE CITYSTRATEGIC PLANNING FOR THE CITY

              

                  





measurable actions to be taken to help the City achieve its goals.











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





improve.







personnel information, and some performance measures. Most of these measures for FY 2021 are basic

measures that gauge the level and quantity of services provided to the City’s residents and customers. Over



and the outcomes to the City’s neighborhoods and to the residents resulting from the services.

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STRATEGIC PLANSTRATEGIC PLAN

CITY VISIONCITY VISION



      

Planning Retreat in February. The vision provides

the foundation for the Strategic Plan and the FY

2021 Budget.

The vision outlined for 2030 is for Round Rock to be:

•      

and Distinctive by Design

•       

Medical and Educational Destination

• An Authentic Downtown and choice of Great

Neighborhoods

For each of these components of the vision, these



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

service

• No visual blight – an attractive and safe

appearance

• 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



•     

designed for attractiveness

• Preservation of Round Rock’s historic

character

• 

and private areas

• Round Rock with a distinctive community

appearance from other Texas cities

THE SPORTS CAPITAL OF TEXAS

• Round Rock expanded brand as “The Sports

Capital of Texas”

• 



•      

local recreation, tournaments, and tourism

• 

games

• Attract regional and national tournaments

• Host tournaments for mainstream sports,

such as baseball/softball, football, basketball,

volleyball, soccer, and cheerleading

• City and Round Rock Independent School

    



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

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STRATEGIC PLANSTRATEGIC PLAN

CITY VISIONCITY VISION

tech 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

educational schools

•     

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



• 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

• 

• 

•    

    

responsibility for the neighborhood

• 

• 

and bike lanes

•      



Round Rock Water Tower

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STRATEGIC PLANSTRATEGIC PLAN

CITY GOALSCITY GOALS



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.



FINANCIALLY SOUND CITY PROVIDING HIGH VALUE SERVICES

CITY INFRASTRUCTURE: TODAY & FOR TOMORROW

GREAT COMMUNITY TO LIVE

• 

• Expand the City tax base through economic expansion

• 

standards

• Hire and retain top quality, diverse City workforce dedicated to serving the

Round Rock community

• Maintain City facilities, equipment, apparatus

• 

•         

planning

• Responsible water use by City customers and City facilities and parks

• Invest in City infrastructure to support future community growth and economic

development

•           



• Improve mobility throughout the City

• 

• 

• Expand sports facility to support sports tourism

• Increase number of tournaments: regional and national

• 

• 

• 

economy

• Expand conventions/conferences

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STRATEGIC PLANSTRATEGIC PLAN

CITY GOALSCITY GOALS

• 

• 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

• Develop/upgrade parks and trails

“THE SPORTS CAPITAL OF TEXAS” FOR TOURISM AND RESIDENTS

AUTHENTIC DOWNTOWN - EXCITING COMMUNITY DESTINATION

• Increase public and commercial use of Brushy Creek

• Expand housing opportunities: townhomes, apartments, condos

• 

• Increase Downtown connectivity

• Provide safe, convenient, lighted parking

• More attractive, aesthetically pleasing Downtown

• Maintain reputation as the safest large city

• 

• Ensure homes and commercial buildings comply with City codes

• Increase neighborhood connectivity through streets, trails, and bike lanes

• 

• Repair and upgrade neighborhood infrastructure: streets, sidewalks, utilities,

fences, and streetscapes

• 

SUSTAINABLE NEIGHBORHOODS

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STRATEGIC PLANSTRATEGIC PLAN

POLICY AGENDA - TOP PRIORITY PROJECTSPOLICY AGENDA - TOP PRIORITY PROJECTS

State Legislative Agenda Advocacy

City Manager | Goal 1

Status: Comptroller’s TAC Rule 3.334 was published May 2020 with the key section



and legislative options.

Milestones Due Date

A. Sales Tax

1. Comptroller: Public Hearing and Comptroller Comments 2/20 Complete

2. Comptroller: Decision 5/20 Complete

3. Prepare for Next Steps TBD

B. Legislative Actions

1. Monitor Interim Committees 1/21

2. Prepare Legislative Agenda 10/20

3. Decision: Agenda Adoption 12/20

City Revenues: Direction

Finance Department | Goal 1

Status: 

2021. Revenue options to be reconsidered in FY 2021.

Comprehensive Water Strategy/Future Alternative for Water Supply: Partnership with BRA



Status: 

Next quarterly report is scheduled for October 2020.

Milestones Due Date

1. Share RFI information 2/20 Complete

 10/20

 12/20

4. Work with BRA: additional regional water Ongoing

Milestones Due Date

1. Identify revenue options: property tax cap/sales tax 4/20

2. Prepare report/memo TBD

3. Decision: Revenue Direction TBD

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POLICY AGENDA - TOP PRIORITY PROJECTSPOLICY AGENDA - TOP PRIORITY PROJECTS

Multipurpose Fields Complex: Direction and Funding Mechanism ($40 million)

Assistant City Manager and Sports Management & Tourism Department | Goal 4

Status: 

Milestones Due Date

1. Develop Conceptual Plan 1/20 Complete

 TBD

3. Decision: Direction TBD

 TBD

Heritage Trail East: Land Acquisition

Parks and Recreation Department | Goal 5

Status: 

properties in process.

Milestones Due Date

1. Complete appraisals 3/20 Complete

2. Response from property owner 3/20

3. Decision: Direction 4/20

4. Complete acquisition 12/20

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POLICY AGENDA - HIGH PRIORITY PROJECTSPOLICY AGENDA - HIGH PRIORITY PROJECTS

Kinningham House: Reports with Locations, Options and Direction

Parks & Recreation and General Services Departments | Goal 1

Status: Options under discussion with manufacturers.

Milestones Due Date

1. Complete feasibility study and location 1/21

2. Review by City Manager 2/21

3. Budget workshop: Discussion and direction 7/21

4. Decision: Budget funding 9/21

Northeast (NE) Downtown Infrastructure: Plan and Funding



Status: 

Milestones Due Date

1. Complete design 7/20

2. Bid 8/20

3. Decision: Award Contract 9/20

4. Complete construction 10/21

Commercial Redevelopment Plan

Transportation and Planning & Development Services Departments | Goal 3

Status: 

Milestones Due Date

A. Mays Corridor

1. Presentation: Mays Corridor Plan and Funding Requests 3/20 Complete

2. 30% Design complete and public comments 

3. Award Final Design 9/20

4. Decision: Award construction contract 4/21

 11/21

B. Facade Grants Program

 4/20 Complete

2. Develop Budget Proposal 4/20

3. Budget workshop 7/20

4. Decision: Budget FY 21 funding 9/20

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POLICY AGENDA - HIGH PRIORITY PROJECTSPOLICY AGENDA - HIGH PRIORITY PROJECTS

Performing Arts Facility: Direction

Assistant City Manager and Communications & Marketing | Goal 3

Status: 

on mass gatherings.

Milestones Due Date

A. Concert Venue

B. Performance Arts Center

 

1. Prepare initial report TBD

  TBD

Downtown Integrated Master Plan: Completion

Assistant City Manager | Goal 5

Status: Temporarily on hold.

Milestones Due Date

1. Review existing plans 9/21

2. Develop an integrated Master Development Plan 11/21

  12/21

Comprehensive Plan 2030: Adoption

Planning & Development Services Department | Goal 6

Status: Comprehensive Plan has been adopted by the City Council. Implementation com

mences.

Milestones Due Date

1. Open House 3/20 Complete

2. Decision: Consider ordinance adoption 6/20 Complete

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MANAGEMENT AGENDA - TOP PRIORITY PROJECTSMANAGEMENT AGENDA - TOP PRIORITY PROJECTS

CO’s for Major Projects: Issuance

Finance Department | Goal 1

Status: $30 million in road bonds issued per schedule. Remaining debt issues will be de



Milestones Due Date



1. Price and sell 4/20 Complete

2. Decision: Council direction 4/20 Complete

3. Close and funding 5/20 Complete



1. Price and sell TBD

2. Decision: Council direction TBD

3. Close and funding TBD



1. Price and sell TBD

2. Decision: Council direction TBD

3. Close and funding TBD



1. Price and sell TBD

2. Decision: Council direction TBD

3. Close and funding TBD

Community Survey: Completion

Communication & Marketing Department | Goal 1

Status: 

survey in fall 2020; we are hoping to get past the worst of the pandemic before putting the



Milestones Due Date

 TBD

 TBD

3. Conduct survey TBD

 TBD

5. Report to Mayor and Council TBD

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MANAGEMENT AGENDA - TOP PRIORITY PROJECTSMANAGEMENT AGENDA - TOP PRIORITY PROJECTS

School Police: SRO Phase Out

Police Department | Goal 1

Status: Time frame is still on track.

Milestones Due Date

1. Initiate transition 1/21

2. Complete transition 8/21

3. Assist ISD with formation of police department Ongoing

New Library Building: Design and Cost

General Services Department | Goal 2

Status: 

Milestones Due Date

1. Report update 4/20 Complete

2. Complete design and costs 10/20

 11/20

4. Complete Construction 11/23

Planning & Developmental Services Department | Goal 3

Status: 

forward once it is safe to have gatherings. Investors have paused the funding.

Milestones Due Date

1. Final plans TBD

2. Construction TBD

Kalahari Development: Opening

Planning & Developmental Services Department | Goal 3

Status: Kalahari plans on opening November 12, 2020.

Milestones Due Date

 8/20

 9/20

3. Open 11/20

Nutty Brown Development: Final Plans and Construction

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MANAGEMENT AGENDA - HIGH PRIORITY PROJECTSMANAGEMENT AGENDA - HIGH PRIORITY PROJECTS

Fire Station No. 10: Funding

Fire Department | Goal 1

Status: 

Milestones Due Date

 TBD

2. Develop draft agreement TBD

3. Decision: Agreement TBD

 TBD

5. Budge workshop: Presentation and direction TBD

 Ongoing

620 Quarry Storage: Direction



Status: An update will be provided to Council on the status of the discussion in December

2020.

Milestones Due Date

1. Report 12/20

2. Continue discussion with landowners Ongoing

Chamber of Commerce Contract: Adoption

Assistant City Manager | Goal 3

Status: Complete

Milestones Due Date

 2/20 Complete

 2/20 Complete

 3/20 Complete

4. Decision: Contract presented for Council approval 4/20 Complete

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Tower Development Project: Development Agreement

City Attorney and Planning & Developmental Services Department | Goal 5

Status: 



Milestones Due Date

 TBD

2. Decision: Development TBD

 TBD

 TBD

The Depot Development: Land Sale and Construction

Planning & Developmental Services Department | Goal 5

Status: 

Milestones Due Date

 2/20 Complete

 10/20

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LONG RANGE FINANCIAL PLANNINGLONG RANGE FINANCIAL PLANNING

GENERAL FUND PLANNING MODEL





is developed internally and focuses on the anticipated future funding necessary to meet the City’s strategic

goals.



not developed the same way it has been developed in past years because of the pandemic and the absence

                   







for FY 2021. The actual revenues for FY 2020 performed well above the original curve leaving the City in a

strong position going into FY 2021.

A full update of the planning model will be performed during the FY 2022 budget process. The model

will incorporate General Fund needs necessary to meet the City’s strategic goals and to recover from the

pandemic from a position of strength.

WATER AND WASTEWATER RATE MODEL





the next 10 years based on certain assumptions. A cost of service study will be performed in FY 2021 taking



rates will be presented to Council during Summer 2021. There are no utility rate increases planned for water,

wastewater, and stormwater for FY 2021.

• 

• 

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CITY PROFILECITY PROFILE

33ROUND 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

The Mayor and six Council members, acting as the elected

        

policy to meet community needs and assure orderly development in

the City. The City Council appoints the City Manager, City Attorney,



The City Council’s public policy activities include: adopting the City’s

       

adopting all ordinances and resolutions; and approving purchases

and contracts as prescribed by City Charter and State Law.

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CITY PROFILECITY PROFILE

CITY ORGANIZATIONAL CHARTCITY ORGANIZATIONAL CHART



Mayor & Council

Purchasing

City Manager

Municipal Judge

City Attorney

Assistant City ManagerAssistant City Manager



Services

Planning & Development

Services

Information Technology

Police Department

Finance

Office of the Chief

Patrol

Training

Criminal Investigation

Records Management

City Clerk

Fire Department

Finance

Fire Prevention

Fire Administration

Fire Operations

Homeland Security &

Emergency Management

Human Resources

Finance

Benefits & Wellness

Employee Services

Safety & Risk Management

Library

Finance

Administration

Technical Services

Public Services

Youth Services

Arts & Culture

Video Production

Downtown Events &

Marketing

Finance

Permits & Inspections

Parks

Recreation Centers

Athletics/Aquatics

Forestry

General Services

Finance

Facility Maintenance

Finance

Planning & Engineering

Operations Maintenance

Water Conservation

Solid Waste & Recycling

Transportation Department

Transportation Administration

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

Stormwater Management

Transportation Planning &

Engineering

Transit/Public Transportation

Construction Inspection

Services

Vehicle Maintenance Facility

Building Construction

Long Range Planning &

Zoning

Current Development

Boards & Commissions

Geographic Information

Systems

Infrastructure & Customer

Support

g

Accounting & Treasury

Budget

Municipal Court

Purchasing

Communications &

Marketing

Parks and Recreation

Community Development

HRIS & Records

Multipurpose Complex



Administration

Support Services

Special Operations



Street Maintenance

Traffic Signs & Signals

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CITY PROFILECITY PROFILE

GROWTH IN ROUND ROCKGROWTH IN ROUND ROCK

1983 City Limits

2020 City Limits

2020 City of Round Rock Growth Map

LOCATION OF ROUND ROCKLOCATION OF ROUND ROCK



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



    

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





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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36 HISTORY OF ROUND ROCKHISTORY OF ROUND ROCK

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

   

requested that the Brushy



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.

Cowboys moved their herds

of cattle through Brushy Creek

and past the round rock.

18771877



voted to incorporate.

W.T. Smith served as

   

Mayor.”

18841884





hose and hand pump

company.

19131913

The City was incorporated in its

present state. Jack Jordon was

     



John A. Nelson, Dr. W.G. Weber, E.J.

Walsh, J.A. Jackson, W.A. Gannt,

and A.K. Anderson.

19131913

   

    



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CITY PROFILECITY PROFILE

HISTORY OF ROUND ROCKHISTORY OF ROUND ROCK

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

operations 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

    

which eventually became the

Round Rock Public Library.

19501950

      

     

town in Williamson County behind Taylor,

9,071; Georgetown, 4,951; Bartlett,



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

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PRESENT DAY ROUND ROCKPRESENT DAY 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

      

and additional public amenities such

as the expansion of the water plant,

an additional wastewater treatment

plant, and the development of the

    

an increase in the property tax rate.

20002000

The Round Rock Express

   

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

    

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

    

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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CITY PROFILECITY PROFILE

PRESENT DAY ROUND ROCKPRESENT DAY ROUND ROCK

2018





distribution center.

20202020

Kalahari Resorts and Conventions is

slated to open on Nov. 12, 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,



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



Premium Outlets.

20082008

Seton Hospital opened its

regional medical center, Texas

A&M broke ground on a medical

school branch campus, and



nursing school campus making



destination.



IKEAIKEA



2010

Austin Community

College’s Round

Rock campus

opens for classes.

HISTORICAL CITY POPULATION, 1970-2021

25,000

50,000

75,000

100,000

125,000

1970 1980 1990 2000 2010 2021

2,811

12,740

30,923

61,136

99,887

120,975

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. Forest Creek Golf Club

6. Round Rock Multipurpose

Complex

11. Bass Pro Shops

12. Premium Outlets

13. IKEA

14. Round Rock Sports Center

7. Dell Diamond

8. Rock’N River

9. Old Settlers Park

10. Austin Community College,





CITY PROFILECITY PROFILE

DESTINATION ROUND ROCKDESTINATION ROUND ROCK

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Round Rock continues to gain recognition for the value of high quality services provided to our residents.



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 8 Best

City in America to Buy a House in 2020.

Some of the factors to determine ranking include

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.

CITY PROFILECITY PROFILE

ACCOLADESACCOLADES

BEST PERFORMING CITY

Milkeninstitute.org ranked Round Rock Number 3

in its annual Best Performing cities series. Selections





TOP CHOICE FOR SPORTS EVENTS

PLANNERS

Sports Events Media Group, the leading industry

publication focused exclusively on helping sports

event planners produce excellent competitions in





as a 2019 Readers’ Choice Award winner.

BEST PLACE TO LIVE IN TEXAS

Homecity.com, a part of Better Homes and Gardens

Real Estate, ranked Round Rock Number 5 best

places to live in Texas. The publication looked at

stats such as population growth, household incomes,

house prices, violent crime rates, food quality, public



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The City believes that it’s important to not only plan for and provide adequate levels of quality service, but









2010; the most recent survey was completed in Spring 2018. The next survey was due in Spring of 2020 but



results are available on the Communication Department’s section of the City’s website.

OVERALL SATISFACTION WITH CITY SERVICES BY MAJOR CATEGORY

             





  







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%

10%

20%

11%

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

CITY PROFILECITY PROFILE

CITY SURVEY RESULTSCITY SURVEY RESULTS

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





The FY 2021 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

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

Traffic

CITY PROFILECITY PROFILE

CITY SURVEY RESULTSCITY SURVEY RESULTS

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The City is in the middle of a rapid growth in population. The estimated population for 2021 is 120,975, a



DEMOGRAPHICS:

Population by Age Range:

Age Range Per

cent of Population

 6.0%

 28.0%

Ages 18 to 64 63.0%

Ages 65 and over 8.0%

Population by Ethnicity:

Ethnicity Percent of Population

White 75.1%

Black or African American 10.2%

American Indian and Alaska Native 0.2%

Asian 6.7%

Native Hawaiian/Other Pacific Islander 0.0%

Two or more races 4.5%

Hispanic or Latino origin 30.9%

 49.6%



20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

2017 2019 2021 2023 2025 2027 2029 2031

City Population

Year

CITY PROFILECITY PROFILE

CITY POPULATIONCITY POPULATION

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PRINCIPAL EMPLOYERS PRINCIPAL WATER CUSTOMERS

PRINCIPAL TAXPAYERS PRINCIPAL HOTELS

Rank Employer

Employees

(2020)

1 Dell, Inc. 13,000

2 Round Rock Independent School District 6,955

3 City of Round Rock 1,019

4 Round Rock Premium Outlets 800

5 Ascension Seton Williamson 750

6 Baylor Scott & White Healthcare 750

7 St. David's Round Rock Medical Center 689

8 Emerson Process Management 682

9  600

10  563

Rank Customer

FY 2020 Water

Consumption

(in Gallons)

1  274,588,000

2  260,840,500

3  213,844,200

4 City of Georgetown 193,336,000

5  183,513,000

6 Chandler Creek 166,341,800

7 Vista Oaks 130,240,400

8 Dell 76,620,500

9 Round Rock ISD 75,816,000

10 MID America Apts LP 74,418,000

Rank Taxpayer

Net Assessed

Valuation (2020)

1 Dell Computer Holdings, LP $401,534,906

2 201,530,519

3 167,439,916

4 93,865,287

Baltgem Development Corp.



87,753,234

CMF 15 Portfolio, LLC



87,550,060

2811 La Frontera LP





78,086,046

8 73,200,000

9 68,820,000

10 63,087,625

Kalahari

Columbia/St. David's Healthcare









CPG Round Rock, LP



Dell Computer Corp

Rank Hotel

Number of

Rooms

FY 2020 Hotel

Occupancy Tax

Collected

1 Austin Marriott North 295 $440,055

2 Homewood Suites 115 238,361

3 Hyatt Place 138 238,179

4 Hilton Garden Inn 122 187,975

5 Holiday Inn Express N 109 167,101

6 Residence Inn 96 157,146

7 Towneplace Suites 102 153,499

8 Home2 Suites 91 155,450

9 Springhill Suites 104 153,421

10 Courtyard Marriott 113 150,283

CITY PROFILECITY PROFILE

CITY TOP TENSCITY TOP TENS

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CITY PROFILECITY PROFILE

CITY POPULATIONCITY POPULATION

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BUDGET SUMMARIESBUDGET SUMMARIES

TOTAL ADOPTED BUDGETTOTAL ADOPTED BUDGET 47

TOTAL ADOPTED BUDGETTOTAL ADOPTED BUDGET





by use.

SUMMARY BY SOURCE

SUMMARY BY USE

REVENUES $420.2 M

EXPENSES $420.2 M

Property Tax

$68.5M

16%

Sales Tax

$70.4M

17%

Hotel

Occupancy

Tax/Venue Tax

$4.7M

Other Taxes &

Franchise Fees

$7.2M

Fines,

Perm

its, & Fees

$11.0M

Utility &

Garbage

harges

$60.3M

14%

Progr

am Revenues

$6.2M

Contracts & Other

$59.9M

14%

Bond

Proceeds &

Capital Lease

$114.7M

27%

Self Finance/Use of

Fund Balance (Cash)

$17.3M

PARD/Library/

Sports Tourism

$25.3M

Support

Departments

$19.9M

Planni

$6.8M

Transfers Out &

Fiscal Support

$24.6M

Utilities &

Stormwater

$30.0M

Transportation

$14.3M

Police

$34.3M

Fire

$24.5M

General Services

$5.4

Principal & Interest

$43.0M

10%

Capital

Proj

ects

$192.1M

46%

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FINANCIAL SUMMARIES FOR ALL FUNDSFINANCIAL SUMMARIES FOR ALL FUNDS48

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

Estimated Fund Balance/Working Capital $246,385,341 $47,352,051 $24,436,429 $1,931,538 $129,598,811

Revenues & Sources

Property Tax 68,514,717 44,150,000 24,364,717

Sales Tax 70,430,861 48,330,861 3,200,000

Hotel Occupancy Tax 4,650,066

Other Taxes & Franchise Fees 7,153,057 7,153,057

Licenses, Permits, & Fees 9,988,273 1,483,273 8,250,000

Service Charges 60,273,153 1,292,920 55,166,268

Program Revenues 6,224,928 2,632,887

Fines & Forfeitures 1,072,320 965,320

Contracts & Other 59,853,433 7,544,675 281,000 50,000 12,595,000

Bond Proceeds 111,716,859 2,000,000 29,385,000

Capital Lease 3,000,000 3,000,000

Transfers In 7,294,500 6,107,000 250,000 262,500

Total Revenues & Sources 410,172,167 119,659,993 8,731,000 24,677,217 105,396,268

Expenditures & Uses

Administration 2,989,411 2,030,461

Communications 1,824,441 1,162,677

Finance 6,880,440 4,071,814 2,198,483

Fire 24,503,816 24,503,816

Fiscal Support 17,287,377 4,820,023 1,578,654

General Services 5,379,382 5,379,382

Human Resources 1,561,022 1,561,022

Information Technology 5,120,337 5,120,337

Legal Services 1,275,000 1,275,000

Library 3,268,230 3,243,255

Parks & Recreation 15,313,900 12,929,851

Planning & Development 6,831,017 5,669,042

Police 34,320,396 34,231,365

Recycling 266,787 266,787

Sports Management & Tourism 6,756,886

Transportation 14,251,109 13,385,164

 29,950,365 27,304,902

Debt Service 42,993,143 24,686,217 10,773,400

Transfers Out 7,294,500 4,930,000

 2,893,000 2,893,000

 2,758,015 2,758,015

Fleet Replacement 3,250,000 3,000,000 170,000

 183,193,543 9,202,896 77,181,114

Total Expenditures & Uses 420,162,117 119,649,996 17,853,911 24,686,217 124,136,553



Net Revenues & Sources (9,989,950) 9,997 (9,122,911) (9,000) (18,740,285)

Less Reservations

Contingency 48,007,032 30,301,909 14,280,022

Concentration Risk Fund 10,770,000 10,770,000

Debt Reserves 3,077,367 1,922,538

Bond Proceeds 1,252,944 1,252,944

 20,201,060 12,497,905

Total Reservations 83,308,403 41,071,909 13,750,849 1,922,538 14,280,022

Available Ending Fund

Balance/Working Capital FYE 2021 153,086,988 6,290,139 1,562,669 - 96,578,504

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FINANCIAL SUMMARIES FOR ALL FUNDSFINANCIAL SUMMARIES FOR ALL FUNDS 49

BUDGET SUMMARIESBUDGET SUMMARIES

Stormwater

Fund

Type B

Fund

HOT

Fund

Sports Center

Fund

Special Revenue &

Other Funds

$8,534,565 $18,232,654 $3,982,678 $4,776,513 $7,540,102

Revenues & Sources

Property Tax

18,900,000 Sales Tax

3,395,231 1,254,835 Hotel Occupancy Tax

Other Taxes & Franchise Fees

255,000 Licenses, Permits, & Fees

3,813,965 Service Charges

875,000 2,717,041 Program Revenues

107,000 Fines & Forfeitures

290,000 36,889,999 112,373 380,938 1,709,448 Contracts & Other

80,331,859 Bond Proceeds

Capital Lease

675,000 Transfers In

4,103,965 136,121,858 3,507,604 2,510,773 5,463,489 Total Revenues

penditures & Uses

958,

950 Administration

325,764 336,000 Communications

610,143 Finance

Fire

10,888,700 Fiscal Support

General Services

Human Resources

Information Technology

Legal Services

24,975 Library

2,384,049 Parks & Recreation

1,161,975 Planning & Development

89,031 Police

Recycling

1,521,888 1,835,941 3,399,057 Sports Management & Tourism

865,945 Transportation

2,645,463 

558,250 5,966,996 640,500 367,780 Debt Service

266,000 911,000 937,500 250,000 Transfers Out





80,000 Fleet Replacement

5,225,000 90,463,995 701,000 50,000 369,538 

8,774,713 110,055,586 4,126,652 2,503,721 8,374,768 Total Ex

penditures & Uses

(

4,670,748) 26,066,272 (619,048) 7,052 (2,911,279) Net Revenues

Less Reservations

727,866 1,000,000 796,538 458,985 441,712 Contingency

Concentration Risk Fund

642,506 512,323 Debt Reserves

Bond Proceeds

125,000 816,662 3,000,000 3,761,493 

727,866 1,125,000 2,255,706 3,971,308 4,203,205 Total Reservations

Available Ending Fund

3,135,951 43,173,926 1,107,924 812,257 425,618 Balance/Work

ing Capital FYE 2021

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COMBINED EXPENDITURES BY CATEGORYCOMBINED EXPENDITURES BY CATEGORY50

BUDGET SUMMARIESBUDGET SUMMARIES

COMBINED EXPENDITURES BY CATEGORYCOMBINED EXPENDITURES BY CATEGORY

Personnel

Services

$108.0M

26%

Operating

Expenses

$69.8M

16%

Capital Outlay

192.1M

46%

Debt Service

$43.0M

10%

Transfers

$7.3M

Fund

Personnel

Services

Operating

Expenses

Capital

Outlay

Service Transfers

Total

Budget

General Fund 90,400,829$ 29,011,863$ 237,304$ 119,649,996$

 17,853,911 17,853,911

Debt Service Fund 24,686,217 24,686,217

 12,234,244 18,847,795 77,351,114 10,773,400 4,930,000 124,136,553

Stormwater Fund 1,880,877 764,586 5,305,000 558,250 266,000 8,774,713

Type B Fund 12,713,595 90,463,995 5,966,996 911,000 110,055,586

HOT Fund 510,957 1,336,695 701,000 640,500 937,500 4,126,652

Sports Center Fund 1,268,068 567,873 50,000 367,780 250,000 2,503,721

Special Revenue Funds 1,682,019 6,542,749 150,000 8,374,768

Total 107,976,994$ 69,785,156$ 192,112,324$ 42,993,143$ 7,294,500$ 420,162,117$

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BUDGET REDUCTIONS - GENERAL FUNDBUDGET REDUCTIONS - GENERAL FUND 51

BUDGET SUMMARIESBUDGET SUMMARIES

BUDGET REDUCTIONS - GENERAL FUNDBUDGET REDUCTIONS - GENERAL FUND

Base Budget for 2020/21 $124,656,821

Budget Reductions by Department (Ongoing Operating Costs)

Administration 

Communications 

Finance 

Fire 

Fiscal Support 

General Services 

Human Resources 

Information Technology 

Library 

Parks & Recreation 

Planning 

Police 

Recycling 508

Transportation 

Neighborhood Street Maintenance 

OSP Maintenance Reserve 

Total Reductions ($5,006,825)

Total Ge

neral Fund $119,649,

996

Percentage decrease from base 

Budget Reductions by Type

Transfers for Neighborhood Streets and Park Maintenance 

Travel and Training 

Overtime 

Positions held for all of FY 2021 

Positions on Hiring Delay 

Other Operating Savings 

Total Reductions (5,006,825)



declines in revenues as a result of the pandemic. The City’s adopted Financial Policies provide direction on





transfers, deferral of capital purchases, expenditure reductions, and hiring delays.







part of the year for budgetary savings.

The initial planning for FY 2021 General Fund expenditure base budget was $124.7 million, but through

planning and each department working together, the City was able to reduce the General Fund budget to

$119.6 million.

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SUMMARY OF POSITIONS HELDSUMMARY OF POSITIONS HELD52

BUDGET SUMMARIESBUDGET SUMMARIES

SUMMARY OF POSITIONS HELDSUMMARY OF POSITIONS HELD

GENERAL FUND

Fire

•  1.00

• Administrative Assistant  1.00

• Fire Lieutenant  2.00

•  4.00

• Driver  2.00

General Services

• Parts Inventory Specialist  1.00

• Development Construction Manager  1.00

Information Technology

• Senior GIS Analyst  1.00

• Network Administrator  1.00

Parks and Recreation

• Administrative Associate  0.50

• Parks Maintenance Worker  1.00

•  1.00

• Recreation Assistant  0.63

• Bus Driver  0.63

• Fitness Instructor  1.00

Planning

• Long Range Planner  1.00

• Neighborhood Services Coordinator  1.00

Police

•  1.00

• Victim Services Advocate  1.00

•  1.00

Total Positions Held Vacant 23.75

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REVENUE SUMMARIESREVENUE SUMMARIES

GENERAL FUND REVENUE SUMMARYGENERAL FUND REVENUE SUMMARY 53

GENERAL FUND REVENUE SUMMARYGENERAL FUND REVENUE SUMMARY

PROPERTY TAX revenues are higher in FY 2021 primarily due to the recommended rate. The adopted property tax

rate for FY 2021 is $0.439000 per $100 of valuation, same as the FY 2020 nominal rate of $0.439000. The adopted

rate of $0.439000 is an increase of 1.3 cents or 3.2% above the no new revenue tax rate of $0.425550 which takes into

account the 2.8% growth in existing property values from last year.

SALES TAX

policy to no more than 20% of net General Fund sales tax revenues, and also for 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 14.4 cents on

the property tax bill for FY 2021.

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 growth revenues; therefore, mild weather can reduce fees received

from electric and gas providers. For FY 2020 and beyond 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





SERVICE CHARGES 

Average residential customers pay $19.37 per month for garbage with the City retaining 15.5% or $3.00. 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 



CONTRACTS & OTHER 

and contributions, insurance and grant reimbursements, police reimbursements, and other miscellaneous small revenue



from RRISD. SRO reimbursements started decreasing in FY 2019 due to phasing out the SRO program.

ADMINISTRATIVE SUPPORT SERVICES 

to reimburse the General Fund for their allocated share of administrative support service costs. The cost allocations are

reviewed annually and are based on generally accepted cost allocation methodology.

Revenues

2018

Actual

2019

Actual

2020

Revised

Budget

2020

ojected

ual

2021

Adopted

Budget

Property Tax $34,559,009 $37,631,725

$42,066,250 $42,066,250 $44,150,000

Sales Tax 52,396,862 52,802,373 47,280,000 47,280,000 48,330,861

Other Taxes & Franchise Fees 7,652,669 7,978,882 7,045,000 7,045,000 7,153,057

Licenses, Permits, & Fees 1,906,515 2,008,187 1,405,000 1,405,000 1,483,273

Service Charges 1,242,902 1,381,690 1,280,000 1,280,000 1,292,920

Program Revenues 3,541,911 3,451,886 1,502,400 1,502,400 2,632,889

Fines & Forfeitures 1,210,175 1,640,683 885,000 885,000 965,320

Contracts & Other 7,700,124 8,714,980 6,847,738 7,518,738 7,544,673

Administrative Support Services 3,873,858 4,555,000 5,061,250 5,061,250 6,107,000

Total Revenues $114,084,025 $120,165,407 $113,372,638 $114,043,638 $119,659,993

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REVENUE SUMMARIESREVENUE SUMMARIES

GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Property Tax

Current Property Taxes $34,507,286 $37,591,485 $42,016,250 $42,016,250 $44,100,000

Delinquent Taxes 51,723 40,240 50,000 50,000 50,000

Total Property Tax 34,559,009 37,631,725 42,066,250 42,066,250 44,150,000

Sales Tax 52,396,862 52,802,373 47,280,000 47,280,000 48,330,861

Other Taxes & Franchise Fees

Penalty & Interest Del Taxes 17,106 17,624 15,000 15,000 17,000

Penalty & Interest Current Tax 66,778 74,985 55,000 55,000 65,000

 8,633 3,940 5,000 5,000 5,000

 980,902 1,163,392 1,170,000 1,170,000 1,170,000

 499,214 476,117 110,000 110,000 200,000

 3,665,427 3,721,499 3,600,000 3,600,000 3,700,000

 1,096,993 1,093,700 1,050,000 1,050,000 1,050,000

 670,372 729,790 675,000 675,000 497,749

Mixed Drink Tax 617,589 660,548 340,000 340,000 421,308

Bingo Tax 29,654 37,287 25,000 25,000 27,000

Total Other Taxes & Franchise Fees 7,652,669 7,978,882 7,045,000 7,045,000 7,153,057

Licenses, Permits & Other Fees

Beer & Liquor Licenses 41,790 45,948 35,000 35,000 32,937

Animal Control Licensing Fees 5,818 3,813 5,000 5,000 3,798

Building Permits 770,591 770,318 520,000 520,000 625,687

Title Report Fees 7,200 16,400 2,000 2,000 9,675

Building Reinspections 39,700 49,300 30,000 30,000 32,079

Filing Fees 106,190 166,331 80,000 80,000 122,499

Annual Site Plan Fees 128,608 102,239 40,000 40,000 61,781

Fire Inspection Fees 244,031 287,617 185,000 185,000 174,966

GIS Fees 10,600 10,700   6,379

Subdivision Development Fees 517,461 515,454 493,000 493,000 384,050

Developer Landscape Fees 12,300 16,800

5,000 5,000 10,

616

Sign Permit Fees 10,875 8,400 10,000 10,000 6,385

Easement Vacated Fees 300    

Small Cell Node Fees 11,000 14,792   12,421

Film Industry Fees 50 75   

Total Fines, Permits & Other Fees 1,906,515 2,008,187 1,405,000 1,405,000 1,483,273

Charges for Services

Lot Clearing Services

26,989 35,684 10,000 10,000 21,868

Garbage Services

1,019,381 1,149,401 1,150,000 1,150,000 1,150,000

Rental Income

    

Brush Hauling Revenue

7,275 5,859   3,388

Garbage Penalty

112,607 123,818 55,000 55,000 82,349

PARD Brush Recycling Fees

76,650 66,928 65,000 65,000 35,315

Total Charges for Services 1,242,902 1,381,690 1,280,000 1,280,000 1,292,920

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GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL 55

REVENUE SUMMARIESREVENUE SUMMARIES

Downtown Parklets

2018

Actual

2019

Act

ual

2020

Revised

Budge

2020

Projected

ctual

2021

Adopted

Budge

Program Revenues

Swim Pool Agreements 60,649

54,672 9,000 9,000 43,200

  2,570   149,504

Recreation Programs 62,375 78,579 25,000 25,000 44,513

Swimming Pool Receipts 1,065,404 1,075,856 140,000 140,000 813,146

Sports League Fees 313,980 315,558 235,400 235,400 217,176

Ball Field Lights 378 18   

 490,239 347,704 230,000 230,000 259,313

 27,643 26,540 8,000 8,000 17,999

Meeting Room Revenue 14,782 13,355 8,500 8,500 11,178

Convenience Fees 12,524 18,381   8,621

General Special Events Revenue     

PARD Special Events     

Recreation Programs 91,436 88,121 30,000 30,000 55,378

 65,308 75,573 55,000 55,000 50,314

Membership Fees 62,201 67,274 25,000 25,000 42,951

 11,734 10,094 11,000 11,000 7,959

Recreation Programs 860,251 848,910 455,500 455,500 608,281

Membership Fees 406,904 428,680 270,000 270,000 303,356

Total Program Revenues 3,541,911 3,451,886 1,502,400 1,502,400 2,632,889

Fines & Forefeitures

Municipal Court Collections 1,129,194 1,557,834 840,000 840,000 907,667

Red Light Camera Fines     57,653

Library Fines 80,538 82,329 45,000 45,000 

Library Receipts 443 520   

Total Fines & Foreitures 1,210,175 1,640,683 885,000 885,000 965,320

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REVENUE SUMMARIESREVENUE SUMMARIES

GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Contracts & Other

 22,440 24,226 22,000 22,000 15,987

Structural Steel Inspections  87,353 30,000 30,000 21,536

Training Fees 66,106 35,817   20,127

Interest Income 952,185 1,300,984 725,000 725,000 990,000

Increase/Decrease in Fair Valu  132,248   

Miscellaneous Revenue 285,706 304,664 250,000 250,000 199,542

 2,731,248 2,999,554 3,300,000 3,300,000 3,300,000

 95,256 99,068 85,000 85,000 102,622

Returned Check Fee 175 250 500 500 500

Advertising Revenue     

Historic Preservation Proceeds 15 115   

Donations/Contributions 150 28 1,000 1,000 

Insurance Proceeds 54,719 68,455 40,000 40,000 50,000

Plat Reproductions 860 800 800 800 900

Streeet Cuts 100 900   1,000

 178,578 229,181 40,000 40,000 74,988

FTA Reimbursment 754,948 885,652 925,000 1,596,000 1,409,000

Special Events Permits 1,500 925 900 900 900

Federal Program Income 5,911 7,580   5,000

Grant Proceeds 1,163,807 879,623 557,000 557,000 

 29,023 18,076   

State Grant Proceeds  296,287   

Court Fund Reimbursement 52,000 52,000 52,000 52,000 52,000

RRISD Reimbursement 900,983 894,577 500,000 500,000 800,000

Recycling Revenue 18,703 11,168 10,000 10,000 10,000

CDB

G Reimbursement 68,095 90,624 65,000 65,000 202,500

 13,521 11,638   

PD Special Events Reimbursment 335,722 283,186 150,000 150,000 198,071

Grant Proceeds   93,538 93,538 90,000

Total Contracts & Other 7,700,124 8,714,980 6,847,738 7,518,738 7,544,673

Total Transfers In 3,873,858 4,555,000 5,061,250 5,061,250 6,107,000

Total General Fund Revenues 114,084,025$ 120,165,407$ 113,372,638$ 114,043,638$ 119,659,993$

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NO NEW REVENUE TAX RATE INFOGRAPHICNO NEW REVENUE TAX RATE INFOGRAPHIC 57

REVENUE SUMMARIESREVENUE SUMMARIES

NO NEW REVENUE TAX RATE INFOGRAPHICNO NEW REVENUE TAX RATE INFOGRAPHIC

Debt Tax Rate 0.20

New M&O NNR Rate x 8% 0.26 x 1.035

Maximum M&O rate 0.27

Total tax rate allowed without

risking rollback election

0.20 + 0.27 =

0.47

FY 2020

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 2021

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 No New Revenue Tax Rate (NNR)

How do I get the same amount of revenue as last year when appraised

values have gone up?

Step 3

Calculating Voter Approval Tax Rate

The State allows the M&O tax rate to be 3.5% higher

than the NNR rate.

* hypothetical example

Steps to Creating a Tax Rate



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 No New Revenue tax rate to

generate the same amount of property tax revenues as the prior year.



Recent legislation has decreased the Voter Approval tax rate from an 8% increase over the NNR



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REVENUE SUMMARIESREVENUE SUMMARIES

PROPERTY TAX TERMINOLOGYPROPERTY TAX TERMINOLOGY

ASSESSED VALUATION - A valuation set upon

real estate or other property by a government as a

     



CERTIFIED TAX ROLL      

properties, values, and exemptions in the City. This

roll is established by WCAD and TCAD.

PROPERTY TAX 

and personal property according to the property’s

valuation and tax rate.

TAX BASE

property in the City as of January 1st of each year,



TAX LEVY

the City of taxable property, as determined by WCAD

and TCAD.

TAX RATE





WILLIAMSON CENTRAL APPRAISAL DISTRICT

(WCAD) AND TRAVIS CENTRAL APPRAISAL

DISTRICT (TCAD)

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

        

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 59

REVENUE SUMMARIESREVENUE SUMMARIES

PROPERTY TAX & VALUE SUMMARYPROPERTY TAX & VALUE SUMMARY

Property Tax & Value Summary

Taxable Property

FY 2020

Actual

FY 2021

Adopted $ Di % Di

 $14.6B $15.4B $800M +5.8%

New Property $367M $294M  

Tax Rate Components

Maintenance & Operations Rate 0.313509 0.296308  

Debt Rate 0.125491 0.142692 0.017201 +13.7%

Tax Rate 0.439000 0.439000 0.000000 0.0%

No New Revenue Rate 0.401615 0.425550 0.023935 +6.0%

Voter Approval Rate 0.441338 0.460650 0.019312 +4.4%

 $23.1M $24.7M +$1.6M +6.9%

Tax Rate Components

Median Residential Property Value $255,198 $256,347 $1,149 +0.5%

Median Annual Tax Bill $1,120 $1,125

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REVENUE SUMMARIESREVENUE SUMMARIES

PROPERTY TAX VALUE INFOGRAPHICPROPERTY TAX VALUE INFOGRAPHIC

Entertainment

$273

Utilities

$214

Clothing

$139

Transportation

$798

17%

Taxes

$488

10%

Healthcare

$394

Phone

$114

Household Items

$326

Housing

$1496

31%

Food

$603

12%

PROPERTY TAX VALUE INFOGRAPHICPROPERTY TAX VALUE INFOGRAPHIC

Police

$29

Fire

$21

Transportation

$12

Parks and Recreation

$11

Management and

Planning

Fiscal Support

General Services

Library

Understanding What Your City Tax Dollars Fund

*Median home value for FY 2021 is $256,347

In 2021, the median

household pays

$94 in city property

taxes per month.*

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AVERAGE HOUSEHOLD MONTHLY EXPENSESAVERAGE HOUSEHOLD MONTHLY EXPENSES 61

REVENUE SUMMARIESREVENUE SUMMARIES

AVERAGE HOUSEHOLD MONTHLY EXPENSESAVERAGE HOUSEHOLD MONTHLY EXPENSES

City Taxes

1.9% of

average

monthly budget

CORR

$94

20%

Williamson County

$89

18%

RRISD

$261

54%

Austin Community

College

$22

Wilco FM/RD



WCID

Entertainment

$273

Utilities

$214

Clothing

$139

Transportation

$798

17%

Taxes

$488

10%

Healthcare

$394

Phone

$114

Household Items

$326

Housing

$1496

31%

Food

$603

12%

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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

13.60

14.65

15.36

0.41728

0.42321

0.42035

0.41949

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

$10

$12

$14

$16

$18

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Property Tax Rate per $100 Value

Taxable Value (in billions)

Taxable Value Tax Rate

Tax Year Taxable Value Tax R

ate

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 13,599,419,854 0.42000

2019 14,647,779,369 0.43900

2020 15,357,959,326 0.43900

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TAXABLE ASSESSED VALUATION TAXABLE ASSESSED VALUATION 63

REVENUE SUMMARIESREVENUE SUMMARIES

TAXABLE ASSESSED VALUATION TAXABLE ASSESSED VALUATION

$11

$13

$15

Tax Year 2016 Tax Year 2017 Tax Year 2018 Tax Year 2019 Tax Year 2020

Billions

Residential Commercial Personal Property - Business

Class of Property

Tax Year

2016

Tax Year

2017

Tax Year

2018

Tax Year

2019

Tax Year

2020

Residential $6,443,692,473 $7,088,512,604 $7,343,627,722 $8,077,012,933 $8,222,992,367

Commercial 3,891,783,865 4,331,258,739 4,855,627,363 5,433,483,003 5,913,132,171

 568,650,989 790,683,984 818,955,256 809,771,413 949,737,682

Assessed Valuation 10,904,127,327 12,210,455,327 13,018,210,341 14,320,267,349 15,085,862,220

60% of ARB 423,048,527 240,698,433 581,209,513 327,512,020 272,097,106

Tax Roll Total $11,327,175,854 $12,451,153,760 $13,599,419,854 $14,647,779,369 $15,357,959,326

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REVENUE SUMMARIESREVENUE SUMMARIES

10 YEAR PROPERTY TAX & SALES TAX ANALYSIS - GENERAL FUND10 YEAR PROPERTY TAX & SALES TAX ANALYSIS - GENERAL FUND

$10

$15

$20

$25

$30

$35

$40

$45

$50

$55

2012 2013 2014 2015 2016 2017 2018 2019 2020* 2021*

MILLIONS

Sales Tax Property Tax

Year Property Tax Sales Tax

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 37,631,725 52,802,373

2020* 42,066,250 47,280,000

2021* 44,150,000 48,330,861



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GENERAL FUND REVENUESGENERAL FUND REVENUES 65

REVENUE SUMMARIESREVENUE SUMMARIES

GENERAL FUND REVENUESGENERAL FUND REVENUES

$20

$40

$60

$80

$100

$120

$140

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020* 2021*

Millions

Property Taxes Sales Taxes Other Revenues

Other Revenues

Property Taxes

Sales Taxes

48%

27%

25%

23%

37%

40%



Year Property Taxes Sales Taxes Other Revenues Total Revenue

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 31,39

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