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 31,397,927 46,595,602 24,409,181 102,402,710

2018 34,559,009 52,396,862 27,128,154 114,084,025

2019 37,631,725 52,802,373 29,731,309 120,165,407

2020* 42,066,250 47,280,000 24,140,388 113,486,638

2021* 44,150,000 48,330,861 27,179,132 119,659,993

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REVENUE SUMMARIESREVENUE SUMMARIES

UTILITY FUND REVENUE HIGHLIGHTS & SUMMARYUTILITY FUND REVENUE HIGHLIGHTS & SUMMARY

WATER AND RELATED SERVICES AND WASTEWATER AND RELATED SERVICES revenues are

fees from the City’s water and wastewater customers for water and wastewater service. There will be no

increases in utility charges for FY 2021.

OTHER CHARGES include revenues from Interest Income, Convenience Fees, Connection & Transfer

fees, and other smaller fees charged to the City’s water and wastewater customers to help fund the water

and wastewater systems.

IMPACT FEE 

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



CONTRACTS AND OTHER include a variety of revenues for the City’s water and wastewater systems. The

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



Revenues

2018

Actual

2019

Actual

2020

Revised

udge

2020

ojected

ctual

2021

Adopted

udge

Water & Related Services $29,737,475 $29,397,

702 $28,875,000 $28,875,000 $29,995,483

Wastewater & Related Services 20,185,749 21,273,143 21,959,000 22,225,785 23,157,285

Other Charges 2,131,047 8,638,911 1,911,501 1,911,501 2,704,001

Impact Fees 10,655,684 10,893,493 8,250,000 8,000,000 8,250,000

Contracts & Other 3,682,921 4,314,194 36,432,500 22,751,907 41,289,500

Total Revenues $66,392,876 $74,517,442 $97,428,000 $83,764,192 $105,396,268

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UTILITY FUND DETAILSUTILITY FUND DETAILS 67

REVENUE SUMMARIESREVENUE SUMMARIES

UTILITY FUND DETAILSUTILITY FUND DETAILS

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

ctual

2021

Adopted

Budget

Water & Related Services

Water Service $29,339,185 $29,022,075 $28,500,000 $28,500,000 $29,620,483

Water Inspec & Meter Service 104,200 76,234 75,000 75,000 75,000

Water Penalty 294,091 299,393 300,000 300,000 300,000

Total Water & Related Services 29,

737,475 29,397,702 28,875,000 28,875,000 29,995,483

Wast

ewater & Related Services

ewer Service 18,294,590 18,385,175 18,300,000 18,766,785 18,766,785

 1,547,883 2,571,064 3,350,000 3,150,000 4,080,500

Sewer Inspection Fee 103,000 75,200 75,000 75,000 75,000

Sewer Discharge Permit 4,450 6,650 4,000 4,000 5,000

Sewer Penalty 235,826 235,053 230,000 230,000 230,000

Total Wastewater & Related Services 20,

185,749 21,273,143 21,959,000 22,225,785 23,157,285

Other Charges

Connection & Transfer 168,685 302,074 175,000 175,000 250,000

Convenience Fees 91,173    

Environmental Lab 197,980 224,435 195,000 195,000 250,000

 124,281 204,430 175,000 175,000 350,000

Interest Income 1,116,802 1,372,991 800,000 800,000 1,000,000

Meters & Fittings Sale 263,204 209,901 200,000 200,000 200,000

Reconnect Charges 135,001 260,059 170,000 170,000 250,000

Sludge Dumping Fees  6,023,471 175,000 175,000 375,000

Other Charges 33,921 41,549 21,500 21,500 29,000

Total Other Revenues 2,131,047 8,638,911 1,911,501 1,911,501 2,704,001

Impact Fees

Impact Fees Revenues 10,655,684 10,893,493 8,250,000 8,000,000 8,250,000

Total Impact Fees 10,655,684 10,893,493 8,250,000 8,000,000 8,250,000

Contracts & Other

Donations & Other Miscellaneous 3,682,921 4,314,194 36,432,500 22,751,907 41,289,500

Total Contracts & Other 3,682,921 4,314,194 36,432,500 22,751,907 41,289,500

Total Utility Fund Revenues $66,392,876 $74,517,442 $97,428,000 $83,764,192 $105,396,268

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REVENUE SUMMARIESREVENUE SUMMARIES

STORMWATER FUND REVENUE HIGHLIGHTS & SUMMARYSTORMWATER FUND REVENUE HIGHLIGHTS & SUMMARY

Revenues

2018

Actuals

2019

Actuals

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

 $1,647,704 $1,689,294 $1,679,494 $1,706,181 $1,723,243

 1,883,020 1,958,364 1,964,668 2,070,022 2,090,722

Contracts & Other 501,119 755,160 905,000 1,117,000 290,000

Total Revenues $4,031,843 $4,402,818 $4,549,162 $4,893,203 $4,103,965

STORMWATER FEES for residential and commercial properties in the City are charged based on each

property’s impact to the City’s stormwater system. The current stormwater fee rate is $4.75 per month per





Stormwater crew clearing debris

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UTILITY STORMWATER SERVICE REVENUES - 10 YEAR HISTORYUTILITY STORMWATER SERVICE REVENUES - 10 YEAR HISTORY 69

REVENUE SUMMARIESREVENUE SUMMARIES

UTILITY STORMWATER SERVICE REVENUES - 10 YEAR HISTORYUTILITY STORMWATER SERVICE REVENUES - 10 YEAR HISTORY

$10

$20

$30

$40

$50

$60

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

Millions

Water Wastewater Stormwater

Fiscal Year Water Waste

water Stormwater Total

2012 $24,138,895 $17,187,078 $1,928,086 $43,254,059

2013 23,696,347 18,000,984 1,945,232 43,642,563

2014 22,032,335 17,543,328 2,765,210 42,340,873

2015 23,016,845 17,641,143 3,371,752 44,029,740

2016 24,912,984 18,625,442 3,769,920 47,308,346

2017 25,728,465 19,809,511 3,822,434 49,360,410

2018 29,737,475 20,185,749 3,530,724 53,453,948

2019 29,397,702 21,273,143 3,647,658 54,318,503

2020* 28,875,000 22,225,785 3,776,203 54,876,988

2021* 29,995,483 23,157,285 3,813,965 56,966,733



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REVENUE SUMMARIESREVENUE SUMMARIES

OTHER REVENUES - 10 YEAR HISTORYOTHER REVENUES - 10 YEAR HISTORY

Fiscal Year

HOT

Fund

Sports

Center

Fund

Type B

Fund

Other

Special

Revenue

Funds

Total

2012 $2,771,162 $508,153 $15,958,082 $3,516,912 $22,754,309

2013 3,227,243 924,435 17,023,724 3,333,083 24,508,485

2014 3,615,425 1,669,995 17,439,601 923,433 23,648,454

2015 3,987,926 2,642,957 17,960,349 951,402 25,542,634

2016 4,710,494 2,561,311 17,310,110 1,197,735 25,779,650

2017 4,788,495 2,583,744 21,538,856 4,428,411 33,339,506

2018 4,610,819 2,632,520 31,341,893 9,757,851 48,343,083

2019 5,277,006 2,809,222 57,818,291 6,908,271 72,812,790

2020* 2,434,000 1,470,000 50,692,998 5,648,293 60,245,291

2021* 3,507,604 2,510,773 84,425,959 5,463,489 95,907,825

OTHER REVENUES - 10 YEAR HISTORYOTHER REVENUES - 10 YEAR HISTORY







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OTHER REVENUESOTHER REVENUES 71

REVENUE SUMMARIESREVENUE SUMMARIES

OTHER REVENUESOTHER REVENUES

HOTEL AND OCCUPANCY TAX is 7% tax on hotel stays that is used to promote tourism in Round Rock.

SPORTS CENTER FUND

that funds the Round Rock Sports Center.

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

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

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

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

OTHER SPECIAL REVENUE FUNDS

expenditures based on state law.

The Dell Diamond is funded in part from the Hotel Occupancy Tax Fund revenues

The Round Rock Sports Center is funded by a 2% venue tax from hotel stays

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REVENUE SUMMARIESREVENUE SUMMARIES

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GENERAL FUNDGENERAL FUND

73GENERAL FUND SCHEDULEGENERAL FUND SCHEDULE

GENERAL FUND SCHEDULEGENERAL FUND SCHEDULE

Note: 

time capital purchases including partial cash funding of the new City library.

2019

Actuals

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

2022

Estimated

Budget

Beginning Fund Balance/Working Capital $53,812,512 $44,361,549 $49,724,874 $47,352,051 $47,362,048

Revenues

Property Tax 37,631,725 42,066,250 42,066,250 44,150,000 44,472,000

Sales Tax 52,802,373 47,280,000 47,280,000 48,330,861 48,328,478

Other Taxes & Franchise Fees 7,978,882 7,045,000 7,045,000 7,153,057 7,296,118

Licenses, Permits & Fees 2,008,187 1,405,000 1,405,000 1,483,273 1,512,938

Service Charges 1,381,690 1,280,000 1,280,000 1,292,920 1,318,778

Program Revenues 3,451,886 1,502,400 1,502,400 2,632,887 2,685,545

Fines & Forfeitures 1,640,684 885,000 885,000 965,320 984,626

Contracts & Other 8,714,980 6,847,738 7,518,738 7,544,675 7,695,569

Administrative Support Services 4,555,000 5,061,250 5,061,250 6,107,000 6,229,140

Total Revenues 120,165,407 113,372,638 114,043,638 119,659,993 120,523,193

Expenses

Administration 1,937,155 1,956,660 1,956,660 2,030,461 2,071,070

Communications 1,104,742 1,173,334 1,173,334 1,162,677 1,185,931

Finance 3,608,426 3,965,955 3,965,955 4,071,814 4,153,250

Fire 23,701,697 23,481,639 23,481,639 24,503,816 24,993,892

Fiscal Support 3,016,893 4,315,348 4,315,348 4,820,023 4,916,423

General Services 4,918,887 5,334,456 5,334,456 5,379,382 5,486,970

Human Resources 1,343,767 1,487,604 1,487,604 1,561,022 1,592,242

Information Technology 4,589,664 4,673,743 4,673,743 5,120,337 5,222,744

Legal Services 1,082,153 1,275,000 1,275,000 1,275,000 1,275,000

Library 2,925,578 3,126,892 3,126,892 3,243,255 3,308,120

Parks & Recreation 12,823,156 12,618,168 12,618,168 12,929,851 13,188,448

Planning & Development 5,224,472 5,655,028 5,655,028 5,669,042 5,782,423

Police 32,280,182 33,297,313 33,297,313 34,231,365 34,915,992

Recycling 132,224 255,359 255,359 266,787 272,123

Transportation 8,825,321 10,182,761 10,182,761

10,401,

164 10,609,187

Neighborhood Street Maintenance 4,300,000   2,984,000 1,513,680

Total Expenses 111,814,317 112,799,260 112,799,260 119,649,996 120,487,496

Net Revenues $8,351,090 $573,378 $1,244,378 $9,997 $35,697

Less:

Transfers 12,438,728 3,617,201 3,617,201  

Reservations & Designations 38,690,059 41,132,493 41,132,493 41,071,909 41,071,909

Ending Fund Balance $11,034,815 $185,233 $6,219,558 $6,290,139 $6,325,836

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ADMINISTRATIONADMINISTRATION74

GENERAL FUNDGENERAL FUND

ADMINISTRATIONADMINISTRATION



Manager. These two bodies, working together, are responsible for the formulation and execution of public



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

services to over 100,000 customers.

VISION:

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

       

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

and educational destination and has an authentic

downtown and choice of great neighborhoods.

MISSION:

Our mission is to provide leadership and foster a

culture of high performance, thereby delivering

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

and satisfaction in Round Rock city government.

GUIDING COUNCIL STRATEGIC GOALS:

Administration

City Clerk

Economic

Development

Legislative

Issues

Community

Engagement

Mayor & City

Council

City Manager

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ADMINISTRATIONADMINISTRATION 75

GENERAL FUNDGENERAL FUND

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

• Kalahari Resorts & Convention grand

opening is scheduled for November 2020

FY 2022 OVERVIEW AND BEYOND:

• Continue to monitor legislation regarding

streamlined sales tax and how changes could



• Continue discussions regarding potential

future bond elections

FY 2020 HIGHLIGHTS and COVID-19

RESPONSE:

• Renegotiated a contract with the Round

Rock Chamber of Commerce

• Completed the land sale for the Depot



• Managed and distributed federal CDBG funds

and CARES Act funding to the Round Rock

business community and the local serving



FY 2021 OVERVIEW & SIGNIFICANT CHANGES:

• Continue to manage the outcomes of the

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

businesses and the Round Rock community



Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Agendas Posted 250 118 105 100 100

Public Notices Posted 100 67 74 75 75

City Council Items Processed 360 356 458 400 400

Open Record Requests Processed 1,400 1,402 1,984 1,600 1,600

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ADMINISTRATIONADMINISTRATION76

GENERAL FUNDGENERAL FUND

ADMINISTRATIONADMINISTRATION

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $1,587,976 $1,714,448 $1,814,920 $1,814,920 $ 1,821,701

Operating Expenses 229,194 222,707 141,740 141,740 208,760

Capital Outlay     

Total Expenditures: $1,817,170 $1,937,155 $1,956,660 $1,956,660 $2,030,461

Expenditures as a % of General Fund 1.7% 1.7% 1.7% 1.7% 1.7%

Full Time Equivalents (FTEs): 10.500 10.500 10.500 10.500 10.500

FTEs as a % of General Fund 1.3% 1.3% 1.3% 1.3% 1.3%



$0.2

$0.4

$0.6

$0.8

$1.0

$1.2

$1.4

$1.6

$1.8

$2.0

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses

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COMMUNICATIONS AND MARKETINGCOMMUNICATIONS AND MARKETING 77

GENERAL FUNDGENERAL FUND

COMMUNICATIONS AND MARKETINGCOMMUNICATIONS AND MARKETING



participation initiatives. The department is also responsible for marketing Downtown Round Rock and the

Shop the Rock initiative. Most media relations are handled through this department. Emphasis is placed on

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

trust and understanding in local decision making. Transparency in government is achieved through use of

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

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

newsletter, blogs, and social media. Focus on promoting the heart of our city, Downtown Round Rock, has

been a City Council priority since 2010.

VISION:

We communicate openly and honestly about all the

things that make Round Rock a great place to live

and do business.

MISSION:

Our mission is to provide open communication

which is vital for city government to build trust with

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

     

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

GUIDING COUNCIL STRATEGIC GOALS:

Digital Media

Social Media

Downtown

Art and Culture

Communications

and Marketing

Communications

and Marketing

Manager

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COMMUNICATIONS AND MARKETINGCOMMUNICATIONS AND MARKETING78

GENERAL FUNDGENERAL FUND

COMMUNICATIONS AND MARKETINGCOMMUNICATIONS AND MARKETING

• Created and disseminated public health

information via social media, including videos

and graphics designed in house, during



• Increased call to Shop the Rock via ads

on social media and in traditional media

encouraging people to support local



• Provided support and resources to the Round

Rock Cares initiative, which raised $400,000

for local small businesses impacted by



FY 2021 OVERVIEW & SIGNIFICANT

CHANGES:

• Communications and Marketing will enter

FY 2021 with the launch of a new design for

roundrocktexas.gov

• No new programs were requested

FY 2022 OVERVIEW & BEYOND:

• Continue to create dynamic, compelling

content on available platforms, be they print

or digital, on critical issues like capital needs

   

budget and tax

• Build and enhance the Downtown brand as

the area grows and evolves

• Increase focus on advertising in digital

media as a potential avenue to disseminate

messaging

FY 2020 HIGHLIGHTS & COVID-19

RESPONSE:

• 

Communications & Marketing Association

     



and four awards at Texas Association of



• Continued making enhancements to the

City’s digital presence, including redesigns

to roundrocktexas.gov

• Redesigned the Shop the Rock website,

shoptherock.com, to support more

   

businesses continue to open

• Created new video series, “Explore Round

Rock,” that encourages residents and visitors

to visit local shops and restaurants to help

generate sales tax revenues

• Started Driving Progress campaign to push



year transportation plan

• Started building a new video production

studio using PEG funds for expanded and

varied video programming as the digital

communications landscape continues to

evolve

• 



to video production

• Promoted public involvement in the Round

Rock 2030 Comprehensive Plan and created

a web format for stakeholders to learn more

about the plan

• Supported communication with downtown



• Launched a new tool called PublicInput to

    

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

has been used so far to gather input on





• Created a comprehensive web hub in

    

about City closures and cancellations,



individuals and families

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COMMUNICATIONS AND MARKETINGCOMMUNICATIONS AND MARKETING 79

GENERAL FUNDGENERAL FUND

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Roundrocktexas.gov sessions 2.0 M 1.9 M 2.0 M 2.7 M 2.2 M

Roundrocktexas.gov users 992,000 993,000 1.1 M 1.2 M 1.2 M

Citywide Newsletters Created 12 12 22  35

City Facebook Page Inbound Messages and

Comments

13,619 13,969 20,431 24,000 21,000





53,818 63,090 71,775 82,000 90,000

Videos Created 77 58 129 100 130

Homepage: www.roundrocktexas.gov

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COMMUNICATIONS AND MARKETINGCOMMUNICATIONS AND MARKETING80

GENERAL FUNDGENERAL FUND

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

COMMUNICATIONS AND MARKETINGCOMMUNICATIONS AND MARKETING

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $536,057 $678,029 $758,592 $758,592 $750,333

Operating Expenses 183,738 424,285 414,742 414,742 412,344

Capital Outlay  2,427   

Total Expenditures: $719,796 $1,104,742 $1,173,334 $1,173,334 $1,162,677

Expenditures as a % of General Fund 0.7% 1.0% 1.0% 1.0% 1.0%

Full Time Equivalents (FTEs): 5.00 6.00 6.00 6.00 6.00

FTEs as a % of General Fund 0.6% 0.7% 0.7% 0.7% 0.7%



$0.2

$0.4

$0.6

$0.8

$1.0

$1.2

2018

Actual

2019 Actual 2020

Revised

Budget

2020



Actual

2021 Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Capital Outlay

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FINANCEFINANCE 81

GENERAL FUNDGENERAL FUND

FINANCEFINANCE



needs of our customers.

• Respect – We are a motivated team inspiring

a sincere working environment that supports



• Innovation

thinking teams that network, observe, and

connect ideas to achieve innovation.

• Leadership – We lead by example, providing

encouragement and guidance with a positive

attitude and are responsible stewards of the

management and care of resources. We apply

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

GUIDING COUNCIL STRATEGIC GOAL:







           



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

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

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

VISION:

Provide leadership and direction to maintain the

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

growth.

MISSION:



planning, policy development, and administration of



Finance will achieve our Vision and Mission by

focusing on the six Finance Foundations:

• Drive – We are dedicated and passionate

about providing a positive work environment to



strive to improve service excellence.

• Transparency – We maintain a level of integrity

to promote ethical behavior, openness, and

communication. We operate in a way that is easy

for others to see what actions are performed to

inspire trust.

• Quality – We embrace the ongoing process

of providing service excellence by assessing,

Finance

Administration

Purchasing

Finance

Utility

Billing

Municipal

Court

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FINANCEFINANCE82

GENERAL FUNDGENERAL FUND

FINANCEFINANCE

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

FY 2020 HIGHLIGHTS and COVID-19

RESPONSE:

• No new programs

•      

     



• Closely monitor and provide support for sales

tax rule changes and potential legislative

changes

FY 2022 OVERVIEW AND BEYOND:

• Continue to proactively monitor and manage

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

• Develop and implement contract

management and tracking policies and

systems

FY 2020 HIGHLIGHTS & COVID-19

RESPONSE:

• Conducted economic impact studies

     



• Expanded internal control reviews to the

“requisition to check” process to ensure



grow

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

Contracts & Procurement – from the Texas

Comptroller of Public Accounts

• 

to the newest version

• Conducted hotel occupancy tax audit to help

ensure the City is receiving the correct level



• Modeled revenue impacts stemming from



• Collaborated with all city departments to

temporarily reduce the FY 2020 budget to



Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Accounts Payable Payments Processed 9,700 9,800 10,100 9,900 10,000

Payroll Payments Processed 42,750 43,000 43,450 43,500 43,750

Numbers of Purchase Orders Processed 1,350 1,350 1,683 1,430 1,500

Court Cases Filed 10,974 12,140 17,313 12,600 15,600

Courtroom Appearances 3,513 4,577 6,084 4,800 6,000

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FINANCEFINANCE 83

GENERAL FUNDGENERAL FUND

Note: 

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $3,037,020 $3,408,548 $3,798,238 $3,798,238 $3,907,547

Operating Expenses 167,562 199,878 167,717 167,717 164,267

Capital Outlay     

Total Expenditures: $3,204,582 $3,608,426 $3,965,955 $3,965,955 $4,071,814

Expenditures as a % of General Fund 3.1% 3.2% 3.5% 3.5% 3.4%

Full Time Equivalents (FTEs): 39.75 40.75 40.75 40.75 40.75

FTEs as a % of General Fund 5.0% 5.0% 5.0% 5.0% 5.0%



$0.5

$1.0

$1.5

$2.0

$2.5

$3.0

$3.5

$4.0

$4.5

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses

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FIREFIRE84

GENERAL FUNDGENERAL FUND

FIREFIRE



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

community. The Department’s guiding strategic goals are: Operational Excellence, Team Health, Safety and

Success, Forward Leaning, and Community Involvement.

These foundational tenants create a resilient service delivery that is capable of adapting to our community

needs. Our department relies on the support of many other city departments to be able to deliver the quality

of service the community has come to expect. We continue our commitment of being part of the Round Rock

team in serving our community.

VISION:

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

accomplished through excellent and compassionate

service delivery.

MISSION:

“We Care”

This simple statement encompasses our everyday

        

City. Through this foundational mission, we deliver

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

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

services.

GUIDING COUNCIL STRATEGIC GOALS:

Homeland Security &

Emergency

Management

Training &

Safety

Fire

Administration

Administrative

Support Services

Logistics

Fire

Suppression

Emergency

Operations Center

Planning &

Preparedness

Fire Code

Inspection

Public

Education

Fire & Arson

Investigation

Fire Prevention

Fire Operations

Special

Operations

Fire Chief

Mitigation

Training &

Education

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FIREFIRE 85

GENERAL FUNDGENERAL FUND

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

• Programming for construction of Fire Station

• Implement a new reporting and scheduling

system

• Open new Fire Station 3

•      

to ensure data accuracy

• Initiate development of a Fire Training



FY 2022 OVERVIEW AND BEYOND:

• Take delivery of new ladder truck for Fire

Station 3, this apparatus’ arrival will allow for

2 ladder trucks in reserve

• Begin the construction process for Fire

Station 10

• Consider land purchase for Central Fire



• 

and logistics

FY 2020 HIGHLIGHTS & COVID-19 RESPONSE:

• New inspector position

• Initiated the Community Risk Reduction

Program

•       

health care facilities in Round Rock and

Williamson County

•     

County EMS employees

• Emergency Operations Center assisted in

information exchange, resource procurement

and distribution, and tracking of expenses



FY 2021 OVERVIEW AND SIGNIFICANT

CHANGES:

• Initiate Engine Company Training in

Community Risk Reduction

• Request ISO Grading

• Initiate the Heart Monitor Replacement

Program

•     

Software to better leverage technology

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Total Calls 10,250 11,328 11,813 10,500 11,800

 14,000 15,194 15,865 14,500 15,800

Total Number of EMS Incidents 6,200 6,430 6,604 5,400 6,600

Total Number of Motor Vehicle

Incidents 850 759 981 800 1,000

Hours of Fire Training 28,500 31,025 30,978 20,117 30,000

Hours of EMS Training 4,145 4,211 2,190 2,316 4,000

Hours of Fire Training at the PSTC   10,393 6,500 10,000

New Construction Inspected 2,301 2,567 2,495 2,650 2,600

Existing Construction Inspected 3,335 5,497 3,324 4,000 4,200

Public Education Number of Events 250 25 83 55 60

Back to TOCBack to TOC

FIREFIRE86

GENERAL FUNDGENERAL FUND

FIREFIRE

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $ 18,843,906 $20,945,354 $21,643,991 $21,643,991 $22,457,048

Operating Expenses 2,994,430 2,739,447 1,837,648 1,837,648 2,046,768

Capital Outlay 67,533 16,896   

Total Expenditures: $21,905,869 $23,701,697 $23,481,639 $23,481,639 $24,503,816

Expenditures as a % of General Fund 21.1% 21.2% 20.8% 20.8% 20.5%

Sworn 149.00 152.00 153.00 153.00 153.00

Civilian 9.00 10.00 10.00 10.00 10.00

Full Time Equivalents (FTEs): 158.00 162.00 163.00 163.00 163.00

FTEs as a % of General Fund 20.0% 20.0% 19.8% 19.8% 19.8%



$5.0

$10.0

$15.0

$20.0

$25.0

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Capital Outlay

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FISCAL SUPPORT & LEGAL SERVICESFISCAL SUPPORT & LEGAL SERVICES 87

GENERAL FUNDGENERAL FUND

FISCAL SUPPORT & LEGAL SERVICESFISCAL SUPPORT & LEGAL SERVICES

The Fiscal Support Services department provides funding for general government expenditures that are not

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

oversight of the Fiscal Support Services Department’s activities is the responsibility of the City’s Finance

Department.

The Legal Services Department consists of the appointed City Attorney, the special counsel for the Ethics

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

VISION:

Provide leadership and direction to maintain the

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

growth.

MISSION:

The mission of the Fiscal Support Services

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

oversight, and support to the City of Round Rock for

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

department.

GUIDING COUNCIL STRATEGIC GOAL:

MAJOR BUSINESS FUNCTIONS:

Fiscal Support Services is a support department for

   

center captures expenditures associated with

       

items. Examples of expenditures include various

utility and maintenance costs for City Hall and

general fund department’s expenditure items such

as taxes and insurance. Finally, funding is also

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

compensation consultants, legislative lobbying, and



such as the Texas Municipal League and the National

League of Cities.

Legal Services

Office of the

City Attorney

Mayor & City

Council

Finance

Fiscal Support

Services

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FISCAL SUPPORT & LEGAL SERVICESFISCAL SUPPORT & LEGAL SERVICES88

GENERAL FUNDGENERAL FUND

FISCAL SUPPORT & LEGAL SERVICESFISCAL SUPPORT & LEGAL SERVICES

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $333,894    $1,098,438

Operating Expenses 3,013,920 3,016,893 4,315,348 4,315,348 3,721,585

Legal Expenses 1,030,827 1,082,153 1,275,000 1,275,000 1,275,000

Capital Outlay 8,980    

Total Expenditures: $4,387,621 $4,099,046 $5,590,348 $5,590,348 $6,095,023

Expenditures as a % of General Fund 4.2% 3.7% 5.0% 5.0% 5.1%

Full Time Equivalents (FTEs): 0.00 0.00 0.00 0.00 0.00

FTEs as a % of General Fund 0.0% 0.0% 0.0% 0.0% 0.0%



$1.0

$2.0

$3.0

$4.0

$5.0

$6.0

$7.0

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Legal Expenses Capital Outlay

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GENERAL SERVICESGENERAL SERVICES 89

GENERAL FUNDGENERAL FUND

FY 2020 HIGHLIGHTS & COVID-19 RESPONSE:

• Building Construction Division

• Complete design of Public Library

•    

infrastructure

• 

•    



• Facility Maintenance

• 

services to disinfect all buildings daily

with no service interruptions or outside

vendors

• Completed Central Fire Station Remodel

and Mold Mitigation

• Flood restoration at Public Works building

• Replaced 4 Pumps at Clay Madsen Rec

Center

• Fire Station No. 5 Sprinkler Line

Replacement and Flood Mitigation due

to line burst

• Clay Madsen Rec Center Interior Painting



shutdown

• Vehicle Shop

• Honorable Mention on the 100 Best

Fleets

GENERAL SERVICESGENERAL SERVICES

             

and maintenance of the City’s facilities. The Vehicle Maintenance Facility provides maintenance and repair



construction. Facility Maintenance is responsible for repairs, maintenance, and custodial duties for most City

buildings.

VISION:

To be a leader and provide exceptional customer

service.

MISSION:

To provide a quality and safe environment for our

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

class stewardship of our physical assets.

GUIDING COUNCIL STRATEGIC GOAL:

Vehicle

Maintenance

Facility

Maintenance

Building

Construction

General

Services

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GENERAL SERVICESGENERAL SERVICES90

GENERAL FUNDGENERAL FUND

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

FY 2021 OVERVIEW AND SIGNIFICANT

CHANGES:

• Start Construction of Public Library

• Start Construction of CORR/ISD Washing

System

• Police Department HVAC upgrade

• 

FY 2022 OVERVIEW AND BEYOND:

• Complete Construction of Public Library

• 

GENERAL SERVICESGENERAL SERVICES

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Facility Maintenance Work Orders 1,700 5,536 3,507 4,000 4,000

City Buildings Maintained 56 53 60 61 61

Trade Contracts 18 15 15 15 15

Service Contracts 20 20 20 20 20

Generators Maintained 27 27 28 29 29

City Vehicle/Equipment Owned 1,516 1,520 1,625 1,583 1,583

Vehicle Maintenance Work Orders 5,249 4,733 4,935 5,230 5,230

 414,375 371,664 352,490 360,000 360,000

 2 1 1 1 1



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GENERAL SERVICESGENERAL SERVICES 91

GENERAL FUNDGENERAL FUND

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $3,336,877 $3,746,587 $4,210,718 $4,210,718 $4,147,484

Operating Expenses 1,054,696 1,153,472 1,103,738 1,103,738 1,211,898

Capital Outlay 46,994 18,828 20,000 20,000 20,000

Total Expenditures: $4,438,567 $4,918,887 $5,334,456 $5,334,456 $5,379,382

Expenditures as a % of General Fund 4.3% 4.4% 4.7% 4.7% 4.5%

Full Time Equivalents (FTEs): 48.00 52.00 53.00 53.00 53.00

FTEs as a % of General Fund 6.1% 6.4% 6.4% 6.4% 6.4%



$1.0

$2.0

$3.0

$4.0

$5.0

$6.0

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Capital Outlay

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HUMAN RESOURCESHUMAN RESOURCES92

GENERAL FUNDGENERAL FUND

GUIDING COUNCIL STRATEGIC GOAL:

HUMAN RESOURCESHUMAN RESOURCES

             





          



VISION:

To encourage and support a work/life balance for

employees while maintaining a diverse, respectful,

and safe work environment.

MISSION:

Human Resources will set the service standard of

excellence with talent and innovation to create a

positive work culture

HUMAN RESOURCES CORE VALUES:

Human Resources will achieve the mission by living

our core values to SERVE:

S

of the City

E



R

times

V

E

environment to succeed

Benefit &

Wellness

Safety & Risk

Management

Employee

Services

HRIS & Records

Organizational

Development

Human

Resources

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HUMAN RESOURCESHUMAN RESOURCES 93

GENERAL FUNDGENERAL FUND

FY 2022 OVERVIEW AND BEYOND:

• Partner with departments to hire, train and

retain a diverse workforce to continue to

provide exceptional service in a positive

work culture

• 

to ensure the City remains competitive to

recruit exceptional talent

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

2020 HIGHLIGHTS & COVID-19 RESPONSE:

• Implemented Employee Performance

Management Module in Munis

• 

and $0 copays at CVS Minute Clinics, which

      





• Developed eLearning course, Managing

Remote Teams

• Developed eLeanring course, Best Practices

for Working From Home

FY 2021 OVERVIEW & SIGNIFICANT CHANGES:

• No new programs were requested

• Reduction in operating budget

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

 136 95 112 100 125

    216 200

Number of Applicant Background Checks 180 276 363 350 350

Number of Drug Screens   223 200 350



Drug Screens 56 54 65 60 65

Number of Exit Interviews 45 26 30 45 35

Number of Compensation Surveys 3 52 21 26 25

Number of Employee Development

Trainings 72 64 74 60 65

Number of Safety Trainings   34 40 35

Number of Employment Applications 14,049 18,198 11,347 14,500 13,500

Number of Open Records Requests 21 22 28 40 25

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HUMAN RESOURCESHUMAN RESOURCES94

GENERAL FUNDGENERAL FUND

HUMAN RESOURCESHUMAN RESOURCES

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $1,071,317 $1,182,345 $1,292,774 $1,292,774 $1,371,569

Operating Expenses 165,894 161,422 194,830 194,830 189,453

Capital Outlay     

Total Expenditures: $1,237,210 $1,343,767 $1,487,604 $1,487,604 $1,561,022

Expenditures as a % of General Fund 1.2% 1.2% 1.3% 1.3% 1.3%

Full Time Equivalents (FTEs): 11.75 12.75 13.00 13.00 13.00

FTEs as a % of General Fund 1.5% 1.6% 1.6% 1.6% 1.6%



$0.2

$0.4

$0.6

$0.8

$1.0

$1.2

$1.4

$1.6

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses

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INFORMATION TECHNOLOGYINFORMATION TECHNOLOGY 95

GENERAL FUNDGENERAL FUND

FY 2020 HIGHLIGHTS & COVID-19 RESPONSES:

• 

• 

• Migrate ArcMap users to ArcGIS Online &

ArcGIS Pro

• 

• 

     

Treatment Plant, new Fire Station 3 and East

Round Rock redundant ring

• 

capabilities

• Streamlined computer deployment with

Microsoft Intune and Dell Autopilot

• Streamlined mobile device program by

implementing Mobile Device Management

solution on all City issued phones. Deployed

650 replacement mobile devices throughout

the City

• 

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

• Implemented planned technology

replacement programs – AV Systems, network

infrastructure, security camera endpoints,

and computer/server replacements

•     

Munis 11.3 to Munis 19.1

• Migrated all City Departments to SharePoint

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

• Met state requirements for completing the

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

for all City employees

INFORMATION TECHNOLOGYINFORMATION TECHNOLOGY



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

and help guide all departments in forming plans for their future use of technology.

MISSION:

The IT Department’s mission is to assist all City

departments to become more productive using

technology, to safeguard relevant data, and to

increase the sharing of important governmental

information between City departments.

GUIDING COUNCIL STRATEGIC GOALS:

Infrastructure and

Customer Support

Enterprise

Applications

GIS

Information

Technology

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INFORMATION TECHNOLOGYINFORMATION TECHNOLOGY96

GENERAL FUNDGENERAL FUND

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

• Planning and execution of move to cloud

hosted VOIP system citywide

•      

redundancy

• Fire Records Management system

replacement

• Technology planning for the new Library

• Evaluate options for replacing Public Safety

CAD and Records Management Systems



FY 2022 OVERVIEW AND BEYOND:

• Incorporate use of cognitive bots and

machine learning into business process

• Replace Public Safety CAD and Records

Management Systems

• Data analytics and insights into enterprise

application data across lines of business

• Expansion in use of cloud technologies and



•     



• Technology planning for the new City facilities

– Fire Station 10/11

• Launched Round Rock Learning – the City’s



the SharePoint cloud

• Built Round Rock Coronavirus Case

Dashboard containing live WCCHD

information to the public

• Enabled 100 employees to work from

home by using Microsoft Cloud technology,

deploying laptops, allowing employees to

take workstations home, providing mobile

hotspots and webcams

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

support virtual public meetings using Zoom

• Enabled employees to meet Social

Distancing guidelines through the use of

Microsoft Teams

FY 2021 OVERVIEW AND SIGNIFICANT

CHANGES:

• Continue focus on digital transformation

    

Microsoft cloud technologies for data,

business process, and communication

• Land management and permitting system

replacement

•    

and Security in the Microsoft Cloud

INFORMATION TECHNOLOGYINFORMATION TECHNOLOGY

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Help Desk Tickets Resolved 5,400 9,301 9,694 10,100 10,500

PC Replacement 230 150 102 130 200

Page Visits for Public Facing Websites 4,359,352 4,785,132 5,086,053 5,300,000 5,700,000

 48 TB 65 TB 79 TB 135 TB 150 TB

Total Email Messages Processed  8,060,000 7,600,000 8,200,000 8,400,000

Email Malware Campaigns Blocked*  39,600 600 650 675

Email Threats Blocked  1,196,000 710,370 945,000 945,000

* Not individual email count. Number represents campaign events.

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INFORMATION TECHNOLOGYINFORMATION TECHNOLOGY 97

GENERAL FUNDGENERAL FUND

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $2,276,592 $2,215,179 $2,074,626 $2,074,626 $2,091,432

Operating Expenses 2,160,420 2,299,485 2,524,117 2,524,117 2,953,905

Capital Outlay 65,061 75,000 75,000 75,000 75,000

Total Expenditures: $4,502,073 $4,589,664 $4,673,743 $4,673,743 $5,120,337

Expenditures as a % of General Fund 4.3% 4.1% 4.1% 4.1% 4.3%

Full Time Equivalents (FTEs): 21.00 20.00 20.00 20.00 20.00

FTEs as a % of General Fund 2.7% 2.5% 2.4% 2.4% 2.4%



$1.0

$2.0

$3.0

$4.0

$5.0

$6.0

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Capital Outlay

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LIBRARYLIBRARY98

GENERAL FUNDGENERAL FUND

• 2019 Texas Book Festival Collections

Enhancement Grant recipient

• Introduced New Lucky Day Collection

•    

curb painting kits, in partnership with

Neighborhood Services division

• Launched mobile printing service

• Presented panel discussion with leaders

from IBM and NASA who were instrumental

in success of the space program

• Produced new health and wellness series

in partnership with St. David’s Round Rock

Medical Center

•    

   

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

to answer customer calls and emails

• Inventoried more than 260,000 items,







•      

management assisting the coordination of

    

hotline; more than 290 masks were made by



FY 2021 OVERVIEW & SIGNIFICANT CHANGES:

• No new programs

• Reduction in operating budget

LIBRARYLIBRARY

The Round Rock Public Library System provides our growing and diverse community a variety of exceptional

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



MISSION:

The Round Rock Public Library proudly serves its

dynamic and growing community by providing high

quality resources, services, and programs.

GUIDING COUNCIL STRATEGIC GOALS:

FY 2020 HIGHLIGHTS & COVID-19 RESPONSE:

• Earned the 2019 Achievement in Excellence

in Libraries Award from the Texas Municipal

Directors Association

• Hired the adult services manager and formed

the new adult services division

•      

Writing Competition

Technical

Services

Administration

Public Services

Youth Services

Adult Services

Library

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LIBRARYLIBRARY 99

GENERAL FUNDGENERAL FUND

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

FY 2022 OVERVIEW AND BEYOND:

• Hire, train, and retain a diverse workforce with

a passion to deliver exceptional customer

service

•       

budget

The new Round Rock Library will be located on Liberty Ave.

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Reference Transactions 50,000 34,086 27,170 20,000 33,000

Volunteer Hours 8,000 6,920 7,456 3,100 6,900

Community Outreach Contacts 5,000 4,656 2,068 1,900 4,600

Circulation 1,000,000 1,229,141 1,315,186 1,400,000 1,500,000

Interlibrary Loans 4,000 3,673 3,823 1,600 3,600

 70,000 61,728 60,147 30,000 62,000

 25,000 23,906 42,223 23,000 26,000

Program Attendance 50,000 47,545 55,364 25,000 50,000

Library Visits 390,000 388,732 416,391 320,000 400,000

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LIBRARYLIBRARY100

GENERAL FUNDGENERAL FUND

LIBRARYLIBRARY

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $2,087,193 $2,261,141 $2,432,940 $2,432,940 $2,543,833

Operating Expenses 678,349 664,437 693,952 693,952 699,422

Capital Outlay     

Expenditures as a % of General Fund $2,765,542 $2,925,578 $3,126,892 $3,126,892 $3,243,255

2.7% 2.6% 2.8% 2.8% 2.7%

Full Time Equivalents (FTEs): 31.00 31.75 32.75 32.75 32.75

FTEs as a % of General Fund 3.9% 3.9% 4.0% 4.0% 4.0%



$0.5

$1.0

$1.5

$2.0

$2.5

$3.0

$3.5

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses

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PARKS & RECREATIONPARKS & RECREATION 101

GENERAL FUNDGENERAL FUND

FY 2020 HIGHLIGHTS & COVID-19 RESPONSE:

•       

Lifeguard Recruitment Video

• Awarded the TRAPS Marketing & Promotions

Excellence Award

• Maintenance Team Members won 2 State

Championships in the TRAPS Maintenance

Rodeo Competition

• Baca Center awarded the Senior Resource

Guide’s Best of 2019 Award for the 4th

consecutive year

• Opening of the Brushy Creek Trail – Veterans

Park to Rabb Park section

• Opening of the The Yard at CMRC

• Opening of the Adult Recreation Complex

• Continuation of PARD Repair & Replacement

Program which included: Bradford Park

Playground Replacement, Mesa Village

Park Playground Replacement, Meadow

Lake Park Playground Replacement and Old

Settlers Park Tennis Court Renovations

• Began construction of Heritage Trail West



• Trail and park use increased by 51% during

      



• Started the Free Residential Mulch Delivery

Program during COVID delivering over 2,200

cubic yards of mulch to over 350 residents in

72 neighborhoods

PARKS & RECREATIONPARKS & RECREATION



maintenance of the City’s park system and the planting, conservation, and maintenance of trees. In addition,

           

             

Center and the Allen R. Baca Senior/Activity Center.

VISION:

To provide an active, vibrant, and beautiful city with



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

for the entire community.

MISSION:

People dedicated and empowered to create positive

and memorable experiences in people’s lives.

GUIDING COUNCIL STRATEGIC GOALS:

Athletics &

Acquatics

Administration

Parks

Forestry

Recreation

Clay Madsen

Recreation Center

Baca Activity

Center

Old Settlers

Park

Parks &

Recreation

In-Town Parks

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PARKS & RECREATIONPARKS & RECREATION102

GENERAL FUNDGENERAL FUND

PARKS & RECREATIONPARKS & RECREATION

FY 2022 OVERVIEW AND BEYOND:

• Construction of Behrens Ranch Park –

Phase 1

• Continuation of PARD Repair & Replacement

Program

• Created numerous virtual recreation





Stay at Home orders

• Moved the Donut Dash and Flashlight

Egg Hunt events to a virtual format during

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

both events including from other states

• Assisted Opportunities of Williamson &

Burnet Counties with congregate meal

and Meals on Wheels deliveries during



• While numerous facilities were closed due







when facilities are in use

FY 2021 OVERVIEW & SIGNIFICANT CHANGES:

• Completion of Heritage Trail West

• Construction of Lake Creek Trail – RR West



• Continued inclusion of virtual programming

into many programs/events to expand

services to other customers

Brushy Creek Trail

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PARKS & RECREATIONPARKS & RECREATION 103

GENERAL FUNDGENERAL FUND

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Parks Division Measures

Acres of Parkland and Open Space 2,270 2,270 2,285 2,295 2,295

 25,000 24,346 18,006 18,000 20,000

Miles of Trail 23.19 23.20 24.70 27.70 24.70

 93.33 94.02 94.06 94.00 94.00

Recreation Division Measures

 713,035 645,156 407,395 310,000 400,000

 253,625 285,051 268,949 200,000 250,000

Recreation Program Participants 75,219 93,896 100,482 75,000 95,000

Athletics/Aquatics Division Measures

Total Pool Attendance 136,478 115,991 116,044 80,000 100,000

Swim Lesson Participants 1,036 1,397 1,466 1,000 1,300

Participants in Athletic Leagues 7,052 6,522 7,050 5,000 6,500

Forestry Division Measures

Trees Pruned in Parks 1,625 2,776 3,444 2,500 2,000

Residential Tree Inspection Services 125 163 165 150 150

Cubic Yards of Brush Recycled 23,758 25,063 27,018 27,000 27,000

Administration Division Measures

Value of Positive Media Impressions $225,278 $92,302 $61,821 $70,000 $60,000

Sponsorships and Donations Received $329,285 $48,285 $27,311 $25,000 $25,000

Park Ranger Patrol Hours 7,275 4,307 5,582 5,200 5,200

Number of Special Events and Tournaments 161 189 155 100 150

Facility Rental Hours 38,128 38,305 34,544 26,000 30,000



** Door counter hardware and count procedure changed in FY 2019

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PARKS & RECREATIONPARKS & RECREATION104

GENERAL FUNDGENERAL FUND

PARKS & RECREATIONPARKS & RECREATION

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $8,103,389 $8,812,967 $8,892,971 $8,892,971 $9,227,524

Operating Expenses 3,502,372 3,929,810 3,626,487 3,626,487 3,620,327

Capital Outlay 61,555 80,379 98,710 98,710 82,000

Total Expenditures: $11,667,317 $12,823,156 $12,618,168 $12,618,168 $12,929,851

Expenditures as a % of General Fund 11.2% 11.5% 11.2% 11.2% 10.8%

Full Time Equivalents (FTEs): 105.375 107.375 108.375 108.375 108.375

FTEs as a % of General Fund 13.3% 13.2% 13.2% 13.2% 13.2%



$2.0

$4.0

$6.0

$8.0

$10.0

$12.0

$14.0

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Capital Outlay

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PLANNING & DEVELOPMENT SERVICESPLANNING & DEVELOPMENT SERVICES 105

GENERAL FUNDGENERAL FUND

PLANNING & DEVELOPMENT SERVICESPLANNING & DEVELOPMENT SERVICES

The Planning and Development Services Department is responsible for land use policy, administration of land

development regulations, permit review and inspections, community development, neighborhood services,

and code enforcement for the City under the leadership of the Planning and Development Services Director.

VISION:

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

community with a distinct identity as a desirable place

to live, work, and play. Residents, government, and

businesses are committed to working together to

build a quality community.

MISSION:

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

     

development review services; promote quality

development and planning programs to enhance

the quality of life and facilitate economic growth; and

improve the built environment.

GUIDING COUNCIL STRATEGIC GOALS:

Long Range

Planning

Current Planning

Site Plan &

Plat Review

Engineering

Review

Sign Review

Building

Permitting

Building & Civil

Inspections

Historic

Preservation

Commission

Building

Standards

Commission

Permits &

Inspection

Code

Enforcement

Boards &

Commissions

Zoning Board

of Adjustment

Planning &

Development

Services

Zoning

Policy

Development

Historic

Preservation

Planning &

Zoning

Commission

Community

Development

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PLANNING & DEVELOPMENT SERVICESPLANNING & DEVELOPMENT SERVICES106

GENERAL FUNDGENERAL FUND

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

• Revised the CDBG Action Plan to provide

rent and utility assistance in the amount of

$397,275 to low income residents during



•     

Preservation tax exemption inspections this



FY 2021 OVERVIEW & SIGNIFICANT CHANGES:

• Continued inclusion of virtual opportunities

to maintain and improve service during



• Work with Transportation on the

implementation of the Roadway Impact Fees.

• Work with IT on implementation of the new

land management software system, including

electronic plan reviews and application

submittals

• Facilitate the development process of the

     

Tower

FY 2022 OVERVIEW AND BEYOND:

• Consolidate all customer intake areas into

a single, comprehensive development

assistance counter

• Play an instrumental role in downtown

redevelopment

• Comprehensive Plan 2030 Implementation

PLANNING & DEVELOPMENT SERVICESPLANNING & DEVELOPMENT SERVICES

FY 2020 HIGHLIGHTS & COVID-19 RESPONSE:

• Completed and secured adoption of the

Comprehensive Plan 2030

• Maintained all development services

    

inspections

• Met or exceeded all of our deadlines on

development applications, including during



• Successfully managed another year of high



    

    

performance measures

•      

provide outreach for the Atlas 14 data with



engineers that have worked in the City since

2017; and the Austin Contractors & Engineers

    



• Secured adoption of several land

development code amendments to improve

ease of use

•     

temporary signage enforcement for

restaurants; extended deadlines for

compliance on residential violations;

increased lending on lawnmowers, tree saws,

and trimmers for homeowners to address

violations and had Code Enforcement

provide the delivery

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Total Approved Plats 65 44 83 61 70

Development Permits Received 100 100 84 71 70

Development Permits Issued 85 54 59 59 60

Number of Building Permits 2,950 4,193 4,124 3,560 3,600

Number of Inspections 16,225 27,700 26,792 19,400 20,000

Total Bandit Signs 5,500 4,557 4,826 4,335 5,202

 3,500 4,354 4,271 4,611 5,533

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PLANNING & DEVELOPMENT SERVICESPLANNING & DEVELOPMENT SERVICES 107

GENERAL FUNDGENERAL FUND

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $ 4,426,429 $4,824,092 $5,291,515 $5,291,515 $5,364,282

Operating Expenses 321,002 400,380 363,513 363,513 304,760

Capital Outlay 5,523    

Total Expenditures: $4,752,954 $5,224,472 $5,655,028 $5,655,028 $5,669,042

Expenditures as a % of General Fund 4.6% 4.7% 5.0% 5.0% 4.7%

Full Time Equivalents (FTEs): 52.00 54.00 55.00 55.00 55.00

FTEs as a % of General Fund 6.6% 6.7% 6.7% 6.7% 6.7%



$1.0

$2.0

$3.0

$4.0

$5.0

$6.0

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Capital Outlay

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POLICEPOLICE108

GENERAL FUNDGENERAL FUND

GUIDING COUNCIL STRATEGIC GOAL:

FY 2020 HIGHLIGHTS & COVID-19 RESPONSE:

• With IT, completed a $2.5 million



car camera system

•     

      



• The annual Operation Front Porch program

to reduce holiday package thefts was the

2019 Leadership in Crime Prevention Award

from the International Association of Chiefs

of Police in October

• Created the new Special Operations Division

and added a new commander to manage

   

as well as several programs

POLICEPOLICE

The Police Department provides public safety and enforces federal, state, and city laws and ordinances

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

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

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

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

recruiting, training, crime victim, and support functions necessary to maintain a police force of the highest

quality.

VISION:

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

rapidly growing community that is striving to maintain

its low crime rate and high quality of life. Deliver

policing that responds to the needs of the community

and engages them to share in the responsibility of

keeping Round Rock a great community.

MISSION:

The Round Rock Police Department, in alliance with

our community, provides public safety and promotes

a high quality of life.

VALUES:

Community • Honor • Integrity • Pride

Patrol

Office of the Chief

Training

Criminal

Investigation

Support

Services

Police

Department

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POLICEPOLICE 109

GENERAL FUNDGENERAL FUND

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

FY 2021 OVERVIEW & SIGNIFICANT CHANGES:

• Resume the Department’s normal operations

as the pandemic eases

•      



• 

     

   

in order to meet deadlines and gain richer



• Evaluate ways to bridge the gap in existing

law enforcement services to mentally ill



• Design the rebuild of the Obstacle Course

FY 2022 OVERVIEW AND BEYOND:

• Fully establish a downtown beat to better

work with business owners and patrons

• In the summer of 2020, PD was looking



The Department has been accredited through

the Commission on the Accreditation of Law

Enforcement agencies since 2004

• Overall, the lobby remained open and PD



coronavirus pandemic in 2020, taking some

steps related to social distancing. Some

response was limited to telephone contact,

and some public services and events were

curtailed

• 

      

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

view police activity in their neighborhood in



• As schools were closed as a result of

    

shifted to patrol and investigative functions

• Managed both the Governor’s and County

Judge’s “Stay Home Stay Safe” orders via an

education vs. enforcement approach

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

to continue to conduct business during

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

employees who may have developed

symptoms or been exposed while serving

the public

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

External Calls for Service 70,067 70,169 70,278 83,558 72,000

 51,003 58,752 68,964 52,346 70,000

Total Police Events 121,070 128,921 139,242 135,904 142,000

Felony Arrests 689 595 772 841 800

DWI Cases 392 345 461 549 500

Police Reports Taken 9,672 9,513 9,528 9,078 9,700

 23,195 28,485 36,898 25,897 34,000

Foot Patrols 1,490 1,256 1,362 1,637 1,500

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POLICEPOLICE110

GENERAL FUNDGENERAL FUND

POLICEPOLICE

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $27,026,612 $28,572,064 $29,441,975 $29,441,975 $30,554,945

Operating Expenses 3,782,863 3,661,909 3,569,034 3,569,034 3,655,988

Capital Outlay 123,909 46,209 286,304 286,304 20,432

Total Expenditures:

$30,933,384

$32,280,182

$33,297,313

$34,231,365

Expenditures as a % of General Fund 29.7% 28.9% 29.5% 29.5% 28.6%

Sworn 174.00 176.00 180.00 180.00 180.00

Civilian 76.900 77.975 77.975 77.975 77.975

Full Time Equivalents (FTEs): 250.900 253.975 257.975 257.975 257.975

FTEs as a % of General Fund 31.7% 31.3% 31.4% 31.4% 31.4%



$5.0

$10.0

$15.0

$20.0

$25.0

$30.0

$35.0

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Capital Outlay

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RECYCLING/SOLID WASTE SERVICESRECYCLING/SOLID WASTE SERVICES 111

GENERAL FUNDGENERAL FUND

infrastructure stability, orderly and sustainable



• 

maintain systems, embrace technology and

creative strategies, and strive for continuous

improvement in managing and reducing costs.

GUIDING COUNCIL STRATEGIC GOALS:

RECYCLING/SOLID WASTE SERVICESRECYCLING/SOLID WASTE SERVICES

The Solid Waste Management Program provides our community with a variety of garbage collection and

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

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

program. Also included in this program is the over site of the residential garbage collection and disposal as

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

franchise agreements with the commercial haulers who collect garbage and recycling for all commercial

properties in the City. The program promotes environmental awareness to increase recycling and reduce the



VISION:

Be the best at what we do.

MISSION:

Provide excellent service at the best value.

We will achieve our Vision and Mission by focusing



• Public Health, Safety, and the Environment –

    



preserving and enhancing our natural resources.

• Financial Strength – strive to know the true

cost of service, be transparent and competitive

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



•       

best, encourage empowerment and leadership

at every level, and foster development through

continued education and knowledge sharing.

• 

replace, and expand our utility systems to ensure

Utility

Administration

Solid Waste

Management

Program

Environmental

Services

Recycling

Services

Utilities &

Environmental Services

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RECYCLING/SOLID WASTE SERVICESRECYCLING/SOLID WASTE SERVICES112

GENERAL FUNDGENERAL FUND

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

RECYCLING/SOLID WASTE SERVICESRECYCLING/SOLID WASTE SERVICES

• Evaluate commercial/industrial franchise

solid waste collection and disposal services

• Increase focus on the reduce and reuse

aspect of Reduce Reuse Recycle

• Educate the public on best recycling practices

to help alleviate contamination of recyclable

material

• Seek methods to help improve the commodity

market for recyclable material. Explore rebate

options for the purchase of items made from

100% recyclable material

FY 2022 OVERVIEW AND BEYOND:

• Continue exploring opportunities to increase

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

tonnage

• Explore strategies for recycling and/or

educating the public on yard waste

• Consider partnership opportunities to create

more recycling collection events

•    

ordinance

FY 2020 HIGHLIGHTS & COVID-19 RESPONSE:

• Continued success diverting waste from the

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



volume is steadily declining

• Collaborate with the Parks and Recreation

Department to incorporate recycling

containers in City parks and hike and bike

trails

•    



•     

while the monthly HHW events were



• Rescheduled the Shred for a Paws Cause





•     

recycling center to keep the facility open





FY 2021 OVERVIEW & SIGNIFICANT CHANGES:

• Explore opportunities for recycling electronics

• Explore opportunities for accepting/recycling

glass at our Deepwood Recycle Facility

• Expand the HHW Voucher Program to



• Develop and provide Standard Operating

Procedure documents to City departments for

properly managing and handling universal/



•     

     

overall aesthetic of the downtown area

•     

strategies and ordinance

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target



303 301 372 400 420

 6,249 6,601 7,239 7,900 8,400

 19,003 19,921 19,243 19,900 20,500

 45,855 41,896 41,483 40,500 40,000

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RECYCLING/SOLID WASTE SERVICESRECYCLING/SOLID WASTE SERVICES 113

GENERAL FUNDGENERAL FUND

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $111,010 $101,332 $205,546 $205,546 $211,674

Operating Expenses 41,059 30,892 49,813 49,813 55,113

Capital Outlay     

Total Expenditures: $152,068 $132,224 $255,359 $255,359 $266,787

Expenditures as a % of General Fund 0.1% 0.1% 0.2% 0.2% 0.2%

Full Time Equivalents (FTEs): 2.475 2.475 3.475 3.475 3.475

FTEs as a % of General Fund 0.3% 0.3% 0.4% 0.4% 0.4%



$0.1

$0.2

$0.3

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses

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TRANSPORTATIONTRANSPORTATION114

GENERAL FUNDGENERAL FUND

GUIDING COUNCIL STRATEGIC GOALS:

FY 2020 HIGHLIGHTS & COVID-19 RESPONSE:

•      

management and Maintenance Operations

    



and coordination with outside partners were



on track

TRANSPORTATIONTRANSPORTATION

The Transportation Department consists of seven divisions: Administration, Transit and Public Transportation,



and Street Maintenance.

The Transportation Department is responsible for planning, building, and maintaining the City’s transportation

infrastructure. In addition, the department oversees the City’s Transit and Public Transportation activities.

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

VISION:

The Department strives to be a premier



professionalism, and regional cooperation.

We will:

• Accept the challenge of change and be

committed to continually enhancing the safety,

environment, quality of life, and economic vitality

of our community

• Be accountable for our performance and our

     

our achievements

• Be committed to provide our employees a stable

work environment with equal opportunity for

learning and personal growth

• Be respectful of each other and the internal and

external customers we support

MISSION:

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

transportation infrastructure and provide public

transportation in a manner that meets the needs of

the community and supports the safety and welfare



Planning &

Engineering

Adminstration

Public

Transportation

Traffic Signs &

Signals

Project

Management

Street

Maintenance

Transportation

Infrastructure

Inspection

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TRANSPORTATIONTRANSPORTATION 115

GENERAL FUNDGENERAL FUND

• 2016 CDBG – Greenhill Phase 2 sidewalks

• 2016 CDBG – Austin Ave sidewalk

• 

• Chisholm Trail Rd – Storm outfall at Brushy

Creek

• Southwest Downtown 5A and 5B

CURRENT CONSTRUCTION PROJECTS:

• 

•        

Plant Road

• 

• 

• 

• 

• 

• 2019 SMP Arterial

• 

• Logan Street Bridge Connection

• Kenney Fort Blvd – Segment 4B

• 

• 2017 CDBG – Chisholm Valley Subdivision

sidewalks

•       



UPCOMING 2020-2021 CONSTRUCTION

PROJECTS:

• Gattis School Rd – Seg. 6

• 

• Kenney Fort Blvd – Seg. 2 & 3

• Northeast Downtown Improvements –



• 

• 

• Hesters Crossing and LaFrontera Signal

Installation

• 

• 

•      

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

agencies. Continued to provide critical

services to transit dependent populations

during pandemic

• HA5 surface treatment completed in Forest

Ridge and Settlers Landing

• Two arterial and two neighborhood SMPs

underway

• 

• Downtown Parklets under construction –

changing and improving downtown character

• McNeil Phase II under construction

• Worked with Meritage to award construction

on Kenney Fort 4b

• Completed Citywide Sign Replacement

Program

•      



•       

improvements to support the Kalahari

Development are substantially complete

• Kenney Fort Blvd. turn lanes to support

Kalahari are substantially complete

• Roadway Impact Fee implementation



• Continuing development/implementation of

pavement management program.

• Relocated and consolidated operations to

Luther Peterson Facilities

• Completed repairs to Harrell Parkway low

water crossing approaches and Rabb House

service road

RECENTLY COMPLETED PROJECTS:

•   

years coming

• 

Blvd

• 

Park

•       

Blvd

• 

• SWDT 5A

• SWDT 5B

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TRANSPORTATIONTRANSPORTATION116

GENERAL FUNDGENERAL FUND

FY 2022 OVERVIEW AND BEYOND:

PROJECTS UNDER DEVELOPMENT:

• Gattis School Rd – Seg. 3

• CR 112 East – CR 117 to CR 110

• CR 112 West – AW Grimes to C 117

• Old Settlers Blvd – Red Bud to CR 110

• SH 45 Frontage Roads – Heatherwilde to

Donnell

• Kenney Fort Blvd – Segment 4C

• N. Mays Gap Segments

• AW Grimes RTL at Old Settlers Blvd

• Wyoming Springs – Segment 1 Creek Bend

to Sam Bass Rd

• 

• 

• Old Settlers Blvd at College Park/Water



• Greenlawn Blvd – IH 35 to SH 45

•        

Logan replacement

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

TRANSPORTATIONTRANSPORTATION

PROJECTS UNDER DEVELOPMENT:

• Gattis School Rd – Seg. 3

• CR 112 East – CR 117 to CR 110

• CR 112 West – AW Grimes to CR 117

• Old Settlers Blvd – Red Bud to CR 110

• SH 45 Frontage Roads – Heatherwilde to

Donnell

• Kenney Fort Blvd – Segment 4C

• N. Mays Gap Segments

• AW Grimes RTL at Old Settlers Blvd

• Wyoming Springs – Segment 1 Creek Bend

to Sam Bass Rd

• 

• 

• Old Settlers Blvd at College Park/Water



• Greenlawn Blvd – IH 35 to SH 45

•        

Logan replacement

FY 2021 OVERVIEW & SIGNIFICANT CHANGES:

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



•     

and West

• Construction on Kenney Fort 2/3 anticipated.

• 

• Additional downtown improvements in

support of Library

• Will continue to support neighborhoods with

concrete and asphalt repairs

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Concrete Structures Repaired:

sidewalks, curb and gutters, headwalls, vallet

gutters, trickle drains, etc.

1,200 cubic

yards

1,400 cubic

yards

1,400 cubic

yards

1,600 cubic

yards

1,600 cubic

yards

Pavement Maintenance:

street, alley,

parking lot repairs 2,000 tons 2,200 tons 2,400 tons 2,400 tons 2,500 tons

 240 acres 240 acres 240 acres 270 acres 270 acres

Pavements Maintenance:



450,000

linear feet

450,000

linear feet

450,000

linear feet

450,000

linear feet

450,000

linear feet

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TRANSPORTATIONTRANSPORTATION 117

GENERAL FUNDGENERAL FUND

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $3,693,118 $3,963,901 $4,671,610 $4,671,610 $4,853,019

Operating Expenses 4,799,534 4,718,226 5,416,451 5,416,451 5,412,145

Street Maintenance 3,000,000 4,300,000   2,984,000

Capital Outlay 66,030 143,194 94,700 94,700 136,000

Total Expenditures: $11,562,303 $13,125,321 $10,182,761 $10,182,761 $13,385,164

Expenditures as a % of General Fund 11.1% 11.8% 9.1% 9.1% 11.2%

Full Time Equivalents (FTEs): 55.00 57.00 59.00 59.00 59.00

FTEs as a % of General Fund 7.0% 7.0% 7.2% 7.2% 7.2%



$2.0

$4.0

$6.0

$8.0

$10.0

$12.0

$14.0

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Street Maintenance Capital Outlay

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118

GENERAL FUNDGENERAL FUND

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UTILITY FUNDUTILITY FUND

UTILITY FUND SCHEDULEUTILITY FUND SCHEDULE 119

UTILITY FUND SCHEDULEUTILITY FUND SCHEDULE

Note:



2020 2021 2022

2019 2020 Projected Adopted Estimated

Actual Budget Actual Budget Budget

Beginning Fund Balance $136,031,866 $125,802,352 $143,771,898 $129,598,811 $110,858,526

Revenues

Water Service 29,022,075 28,500,000 28,500,000 29,620,483 29,791,907

Water Related Charges 375,627 375,000 375,000 375,000 375,000

Sewer Service 18,385,175 18,300,000 18,300,000 18,766,785 18,917,892

 2,571,065 3,350,000 3,150,000 4,080,500 5,131,000

Sewer Related Charges 316,903 309,000 309,000 310,000 310,000

Other Charges 2,289,098 1,421,500 1,571,500 2,013,500 1,963,500

Impact Fees 10,893,493 8,250,000 8,000,000 8,250,000 7,500,000

 63,446 20,000 20,000 50,000 50,000

Investment, Donations & Other Misc 10,600,561 36,902,500 23,538,692 41,930,000 39,945,000

Total Revenues 74,517,443 97,428,000 83,764,192 105,396,268 103,984,299

Operating Expenses

 1,940,405 2,147,101 2,182,427 2,198,483 2,254,723

Fiscal Support Services 1,033,513 1,753,401 1,297,443 1,578,654 1,592,499

 1,821,636 2,641,860 2,711,095 2,258,417 2,357,252

Water Treatment Plant 8,182,962 11,542,176 9,823,038 10,315,537 10,416,235

Water Systems Support 2,417,494    

Water Line Maintenance 2,768,543 3,754,729 4,820,732 4,861,439 5,005,907

Wastewater Treatment Plant 5,763,942 6,165,797 6,165,797 5,977,645 6,142,762

Wastewater System Support 329,726    

Wastewater Line Maintenance 1,965,602 2,455,140 2,550,265 2,413,368 2,507,175

Environmental Services 562,255 737,572 750,979 628,496 651,698

Administrative Allocation 3,525,000 4,000,250 4,000,250 4,930,000 5,165,000

Debt Service Payment 5,539,750 5,523,000 5,523,000 6,533,400 7,463,000

 4,156,957 4,220,000 4,220,000 4,240,000 4,255,000

Regional Water/WW Reimbursable Expense 286,766 183,300 470,000 1,020,000

200,000

otal Operating 40,294,551 45,124,326 44,515,026 46,955,439 48,011,251

Net Change in Operations $34,222,892 $52,303,674 $39,249,166 $58,440,829 $55,973,048

Capital Outlay 26,482,860 71,944,838 53,422,253 77,181,114 76,408,460

Total Expenses $66,777,411 $117,069,164 $97,937,279 $124,136,553 $124,419,711

Less:

Reservations and Designations 12,621,324 12,886,846 13,635,609 14,280,022 14,889,101

Ending Fund Balance $131,150,574 $93,274,342 $115,963,202 $96,578,504 $75,534,013

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UTILITIES ADMINISTRATIONUTILITIES ADMINISTRATION120

UTILITY FUNDUTILITY FUND

UTILITIES ADMINISTRATIONUTILITIES ADMINISTRATION

• System Management: proactively plan, monitor,

replace, and expand our utility systems to ensure

infrastructure stability, orderly and sustainable



• Operational Excellence  

and maintain systems, embrace technology and

creative strategies, and strive for continuous

improvement in managing and reducing costs.

The Administration Division is responsible for providing support and oversight to the seven other divisions

     

Wastewater Collection, Wastewater Treatment, Environmental Services, Stormwater Engineering, Operations

and Maintenance, and Solid Waste/Recycling Services. This Division oversees the Planning, Engineering,

and Construction of the Water, Reuse Water, Stormwater, and Wastewater Systems ensuring proper design

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



Department.

The Environmental Services Division is responsible for the Industrial Waste Pretreatment Program and

Laboratory Services. These activities are accomplished by implementing and encouraging pollution prevention

activities, enforcing environmental regulations, and quantifying pollutant concentrations.

Administration

Environmental

Services

Utilities Administration

VISION:

Be the best at what we do.

MISSION:

Provide excellent service at the best value.

We will achieve our Vision and Mission by focusing



Guiding Principles:

• Public Health, Safety, and the Environment:

    



preserving and enhancing our natural resources.

• Financial Strength: strive to know the true

cost of service, be transparent and competitive

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



• Employee Success: select and promote the

best, encourage empowerment and leadership

at every level, and foster development through

continued education and knowledge sharing.

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UTILITIES ADMINISTRATIONUTILITIES ADMINISTRATION 121

UTILITY FUNDUTILITY FUND

Environmental Services:

• Implement a Laboratory Management

System in order to better manage sample

     

billing for the laboratory

•       

closed to customers. A table is currently

outside the laboratory for customer sample



FY 2021 OVERVIEW & SIGNIFICANT CHANGES:

Administration:

• Complete design of 10 MGD Brushy Creek

East Regional Wastewater Treatment Plant

Expansion

• Continue to design and obtain easements for

Phase 2 Deep Water Intake for the Brushy



• Complete permanent Zebra Mussel Controls

at intake structure at Lake Georgetown and

Stillhouse Hollow Lake

• 

cement waterlines located in the City

• Continue to build a redundant water

    



Environmental Services:

•     

for both water and wastewater laboratories.

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

Pretreatment Program

• Evaluate strategies for applying the

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

wastewater discharges

GUIDING COUNCIL STRATEGIC GOALS:

FY 2020 HIGHLIGHTS AND COVID-19 RESPONSES:

Administration:

• 

Plans and Impact Fees

• 

Bob Bennett Building

• Increased focus on the Department’s Employee

Success Guiding Principle to foster and sustain

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

employee appreciation initiatives and team

collaboration opportunities

• Developed a new and improved Employee

    

throughout the year, encourage peer to peer

recognition, and acknowledge and promote

positivity in the workplace

• Canceled Fix a Leak Week and Drinking Water

Week activities due to COVID. Leak detection

kits, cease the grease packets, drip gauges, and



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UTILITIES ADMINISTRATIONUTILITIES ADMINISTRATION122

UTILITY FUNDUTILITY FUND

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

Environmental Services:

• Continue to expand the City’s Pretreatment

     

      

City’s regulations

• Continue to operate and expand the City’s

Water and Wastewater Laboratory

FY 2022 OVERVIEW AND BEYOND:

Administration:

• Construct Phase 2 Deep Water Intake for the



• Complete construction of the 10 MGD Brushy

Creek East Regional Wastewater Treatment

Plant Expansion in 2023

• 





• 

work culture through team collaboration and

employee recognition

UTILITIES ADMINISTRATIONUTILITIES ADMINISTRATION

Administration:

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Water and Wastewater Rate/Impact





Service

100% 100% 100% 100% 100%

CIPS on time and within budget 100% 100% 100% 100% 100%

% of system converted to an

Automated Meeting Infrastructure

97% 98% 98% 99% 99%

Environmental Services:

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

 1,163 1,288 3,983 4,750 4,800

 12,960 13,138 15,032 15,700 16,000

Pretreatment Sampling Events 567 466 223 450 450

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UTILITIES ADMINISTRATIONUTILITIES ADMINISTRATION 123

UTILITY FUNDUTILITY FUND



$0.5

$1.0

$1.5

$2.0

$2.5

$3.0

$3.5

$4.0

$4.5

$5.0

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Capital Outlay

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $1,835,615 $1,845,274 $2,335,489 $2,335,489 $2,717,646

Operating Expenses 1,754,536 1,567,086 1,809,528 1,809,528 1,724,421

Capital Outlay  5,044 614,500 614,500 23,500

Total Expenditures: $3,590,151 $3,417,404 $4,759,517 $4,759,517 $4,465,567

Expenditures as a % of Utility Fund 14.0% 12.8% 15.7% 15.7% 14.8%

Full Time Equivalents (FTEs): 20.000 20.000 25.000 25.000 25.000

FTEs as a % of Utility Fund 15.4% 13.3% 16.6% 16.6% 16.6%

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UTILITY BILLING AND COLLECTIONSUTILITY BILLING AND COLLECTIONS126

UTILITY FUNDUTILITY FUND

needs of our customers.

• Respect – We are a motivated team inspiring

a sincere working environment that supports



• Innovation

thinking teams that network, observe, and

connect ideas to achieve innovation.

• Leadership – We lead by example, providing

encouragement and guidance with a positive

attitude and are responsible stewards of the

management and care of resources. We apply

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

•

GUIDING COUNCIL STRATEGIC GOAL:

UTILITY BILLING AND COLLECTIONSUTILITY BILLING AND COLLECTIONS

 Division is part of the Finance Department and is responsible for the accounting, billing,

and collection of all customer water, sewer, and garbage billings; connecting and disconnecting services; and

helping customers.

Meter

Maintenance

Monthly Billing

Collections

Utility Billing &

Collections

Data Entry

Finance

VISION:

Provide leadership and direction to maintain the

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

growth.

MISSION:



planning, policy development, and administration of





focusing on the six Finance Foundations:

• Drive – We are dedicated and passionate

about providing a positive work environment to



strive to improve service excellence.

• Transparency – We maintain a level of integrity

to promote ethical behavior, openness, and

communication. We operate in a way that is easy

for others to see what actions are performed to

inspire trust.

• Quality – We embrace the ongoing process

of providing service excellence by assessing,



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UTILITY BILLING AND COLLECTIONSUTILITY BILLING AND COLLECTIONS 127

UTILITY FUNDUTILITY FUND

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

FY 2020 HIGHLIGHTS & COVID-19

RESPONSE:

•     

capabilities with system integrations

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

the newest version

• Responded to customer needs during

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

waiving fees and providing payment plans

• Documented all functions of the division for



FY 2021 OVERVIEW & SIGNIFICANT

CHANGES:

• Increase functionality of customer portal

• 

• Develop quarterly and annual statistical

reporting and analysis

FY 2022 OVERVIEW AND BEYOND:

• Continue to provide excellent customer

service and technology enhancements to our

customers

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Customer Service Call Volume 31,472 47,436 33,844 34,000 34,000

Field Trips 14,018 10,100 16,793 12,000 12,000

Active Customers 33,733 34,706 35,786 36,600 37,000

Consumption Billed 6.85B 7.07B 6.58B 6.72B 6.73B

Dollars Billed $57.7M $61.9M $63.9M $64.9M $65.4M

Collection Rate 99% 99% 99% 99% 99%

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UTILITY BILLING AND COLLECTIONSUTILITY BILLING AND COLLECTIONS128

UTILITY FUNDUTILITY FUND

UTILITY BILLING AND COLLECTIONSUTILITY BILLING AND COLLECTIONS



$0.5

$1.0

$1.5

$2.0

$2.5

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $964,573 $1,096,829 $1,140,982 $1,140,982 $1,124,805

Operating Expenses 1,127,833 843,576 1,041,445 1,041,445 1,073,678

Capital Outlay     

Total Expenditures: $2,092,406 $1,940,405 $2,182,427 $2,182,427 $2,198,483

Expenditures as a % of Utility Fund 8.5% 7.2% 7.2% 7.2% 7.3%

Full Time Equivalents (FTEs): 15.500 16.000 17.000 17.000 17.000

FTEs as a % of Utility Fund 11.9% 10.6% 11.3% 11.3% 11.3%

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WATER SERVICESWATER SERVICES 129

UTILITY FUNDUTILITY FUND

• System Management: proactively plan, monitor,

replace, and expand our utility systems to ensure

infrastructure stability, orderly and sustainable



• Operational Excellence  

and maintain systems, embrace technology and

creative strategies, and strive for continuous

improvement in managing and reducing costs.

WATER SERVICESWATER SERVICES

The City provides water to over 150,000 people living in the City Limits and ETJ. The sources of water are

from the Edwards Aquifer, Lake Georgetown, Lake Stillhouse Hollow, and, in the future, Lake Travis. The

Operations are divided up into the Water Treatment and Water Distribution Divisions.

The Water Treatment Division handles the treatment of surface water, ground water, and reuse water to a level





elevated and ground water storage tanks and several pump stations. The Water Treatment Division is also



used to monitor and control the treatment and distribution of water and the collection of wastewater.

The Water Distribution Division is responsible for the operation, maintenance, accountability, and repair of the

City’s water distribution system. This Division maintains approximately 579

miles of waterlines, 13,481 valves,

approximately 31,534 water meters, and 5,036



VISION:

Be the best at what we do.

MISSION:

Provide excellent service at the best value.

We will achieve our Vision and Mission by focusing



Guiding Principles:

• Public Health, Safety, and the Environment:

    



preserving and enhancing our natural resources.

• Financial Strength: strive to know the true cost

of service, be transparent and competitive in our

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



• Employee Success: select and promote the

best, encourage empowerment and leadership

at every level, and foster development through

continued education and knowledge sharing.

Water

Distribution

Water

Treatment

Water

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WATER SERVICESWATER SERVICES130

UTILITY FUNDUTILITY FUND

• Our system and pumps were split into an

East and West, and were recently combined,

     

providing water to our customers

• Transformed South 81 into an operational

pump station, allowing us to use more

groundwater in the system, boosting our

system reliability

•     

distribution to combine High Country





Elevated pump station and South 81 EST

pump station. By combining these facilities,

        

line for maintenance, while still providing

service to our customers

• 

on our emergency interconnect with the City

of Georgetown, to monitor Georgetown’s



• We started taking water from Brushy Creek



water to the City of Georgetown and to the

northwest pressure plain in Round Rock

• Installed and wired the new Process Logic

Control programming for installation of

SC200, pH monitoring, and temperature

monitoring for treated water from the

Disinfection Basin at the WTP

Water Distribution:

•     

pressure monitoring sites. This will allow

to be proactive as it gives us a real time

representation of what our chlorine residuals

and pressure are in certain areas of town

•        

our wastewater plant to allow our operators

to use cleaner water for wash down areas

      

labor required, and proved better water

quality

WATER SERVICESWATER SERVICES

GUIDING COUNCIL STRATEGIC GOALS:

FY 2020 HIGHLIGHTS & COVID-19 RESPONSE:

Water Treatment:

•      

      

    

lighting

• Implemented a Self Contained Breathing

Apparatus’ to be compatible with the Fire

Department

•     

   

     

the Round Rock’s Fire Department, and

HAZMAT Team, and HAZMAT teams of

Williamson County, Cedar Park, Georgetown,

and Leander

• 

WTP operations

• Reduced electrical costs with electrical

improvements on the high service pumps at

the WTP, as well as the raw water pumps at

Lake Georgetown

• Rehab of PRVs 2, 4, and 9 making the



•     

Phase 3 Raw Water slide gate, typically

done by a contractor

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WATER SERVICESWATER SERVICES 131

UTILITY FUNDUTILITY FUND

properly as well as staying in compliance

      

regulations

• Continue adding AMI meters as well as

sample/pressure monitoring sites, this will

improve our water system with accurate

water use readings, chlorine residuals, and

pressure readings

FY 2022 OVERVIEW AND BEYOND:

Water Treatment:

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



plant

•     

Plant personnel

• Continue implementation of succession plan

• Continue training and educating employees

to enable them to expand their skills and

knowledge in Water Treatment to provide

them with the ability to succeed in their

profession

• Continue to embrace the use of new

    

Water Treatment process

Water Distribution:

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

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

• 

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

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

employees

• Continue to update maps and provide tools





• Continue promoting the Leadership

Development Academy and Fred Pryor

training to encourage employee growth and

a sustainable workforce

• Install additional sample/pressure monitoring

sites around town to control water pressure

planes and water quality better

• Leak detected 38 miles of waterlines with 17



with a savings of 31 gallons a minute; this

saves on water loss, chemicals, and power

• 

meters needing to be changed out to our

        

month and the goal is to have all completely

changed out in three years; this will increase

accuracy of our meter readings and has the

potential to increase revenue

• Implementation of Store Room software

to accurately account for all department

inventory

FY 2021 OVERVIEW & SIGNIFICANT CHANGES:

Water Treatment:

• Raw water intake screen replacement at

Lake Georgetown

• Design and install a Chlorine Scrubber at

Lake Creek Groundwater Well site

• Permanent chemical feed system at Lake

Georgetown for Zebra Mussel control

• Consider replacement of Phase 4 Raw Water

slide gate

• Design SCADA upgrades and improvements

for the WTP. Communications of the WTP and

Distribution system will be upgraded along

with the SCADA. Switch to Ignition software,

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

and trending of the water treatment process



• Create and implement a succession plan to

prepare for employees nearing retirement

Water Distribution:

• Continue with our leak detection program; this

program has helped reduce our water loss

insuring we stay below the recommended

national average of 10% loss

•       

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

all assets are maintained and are working

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WATER SERVICESWATER SERVICES

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

Water Treatment

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Gallons of Water Treated 6,895,102,560 7,253,368,000 6,741,376,000 7,000,000,000 7,100,000,000

Hours of Maintenance 88 2,080 2,080 2,080 2,080

Gallons of Type I Reuse 185,005,728 252,045,000 228,830,000 260,000,000 265,000,000

Water Distribution

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

 5% 5% 3% 2% 2%

AMI Meter Installations 96% 97% 98% 99% 100%

Water Loss 6% 6% 6% 6% 6%

KWH/MG Water Treated +

 2,500 2,450 2,450 2,400 2,400



Valves 50% 50% 50% 50% 50%



4.961 FH 94% 94% 94% 94% 94%

Customer Service Satisfac

tion Surveys 97% 98% 98% 98% 100%

City of Round Rock’s Water Treatment Plant

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WATER SERVICESWATER SERVICES 133

UTILITY FUNDUTILITY FUND



$2.0

$4.0

$6.0

$8.0

$10.0

$12.0

$14.0

$16.0

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Capital Outlay

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $4,309,177 $4,756,328 $4,466,858 $4,466,858 $4,903,324

Operating Expenses 9,117,432 8,612,671 10,111,912 10,111,912 10,073,652

Capital Outlay   65,000 65,000 200,000

Total Expenditures: $13,426,609 $13,368,999 $14,643,770 $14,643,770 $15,176,976

Expenditures as a % of Utility Fund 55.1% 49.9% 48.3% 48.3% 50.2%

Full Time Equivalents (FTEs): 61.625 61.625 63.625 63.625 63.625

FTEs as a % of Utility Fund 47.4% 40.9% 42.2% 42.2% 42.2%

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WASTEWATER SERVICESWASTEWATER SERVICES134

UTILITY FUNDUTILITY FUND

• System Management: proactively plan, monitor,

replace, and expand our utility systems to ensure

infrastructure stability, orderly and sustainable



• Operational Excellence  

and maintain systems, embrace technology and

creative strategies, and strive for continuous

improvement in managing and reducing costs.

GUIDING COUNCIL STRATEGIC GOALS:

WASTEWATER SERVICESWASTEWATER SERVICES

Operations of wastewater services in the City are divided up into the Wastewater Collection and Wastewater

Treatment divisions.

The Wastewater Collections Division is responsible for the maintenance and repair of 7,687 manholes and

approximately 400 miles of wastewater line in the City’s Wastewater Collection System. This Division is

responsible for the operation, maintenance and repair of the City’s Wastewater Collection System Lift Stations.

The Wastewater Treatment Division is responsible for the treatment of residential, commercial and industrial

wastewater to a level that meets or exceeds state and federal regulations. This is accomplished by using

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

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

Treatment Plants with the Cities of Austin, Cedar Park, and Leander.

VISION:

Be the best at what we do.

MISSION:

Provide excellent service at the best value.

We will achieve our Vision and Mission by focusing



Guiding Principles:

• Public Health, Safety, and the Environment:

    



preserving and enhancing our natural resources.

• Financial Strength: strive to know the true

cost of service, be transparent and competitive

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



• Employee Success: select and promote the

best, encourage empowerment and leadership

at every level, and foster development through

continued education and knowledge sharing.

Wastewater

Collection

Wastewater

Treatment

Wastewater

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WASTEWATER SERVICESWASTEWATER SERVICES 135

UTILITY FUNDUTILITY FUND

     





• East Regional Wastewater Treatment Plant

Expansion construction began spring of 2020

• 

air to our treatment process; this improvement



costs

•    

for more reliability when pumping wastewater

into the treatment process

• Added a weather monitoring station as well

as odor sample monitoring sites around

the perimeter of the WWTP to help us be

more proactive in controlling odors; this is

connected to our SCADA system

•      





• Increased revenue from our septic hauling

program by extending the hours for haulers

to access the WWTP

FY 2021 OVERVIEW & SIGNIFICANT CHANGES:

Wastewater Collections:

• Purchase scanning equipment that allows



scan and collect manhole data to use in our

Edwards Aquifer program

•      

purchase new equipment so that our team

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

inspect and repair manholes

• Install chemical feed equipment on vactor

trucks allowing the wastewater team to use

chemicals that help reduce grease while

cleaning wastewater lines

Wastewater Treatment

• Continue upgrading and repairing equipment

      

the limits on the permit set by the Texas

   

FY 2020 HIGHLIGHTS & COVID-19 RESPONSE:

Wastewater Collections:

•     

Program by adding IT Pipes/Manhole

      

our manholes and allowed rehabilitation

      

      

system, which in turn allows the Wastewater

     

wastewater

•        

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

      

downtime, reduce maintenance/operational

costs, as well as increase production rates;

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



• Created a program to inspect our regional

wastewater lines and document with an

interactive map which has helped to ensure

our regional partners are informed about

the shared infrastructure and that the

infrastructure is properly maintained

•       

team that has helped communication

between the wastewater line maintenance

team and our pretreatment team; the goal is to

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

when businesses have issues with their

grease traps

Wastewater Treatment:

• Continue upgrading and repairing equipment

      

the limits on the permit set by the Texas



• 

    



all ILS pump VDFs, Blanket detectors, and



•     

     

   

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WASTEWATER SERVICESWASTEWATER SERVICES136

UTILITY FUNDUTILITY FUND

WASTEWATER SERVICESWASTEWATER SERVICES

• Continue to update maps and provide



that they will be able to access utility maps



• Continue promoting the leadership

development academy as well as Fred

Pryor Seminars. This training will allow us

to identify, grow and promote a sustainable

workforce, which in turn will help succession

planning.

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

approved by Human Resources. Adopting

this program has improved customer

service, reduced labor costs, and



Wastewater Treatment:

• Continue East Regional Wastewater

Treatment Expansion construction.

      

    

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

• Continue East Regional Wastewater

Treatment Expansion construction. This

will include an

additional 10 MGD capacity,

as well as upgrades to older plant design

and equipment. Coordinate, schedule, and

execute operations, and maintenance in the

facility during construction. This will prepare

us for the future growth of the community

and surrounding areas

FY 2022 OVERVIEW AND BEYOND:

Wastewater Collections:

• 



by cross training and obtaining dual

licensing for employees.

Wastewater Line Maintenance

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Manholes Inspected in Selected Edwards Aquifer

Basins 100% 100% 100% 100% 100%

Miles of Lines Inspected in Selected Edwards

Aquifer Basins 100% 100% 100% 100% 100%

Wastewater Treatment Plant

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

KWH/MG of Wastewater Treated 2,300 2,500 2,400 2,300 2,300

*  18 16 14 12



 98% 98% 98% 98% 98%

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

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WASTEWATER SERVICESWASTEWATER SERVICES 137

UTILITY FUNDUTILITY FUND

WASTEWATER SERVICESWASTEWATER SERVICES

Note:



$1.0

$2.0

$3.0

$4.0

$5.0

$6.0

$7.0

$8.0

$9.0

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Capital Outlay

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $2,050,648 $3,327,923 $3,466,498 $3,466,498 $3,488,469

Operating Expenses 4,545,389 4,584,087 4,955,564 4,955,564 4,714,544

Capital Outlay  147,260 294,000 294,000 188,000

Total Expenditures: $6,596,037 $8,059,270 $8,716,062 $8,716,062 $8,391,013

Expenditures as a % of Utility Fund 29.3% 30.1% 28.8% 28.8% 27.8%

Full Time Equivalents (FTEs): 33.000 53.000 45.000 45.000 45.000

FTEs as a % of Utility Fund 25.4% 35.2% 29.9% 29.9% 29.9%

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138

UTILITY FUNDUTILITY FUND

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STORMWATER FUNDSTORMWATER FUND

STORMWATER FUND SCHEDULESTORMWATER FUND SCHEDULE 139

STORMWATER FUND SCHEDULESTORMWATER FUND SCHEDULE

2020 2021 2022

2019 2020 Projected A

dopted Estimated

Actual Budget Actual Budget Budget

Beginning Fund Balance $13,046,912 $9,106,176 $11,238,345 $8,534,565 $3,863,817

Revenues

Residential Fees 1,689,294 1,679,494 1,706,181 1,723,243 2,106,892

Commercial Fees 1,958,364 1,964,668 2,070,022 2,090,722 2,601,783

Interest Income 755,160 905,000 1,117,000 290,000 6,420,000

Total Revenues 4,402,818 4,549,162 4,893,203 4,103,965 11,128,675

Exp

enses

perations 1,359,407 1,833,107 1,833,107 1,890,445 2,027,415

Engineering 549,058 796,749 796,749 755,018 788,092

Administrative Allocation 250,000 258,000 258,000 266,000 274,000

Debt Service Payment 565,131 561,731 561,750 558,250 1,160,750

Total Operating Ex

enses 2,723,596 3,449,587 3,449,606 3,469,713 4,250,257

Net Change in Operations $1,679,222 $1,099,575 $1,443,597 $634,252 $6,878,418

Capital Outlay 3,487,789 4,450,000 4,147,377 5,305,000 6,620,000

Total Ex

penses $6,

211,385 $7,899,587 $7,596,983 $8,774,713 $10,870,257

Less:

Reservations & Designations 539,616 721,964 721,964 727,866 772,377

Ending Fund Balance $10,

698,729 $5,033,787 $7,812,601 $3,135,951 $3,349,858

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STORMWATER STORMWATER 140

STORMWATER FUNDSTORMWATER FUND

GUIDING COUNCIL STRATEGIC GOALS:

FY 2020 HIGHLIGHTS & COVID-19 RESPONSE:

•      

30% design for Dam 101 and updated

Interlocal Agreement

• Began construction on the two remaining

     

anticipated in the Stormwater Master Plan

      



•     

estimates for Neighborhood Stormwater



STORMWATER STORMWATER





three areas: Engineering Services, Capital Improvement Program, and Operations and Maintenance.

VISION:

Be the best at what we do.

MISSION:

Provide excellent service at the best value.

We will achieve our Vision and Mission by focusing



Guiding Principles:

• Public Health, Safety, and the Environment:

    



preserving and enhancing our natural resources.

• Financial Strength: strive to know the true

cost of service, be transparent and competitive

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



• Employee Success: select and promote the

best, encourage empowerment and leadership

at every level, and foster development through

continued education and knowledge sharing.

• System Management: proactively plan, monitor,

replace, and expand our utility systems to ensure

infrastructure stability, orderly and sustainable



• Operational Excellence  

and maintain systems, embrace technology and

creative strategies, and strive for continuous

improvement in managing and reducing costs.

Utilities & Environmental

Services

Drainage Fund

Purchasing

Capital Improvement

Projects

Purchasing

Engineering Services

(Utilities & Environmental Services)

Purchasing

Operation & Maintenance

(Transportation)

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STORMWATER STORMWATER 141

STORMWATER FUNDSTORMWATER FUND

WORKLOAD INDICATORS:WORKLOAD INDICATORS:

FY 2022 OVERVIEW AND BEYOND:

• Lake Creek Watershed Flood Mitigation

     

      

detention

• Submitted the revised Stormwater



TPDES MS4 Permit

•      



models

• 



• Consolidated Stormwater Operations

and Stormwater Engineering into one

management structure

FY 2021 OVERVIEW & SIGNIFICANT CHANGES:

•      

recommend any necessary changes.

• Determine funding plan for Neighborhood



• Implement revised Stormwater Management

     

Permit

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

 602 753 753 753 753

 151 152 152 153 153

Mowing of Stormwater Structures



530 540 540 565 565

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STORMWATER STORMWATER 142

STORMWATER FUNDSTORMWATER FUND

STORMWATER STORMWATER

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Budget

2021

Proposed

Budget

Personnel Services $1,562,746 $1,494,175 $1,787,301 $1,787,301 $1,880,877

Operating Expenses 444,307 414,290 842,555 842,555 764,586

Capital Outlay 379,238 105,613 290,000 290,000 80,000

Total Expenditures: $2,386,291 $2,014,078 $2,919,856 $2,919,856 $2,725,463

Full Time Equivalents (FTES): 22.000 24.000 23.000 23.000 23.000



$0.5

$1.0

$1.5

$2.0

$2.5

$3.0

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Budget

2021

Proposed

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Capital Outlay

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SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS 143

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

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



SPORTS MANAGEMENT & TOURISM DEPARTMENT

         

the “Sports Capital of Texas.” The Department includes several functions in various Special Revenue

funds, including costs related to maintaining the Dell Diamond/Convention Center, the Convention Visitors

Hotel Occupancy Tax Fund, the Sports Center in the Sports Center Fund, and the

Multipurpose Complex in the Multipurpose Complex Fund.

COMMUNICATIONS & MARKETING DEPARTMENT

The Arts and Culture division of the Communications and Marketing Department is responsible for



the community by adding value through the arts to downtown Round Rock and other areas and is funded

Hotel Occupancy Tax

Fund.

RRTEDC or TYPE B FUND





These revenues are used for transportation, economic development, and other allowed uses in accordance



GOLF FUND

The Golf Fund accounts for the collection and expenditure of fees from proceeds the City receives through

the Forest Creek Golf Club. Revenue collections include green fees, cart rentals, range fees, concessions

and the Pro Shop. Fees collected are used for improvement & maintenance and contracted services for

the Forest Creek Golf Club. The Golf Club is managed by Kemper Sports.

OTHER SPECIAL REVENUE FUNDS

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

for designated purposes. These other funds are relatively small and are not outlined in as much detail as

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

this Special Revenue Funds Section.

• 

• Law Enforcement Fund

• Library Fund

• Municipal Court Fund

• Parks Improvement Fund

• Public, Educational, and Government Access Fund

• 

• Tree Replacement/Landscape Fund

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HOT OCCUPANCY TAX (HOT FUND)HOT OCCUPANCY TAX (HOT FUND)144

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

HOT OCCUPANCY TAX (HOT FUND)HOT OCCUPANCY TAX (HOT FUND)

Maintenance for the Dell Diamond is paid for from the HOT Fund.

FY 2019

Actual

FY 2020

Adopted

Budget

FY 2020

Projected

Actual

FY 2021

Adopted

Budget

FY 2022

Estimated

Budget

Beginning Fund Balance/Working Capital $6,447,726 $2,516,062 $5,587,787 $3,982,678 $3,363,630

Revenue

Hotel Occupancy Tax 4,669,796 4,300,000 2,340,000 3,395,231 3,497,088

Program Revenue 607,210 125,000 94,000 112,373 114,620

Total Revenue 5,277,006 4,425,000 2,434,000 3,507,604 3,611,708

CVB Operating

Arts and Culture 277,102 396,236 342,109 325,764 333,908

Convention and Visitors Bureau 1,359,615 1,798,347 1,132,747 1,431,888 1,457,769

Dell Diamond/Convention Center 40,675 90,000 90,000 90,000 90,000

Debt Service 1,012,805 638,925 638,925 640,500 638,700

Total Operating Expenditures 2,690,197 2,923,508 2,203,781 2,488,152 2,520,377

Net Change in Operations $9,034,535 $4,017,554 $5,818,006 $5,002,130 $4,454,961

Capital Improvements 2,509,248 1,087,094 897,828 701,000 902,085

Total Expenditures $5,199,445 $4,010,602 $3,101,609 $3,189,152 $3,422,462

Less:

Transfers 937,500 937,500 937,500 937,500 937,500

Reservations and Designations 2,639,517 1,567,140 2,516,589 2,255,706 1,737,214

Ending Fund Balance $2,948,271 $425,820 $1,466,089 $1,107,924 $878,163

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ARTS AND CULTUREARTS AND CULTURE 145

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

ARTS AND CULTUREARTS AND CULTURE

The Arts and Culture Division is responsible for implementing the City’s Arts and Culture Master Plan. This

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

Round Rock and the surrounding areas. A focus on promoting the heart of our city, Downtown Round Rock,

has been a City Council priority since 2010. Arts and culture are important to quality of life, strong communities,

and creating a fun and interesting place to live. The development of the Arts initiatives involves coordination



VISION:

Arts and culture are important to Round Rock’s

quality of life, strengthening our community, inspiring

more investment, and creating a greater sense of

place.

MISSION:

To enrich the quality of life, support and foster the

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

arts through diverse and engaging experiences.

They contribute to the economy and tourism in

the community. The arts and culture division also

provide resources, education, and artistic initiatives

to support and serve individual artists and arts



GUIDING COUNCIL STRATEGIC GOALS

Arts and Culture

Communications

and Marketing

FY 2020 HIGHLIGHTS and COVID-19 RE-

SPONSE:

• Estimated audience of 250,000 attend Arts

and Culture events annually in Round Rock

• Translates to: $7,867,500 directly back



• 

• 

     

Muertos, Classical Chamber Concert and a

Virtual SculptFest

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ARTS AND CULTUREARTS AND CULTURE146

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

FY 2021 OVERVIEW & SIGNIFICANT CHANGES:

• Focus on maintaining and growing arts

groups with audience development tools and

resources

• Doing more development work and

fundraising for all arts groups: grant and

foundation support

• Growing more “making and doing” arts types

of events in Downtown throughout the year

• Doing more smaller groups with high impact



•      

culture festivals already established

with the possibility of taking them to the

neighborhoods

• Focus will be murals and signal box art

• Maintaining special events for the City of

Round Rock

• Additional Downtowner Gallery Workshops

and Exhibits

• Additional Grant support at arts groups in

Round Rock through developmental work

• Virtual Arts and Culture Marketing Guides

and marketing through social media outlets

FY 2022 OVERVIEW AND BEYOND:

•      

     

performing and visual arts, with emphasis on

development and fundraising

ARTS AND CULTUREARTS AND CULTURE

• Showcase various artists in City Council

Chambers

•       

      

Gallery

• Downtowner Gallery additional hours and

programming with workshops and exhibits

•    

new exhibits and workshops

• 

• 

• 10 plus Workshops

• Model Trains with over 20,000 people

viewers during holidays

• 





• 



•      

with 26 sculpture pieces

• Signal Box Art in Downtown areas

• Arts and Cultural Guide produced and

distributed to all hotels in the city

• Partnership of Round Rock ISD Council of

the Arts and Student Art Show in City Council

Chambers during the Spring

• Resources to all arts groups and arts

businesses with weekly emails

• Social media outlets to help highlight and sell

art. Stay at Home Shop series, COVID and

You art exhibit, What’s on Your Walls

• Round Rock Hearts thanking our caregivers

• Round Rock Cares: Promotion through

personal emails and working with Greater

Round Rock Community Foundation on

developmental ideas

Special Arts and Culture Events:

• 

• Art Walk

• 

• RRPD Car Show Bands

• Round Rock Calk Walk Arts Festival

• Hometown Halloween

• 

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ARTS AND CULTUREARTS AND CULTURE 147

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Number of City Arts Events 2 4 17 18 10

City Arts Events Attendance 50,000 60,000 78,000 82,500 50,000

Number of Special Events 10 10 18  6

City Special Events Attendance 4,500 6,000 7,500 8,100 5,000

Downtowner Exhibits 10 10 12 20 8

Number of Sculptures Displayed 23 40 40 51 40

Downtowner Gallery Attendance 50,000 55,000 58,000 61,800 25,000

RR Cares/Virtual Videos    20 40

Virtual Engagement Attendance    12,000 20,000

Total number of Community Arts Events 168 210 278 310 175

Total Community Arts Event Attendance 180,000 200,000 250,000 200,000 180,000

WORKLOAD INDICATORS:



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ARTS & CULTUREARTS & CULTURE148

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $108,630 $114,943 $120,755 $120,755 $125,564

Operating Expenses 177,316 162,158 275,481 221,354 200,200

Capital Outlay     

Total Expenditures: $285,946 $277,101 $396,236 $342,109 $325,764

FTEs: 1.00 1.00 1.00 1.00 1.00

ARTS & CULTUREARTS & CULTURE



$50.0

$100.0

$150.0

$200.0

$250.0

$300.0

$350.0

$400.0

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Thousands

Expenditures by Category

Personnel Services Operating Expenses

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CONVENTION AND VISITORS BUREAUCONVENTION AND VISITORS BUREAU 149

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

CONVENTION AND VISITORS BUREAUCONVENTION AND VISITORS BUREAU

• Number of visitors in the Visitor Center

totaled 786

• Digital: Website sessions down 9.24%

between 2019 to 2020

• Website users decreased 5.25% between

2019 to 2020

• Website page views increased 10.11%

• Social Media statistics comparing 2019 to

2020:

• Facebook:

• Reactions: 72.76% increase

• Comments: 80.19% increase

• Shares: 57.06% increase

• Instagram:

• Likes: 17.18% increase

• Comments: 168.81% increase

• Twitter:

• Likes: 2.9% increase

• Post Link Clicks: 26.1% increase

• Reduction in budget includes a 30.3%

reduction in professional services and

marketing strategies from April through



• Reduction in budget includes a 44.9%

reduction in advertising from April through



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



              

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

economic vitality and enhancing the quality of life in Round Rock.

VISION:

To help promote Round Rock as the city of choice for



MISSION:

To promote economic diversity by developing

the tourism industry in Round Rock.

GUIDING COUNCIL STRATEGIC GOALS:

FY 2020 HIGHLIGHTS & COVID-19 RESPONSE:

Highlights:

• 

• Tournaments and events totaled 124,664

participants/guests

• Held two national tournaments

• Received $52,812 back in Events Trust Fund

in FY 2020

Sports Management

and Tourism

Purchasing

Convention &

Visitors Bureau (CVB)

Purchasing

Visitor

Information

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CONVENTION AND VISITORS BUREAUCONVENTION AND VISITORS BUREAU150

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

CONVENTION AND VISITORS BUREAUCONVENTION AND VISITORS BUREAU

FY 2022 OVERVIEW & BEYOND:

• Continue to market Round Rock as the

destination of choice for sports, meetings

and leisure travelers

WORKLOAD INDICATORS:

• Turned social media focus to creating fun,

interactive activities for people to do at

home, while learning about Round Rock and

all that awaits for them once they feel ready

to travel again. Also focused on the beauty

shots of Round Rock and showcasing the

outdoor adventures that people could have

while maintaining a safe, social distance

• Closed Visitor Center from March 19, 2020

and reopened on May 18, 2020

FY 2021 OVERVIEW & SIGNIFICANT CHANGES:

• 17.7% reduction in overall budget 

marketing and advertising remain but able

to keep line item for bidding on tournaments



• Continue positioning Round Rock as the

Sports Capital of Texas and a leisure

destination including Kalahari

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Events Held 55 60 60 50 60



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CONVENTION AND VISITORS BUREAUCONVENTION AND VISITORS BUREAU 151

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $294,136 $337,714 $359,376 $348,247 $385,393

Operating Expenses 581,483 1,021,901 1,438,971 784,500 1,046,495

Capital Outlay     

Total Expenditures: $875,619 $1,359,615 $1,798,347 $1,132,747 $1,431,888

FTEs: 3.00 3.00 4.00 4.00 4.00



$0.2

$0.4

$0.6

$0.8

$1.0

$1.2

$1.4

$1.6

$1.8

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses

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MULTIPURPOSE COMPLEX FUNDMULTIPURPOSE COMPLEX FUND152

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

MULTIPURPOSE COMPLEX FUNDMULTIPURPOSE COMPLEX FUND

FY 2019

Actual

FY 2020

Adopted

Budget

FY 2020

Projected

ctual

FY 2021

Proposed

udget

FY 2022

Estimated

Budget

Beginning Fund Balance 1,258,457 1,258,457 1,615,931 1,444,034 $1,467,330

Revenue

Tournament Revenues 263,350 205,000 160,000 159,586 165,969

Local Field Rentals 321,535 325,000 150,000 290,000 301,600

Program Revenues 47,261 30,000 15,000 35,244 36,654

Concessions 96,725 40,000 40,000 59,882 62,277

Secondary Revenues 5,610 5,000 5,000 2,400 2,496

Interest Income 43,946 25,000 20,000 18,032 18,393

Transfer from HOT Fund 675,000 675,000 675,000 675,000 675,000

Total Revenue 1,453,427 1,305,000 1,065,000 1,240,144 1,262,389

penditures

ersonnel 450,871 627,871 549,271 582,157 605,443

Contractual Services 153,112 186,811 170,811 167,791 169,469

Materials & Supplies 407,406 411,100 397,915 392,800 396,728

Other Services & Charges 29,094 28,100 29,000 24,100 24,341

Total Operating Expe

nditures 1,040,483 1,253,882 1,146,997 1,166,848 1,195,981

Net Change in Operations $1,671,401 $1,309,575 $1,533,934 $1,517,330 $1,533,738

Capital Outlay 55,470 50,000 89,900 50,000 50,000

Total Ex

penditures 1,

095,953 1,303,882 1,236,897 1,216,848 1,245,981

Less:

Reservations and Designations 1,010,121 1,063,471 1,063,471 1,041,712 1,048,995

Ending Fund B

lance $605,810 $196,104 $380,563 $425,618 $434,743

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MULTIPURPOSE COMPLEXMULTIPURPOSE COMPLEX 153

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

MULTIPURPOSE COMPLEXMULTIPURPOSE COMPLEX

MISSION:

To help promote the Round Rock

Multipurpose Complex as a keystone to the sports

tourism marketing program of Round Rock.

VISION:

To promote economic diversity by developing the

tourism industry in Round Rock.

GUIDING COUNCIL STRATEGIC GOALS:

FY 2020 HIGHLIGHTS & COVID-19 RESPONSE:

• Hosted NIRSA Soccer National

Championships

• Hosted NIRSA Flag Football National

Championships

• Worked closely with booked events during

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

in 2020 and beyond or refund payments as

needed if events were canceled

• Increased cleaning frequencies of touch

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

     

stops, etc., to reduce congestion areas and

reduce overall touch points throughout the

facility

• Performed numerous maintenance tasks

      

complete when facility is in use

FY 2021 OVERVIEW AND SIGNIFICANT

Events &

Marketing

Multipurpose Complex

Operations

Sports Management &

Tourism



in May 2017. The facility can host a wide variety of sport tournaments and special events such as soccer,



      







areas; a festival area; and over 900 parking spaces.

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MULTIPURPOSE COMPLEX FUNDMULTIPURPOSE COMPLEX FUND154

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

CHANGES:

• Continue to recruit, develop, maintain and

build relationships with regional and national

sports governing bodies and event holders to

host their events in Round Rock

• Increase participation in local training

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

events

WORKLOAD INDICATORS:

FY 2022 OVERVIEW AND BEYOND:

• Continue to provide routine and preventative

maintenance along with daily cleaning to



facility

• Add inventory to allow for events to expand

and for us to host simultaneous events

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Target

FY 2021

Projected

 14 28 29 22 25

One Day Tournaments/Events Hosted 2 7 2 5 4

 1,150 4,274 3,874 3,300 3,500

Total Revenues $1,378,685 $1,213,456 $1,453,427 $1,305,000 $1,065,000



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MULTIPURPOSE COMPLEX FUNDMULTIPURPOSE COMPLEX FUND 155

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS



$0.2

$0.4

$0.6

$0.8

$1.0

$1.2

$1.4

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021 Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Capital Outlay

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $379,948 $450,871 $627,871 $549,271 $582,157

Operating Expenses 506,640 589,612 626,011 597,726 584,691

Capital Outlay 57,067 55,470 50,000 89,900 50,000

Total Expenditures: $943,655 $1,095,953 $1,303,882 $1,236,897 $1,216,848

FTEs: 4.50 5.50 7.00 7.00 7.00

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VENUE TAX FUNDVENUE TAX FUND156

VENUE TAX FUNDVENUE TAX FUND

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

The Round Rock Sports Center

FY 2019

Actual

FY 2020

Revised

Budget

FY 2020

Projected

Actual

FY 2021

Proposed

Budget

FY 2022

Estimated

Budget

Beginning Fund Balance 4,743,692$ 5,095,408$ 5,293,160$ 4,776,513$ 4,783,565$

Revenues

Hotel Occupancy Tax 1,330,651 685,000 685,000 1,254,835 1,623,306

Program Revenues 1,344,878 725,000 725,000 1,175,000 1,198,500

Contracts & Other 133,693 70,000 70,000 80,938 82,557

Total Revenues 2,809,222 1,480,000 1,480,000 2,510,773 2,904,363

Expenditures

Sports Center Operations 1,872,600 1,599,098 1,599,098 1,835,941 1,978,842

Debt Service 368,580 371,030 371,030 367,780 368,805

Total Expenditures 2,241,180 1,970,128 1,970,128 2,203,721 2,347,647

Net Change in Operations 568,042$ (490,128)$ (490,128)$ 307,052$ 556,715$

Capital Outlay 18,574 26,519 26,519 300,000 600,000

Less:

Transfers 368,580 371,030 371,030 367,780 368,805

Reservations & Designations 3,486,724 3,936,117 3,936,117 4,271,308 4,607,034

Ending Fund Balance 1,825,010$ 669,163$ 866,915$ 812,257$ 733,246$

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SPORTS CENTERSPORTS CENTER 157

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

SPORTS CENTERSPORTS CENTER



and 120,000 spectators annually for tournaments, leagues, and club sports. Focused on national and

regional sporting events, the RRSC provides a premier players environment with spectator comfort and

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

over 500 parking spots.

VISION:

To help promote Round Rock Sports Center as a

keystone to the sports tourism marketing program

of Round Rock.

MISSION:

To promote economic diversity by developing the

tourism industry in Round Rock.

GUIDING COUNCIL STRATEGIC GOALS:

Events &

Marketing

Sports Center

Operations

Sports Management &

Tourism

FY 2020 HIGHLIGHTS & COVID-19 RESPONSE:

• Hosted 3 separate state championship

tournaments for home school and parochial

school athletes

•       

individuals in attendance over 4 days

•      

championships

• Worked closely with booked events during

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

in 2020 and beyond or refund payments as

needed if events were canceled

• Virtual Basketball Training program

    



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



• Consulted with users groups on ‘best



to ensure a safe return to sports and activity

• Performed numerous maintenance tasks

      

complete when facility is in use

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VENUE TAX FUNDVENUE TAX FUND158

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

WORKLOAD INDICATORS:





FY 2021 OVERVIEW & SIGNIFICANT CHANGES:

• Maintain facility appearance & cleanliness to

help visitors feel safe

• Increase program and camp participation



FY 2022 OVERVIEW & BEYOND:

• Continue to maintain positive relationships

    

directors to ensure the future success as new

facilities continue to be developed across the

region

• Add inventory to allow for expansion of

events and to operate multiple events

simultaneously

Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

 38 34 33 19 30

One Day Tournaments/Events Hosted 12 9 13 9 8

Total Number of Court Bookings 7,200 6,780 7,077 5,500 6,500

Total Revenues $2,583,744 $2,632,520 $2,809,220 $1,600,000 $2,500,000

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SPORTS CENTERSPORTS CENTER 159

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

SPORTS CENTERSPORTS CENTER



$0.2

$0.4

$0.6

$0.8

$1.0

$1.2

$1.4

$1.6

$1.8

$2.0

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Capital Outlay

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $1,117,220 $1,209,932 $1,054,696 $1,054,696 $1,268,068

Operating Expenses 606,037 662,668 534,402 534,402 567,873

Capital Outlay 204,190 18,574 26,519 26,519 50,000

Total Expenditures: $1,927,447 $1,891,174 $1,615,617 $1,615,617 $1,885,941

FTEs: 13.50 13.50 11.00 11.00 11.00

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GOLF FUNDGOLF FUND160

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

GOLF FUNDGOLF FUND



FY 2020 FY 2020 FY

2021 FY 2022

FY 2019 Adopted Projected Proposed Estimated

Actual Budget Actual Budget Budget

Beginning Fund Balance 1,932$ 39,229$ 51,025$ 373,792$ 273,794$

Revenues

Charges for Services 1,971,887 1,972,405 2,099,354 2,232,211 2,299,177

Contracts & Other 6,792 

  

Transfers In 76,663 200,

000 200,000  

Total Revenues 2,055,342 2,172,405 2,299,354 2,232,211 2,299,177

Golf Club Operating Expenses

Personnel 843,433 1,026,732 1,021,630 1,099,862 1,143,856

Contract Services 1,086,153 599,533 606,201 676,390 683,154

Other Expenses  345,940 297,731 455,957 460,517

Total Golf Club Operating Expenses 1,929,586 1,972,205 1,925,562 2,232,209 2,287,527

Net Revenues 125,756 200,200 373,792 2 11,650

Capital Outlay 76,663 100,000 51,025 100,000 100,000

Total Expenditures 2,006,249 2,072,205 1,976,587 2,332,209 2,387,527

Less:

Reservations & Designations 51,025 139,429 373,792 273,794 185,444

Ending Fund Balance -$ -$ -$ -$ -$

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FOREST CREEK GOLF CLUBFOREST CREEK GOLF CLUB 161

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

FOREST CREEK GOLF CLUBFOREST CREEK GOLF CLUB

                 

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

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

an outstanding practice facility enhanced by LED lighting, allowing for practice into the evenings.

    

fabulous golf in the Texas hill country. Our Golf Course is replete with rolling fairways, pristine greens, and

             

complement the fantastic course design to create the total golf package.

Forest Creek

Golf Club

Purchasing

Course & Grounds

Purchasing

Food & Beverage

Purchasing

Golf Shop

MISSION:



as the premier golf experience in the Round Rock

area.

VISION:

Brand and establish Forest Creek Golf Club as a

premier golf destination for public play, tournaments,



areas.

GUIDING COUNCIL STRATEGIC GOALS:

FY 2020 HIGHLIGHTS & COVID-19 RESPONSE:

• 

Judge and then the Governor’s guidelines,

the golf club was able to remain open and

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

quarantine period

• Provided a much needed ‘escape’ for many

local residents and guests in a safe outdoor

environment

• 

    

procedures at various times as dictated by

the guidelines:

• Removed ‘touch points’ such as sand

     

stands, etc., from the course

• Closed the clubhouse for a period of

time; requiring all golf course business

including food and beverage to be

conducted outside of the main clubhouse

facility

• Instituted a ‘single rider cart’ only policy

for a period of time. Instituted a full cart



user

• Elevated the golf holes to an above

ground position for a period of time

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FOREST CREEK GOLF CLUBFOREST CREEK GOLF CLUB162

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

FY 2021 OVERVIEW AND SIGNIFICANT

CHANGES:

• Continue to grow our customer base and

further build relationships with our local

community

• Increase number of full golf and player

development memberships

• 

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

by golf club fund annual net income

FY 2021 OVERVIEW AND BEYOND:

• 

    

income into the courses Capital Improvement

fund

• Fully establish Forest Creek as ‘the place’ for

both local players and out of town guests to

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



central Texas

• 

50%, 75% guidelines for both the golf

shop and our food and beverage service

• Overcame all of the obstacles listed above

      

income

• Maintained 66 full golf memberships and 96

player development memberships through

May 2020

• Forest Creek Golf Club was selected as a



award. A highly prestigious honor within the

golf industry

•         

inventory in July 2020. Each new cart is

equipped with GPS touch screen technology

– a feature that sets us above almost all other

municipal and even public courses within the

central Texas market

• Full renovation of the clubhouse restrooms

– a much needed improvement that was not

completed with the main course renovation



Indicator

FY 2017

Actual

FY 2018

Actual

FY 2019

Actual

FY 2020

Projected

FY 2021

Target

Total Rounds 37,575 5,021 36,303 50,000 60,000

Operating Revenue $703,884 $299,761 $1,971,887 $2,099,354 $2,232,211

WORKLOAD INDICATORS:

FOREST CREEK GOLF CLUBFOREST CREEK GOLF CLUB

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SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

FOREST CREEK GOLF CLUBFOREST CREEK GOLF CLUB 163

*All positions for the Golf Club are contracted through the management company so there are no City FTEs.



$0.5

$1.0

$1.5

$2.0

$2.5

2018

Actual

2019

Actual

2020

Revised

Budget

2020



Actual

2021

Adopted

Budget

Millions

Expenditures by Category

Personnel Services Operating Expenses Capital Outlay

2018

Actual

2019

Actual

2020

Revised

Budget

2020

Projected

Actual

2021

Adopted

Budget

Personnel Services $939,697 $843,433 $1,026,732 $1,021,630 $1,099,862

Operating Expenses 404,610 1,086,153 945,473 903,932 1,132,347

Capital Outlay  76,663 100,000 51,025 100,000

Total Expenditures: $1,344,307 $2,006,249 $2,072,205 $1,976,587 $2,332,209

FTEs: 0.00 0.00 0.00 0.00 0.00

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SPECIAL REVENUE FUND SCHEDULESPECIAL REVENUE FUND SCHEDULE164

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

SPECIAL REVENUE FUND SCHEDULESPECIAL REVENUE FUND SCHEDULE

         

services within the City.

The Round Rock Multipurpose Complex has its own Special

Revenue Fund.

Total Special Revenue

Funds

Community Dev Block

Grant (CDBG) Fund

Golf

Fund

Law Enforcement

Fund

Library

Fund

Beginning Fund Balance $7,540,102 - $373,792 $89,031 $21,965

Revenues

Licenses, Permits, & Fees 255,000

Program Revenues 2,717,041 2,232,211

Fines & Forfeitures 107,000

Contracts & Others 1,709,448 1,381,513 3,010

Transfers In 675,000

Total Revenues 5,463,489 1,381,513 2,232,211 - 3,010

Expenditures

Communications 336,000

Finance 610,143

Library 24,975 24,975

Parks & Recreation 2,384,049

Planning & Development 1,161,975 1,161,975

Police 89,031 89,031

Sports Management & Tourism 3,399,057 2,232,209

Capital Improvements 369,538 219,538 100,000

Total Expenditures 8,374,768 1,381,513 2,332,209 89,031 24,975

Net Change in Operations (2,911,279) - (99,998) (89,031) (21,965)

Less:

Contingency 441,712 150,000

Reservations & Designations 3,761,493 123,794

Total Reservations 4,203,205 - 273,794 - -

Available Fund Balance 425,618 - - - -

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SPECIAL REVENUE FUND SCHEDULESPECIAL REVENUE FUND SCHEDULE 165

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

The Parks Improvement & Acquisition Fund helps pay for

playground equipment in City parks.

The Library Fund accepts donations by patrons to purchase

various books and media.

Multipurpose

Complex Fund

Municipal

Court Funds

Parks Improvement

& Acquisition Fund

Public, Educational,

& Governmental

ccess Fund

Tree Replacement

Fund

$1,444,034 $499,543 $3,036,322 $1,336,377 $739,038 Beginning Fund Balance

Revenues

220,000 35,000 Licenses, Permits, & Fees

484,830 Program Revenues

107,000 Fines & Forfeitures

80,314 3,600 227,311 11,000 2,700 Contracts & Others

675,000 Transfers In

1,240,144 110,600 227,311 231,000 37,700 Total Revenues

Expenditures

336,000 Communications

610,143 Finance

Library

1,607,311 776,738 Parks & Recreation

Planning & Development

Police

1,166,848 Sports Management & Tourism

50,000 Capital Improvements

1,216,848 610,143 1,607,311 336,000 776,738 Total Expenditures

23,296 (499,543) (1,380,000) (105,000) (739,038) Net Change in Operations

Less:

291,712 Contingency

750,000 1,656,322 1,231,377 Reservations & Designations

1,041,712 - 1,656,322 1,231,377 - Total Reservations

425,618 - - - - Available Fund Balance

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OTHER SPECIAL REVENUE FUNDSOTHER SPECIAL REVENUE FUNDS166

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

OTHER SPECIAL REVENUE FUNDSOTHER SPECIAL REVENUE FUNDS

COMMUNITY DEVELOPMENT BLOCK GRANT FUND





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

LAW ENFORCEMENT FUND

The Law Enforcement Fund accounts for the forfeiture of contraband gained from the commission of criminal

activity. Proceeds from the fund are used for law enforcement purposes.

LIBRARY FUND

The Library Fund accepts donations by patrons of the library for various books and videos to be purchased

and housed in the Library.

MUNICIPAL COURT FUND



is intended to enhance the safety of children, provide the technology for processing court cases, create a

security plan for the courtroom, and fund a Juvenile Case Manager program.

PARKS IMPROVEMENT AND ACQUISITIONS FUND

The Parks Improvement and Acquisitions Fund accounts for the collection and expenditure of fees from



             

who choose to provide cash in lieu of designating parkland. These funds are restricted based on guidelines

provided in the subdivision ordinance.

PUBLIC, EDUCATIONAL, AND GOVERNMENT ACCESS FUND



used for public, educational, and government access purposes consistent with state and federal law.

TRAFFIC SAFETY PROGRAM FUND

             

              

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

TREE REPLACEMENT FUND

The Tree Replacement Fund accounts for developer contributions used solely for the purpose of purchasing

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

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167

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

RRTEDC (TYPE B) FUNDRRTEDC (TYPE B) FUND

ROUND ROCK TRANSPORTATION & ECONOMIC DEVELOPMENT ROUND ROCK TRANSPORTATION & ECONOMIC DEVELOPMENT

CORPORATION (TYPE B) FUNDCORPORATION (TYPE B) FUND

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

FY 2019

Actual

FY 2020

Adopted

Budget

FY 2020

Projected

Actual

FY 2021

Adopted

Budget

FY 2022

Estimated

Budget

Beginning Fund Balance $33,023,307 $49,179,277 $49,179,277 $18,232,654 $44,298,926

Revenue

Sales Tax 21,227,616 17,900,000 17,900,000 18,900,000 19,278,000

Contracts & Other 6,261,485 2,792,998 2,792,998 35,525,959 10,420,661

Bond Proceeds 30,329,190 30,000,000 30,000,000 30,000,000 30,000,000

Total Revenue 57,818,291 50,692,998 50,692,998 84,425,959 59,698,661

Expenditures

Transportation Contracts 36,940 848,966 848,966 865,945 883,264

Chamber Agreement 585,000 632,917 632,917 708,750 730,012

 5,703,673 3,388,564 3,388,564 10,888,700 12,859,000

Downtown Marketing 224,792 2,915,500 2,915,500 250,200 250,200

Debt Service 4,263,814 4,066,405 4,066,405 4,271,097 1,717,437

Total Operating Expenditures 10,814,219 11,852,352 11,852,352 16,984,692 16,439,913

Net Change in Operations: $80,027,379 $88,019,923 $88,019,923 $85,673,921 $87,557,674

Capital Improvements 30,068,102 68,984,269 68,984,269 40,463,995 71,780,181

Total Expenditures 40,882,321 80,836,621 80,836,621 57,448,687 88,220,094

Less:

Due to General Fund 780,000 803,000 803,000 911,000 938,330

Reservations & Designations 1,000,000 1,000,000 1,000,000 1,125,000 1,000,000

Ending Fund Balance $48,179,277 $17,232,654 $17,232,654 $43,173,926 $13,839,163

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168

SPECIAL REVENUE FUNDSSPECIAL REVENUE FUNDS

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CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

COMMUNITY INVESTMENT EXPENDITURESCOMMUNITY INVESTMENT EXPENDITURES 169

COMMUNITY INVESTMENT EXPENDITURESCOMMUNITY INVESTMENT EXPENDITURES

Community Investment Program (CIP)

The City of Round Rock has a capital plan which represents the funding plans for City construction and



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

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

quality services and programs. The City meets the challenges of growth by providing the needed capital

improvements and infrastructure.



borrowed funds.

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



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

Planning

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

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

the community. This assessment also determines the needs of each City department for its area of

responsibility and makes informed assumptions concerning the community’s general needs for an ultimate

growth scenario. This assessment combined with the City Council’s direction, provides a foundation for

master planning. Some of the planning documents include:

• Transportation Master Plan

• Water Master Plan

• Wastewater Master Plan

• Parks and Recreation Master Plan

• Citywide Trails Master Plan

• Facilities Master Plan

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

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

The City’s Strategic Plan contains goals which serve as the foundation of the entire budget and also guides

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

Back to TOCBack to TOC

COMMUNITY INVESTMENT EXPENDITURESCOMMUNITY INVESTMENT EXPENDITURES170

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

Admin, Comm, IT, Fleet &

Facilities

$30.7M

Sports Management &

Tourism

$2.7M

0.5%

Stormwater

$32.1M

Fire

$15.8M

Library

$39.0M

Parks & Recreation

$16.9M

Police

$2.2M

0.5%

Transportation

$270.M

41%

Water & Wastewater

$243.0M

37%

COMMUNITY INVESTMENT EXPENDITURESCOMMUNITY INVESTMENT EXPENDITURES

PROJECT SELECTION

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

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

             



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

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

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

condition and the ability to service existing and new debt. The evaluation of the best source of funds needed

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

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

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

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

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



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

changes.

The total 5 year CIP plan is $652.4 million allocated into categories as noted in the following chart.

5 YEAR CIP BY USE5 YEAR CIP BY USE

$652.4M

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COMMUNITY INVESTMENT EXPENDITURESCOMMUNITY INVESTMENT EXPENDITURES 171

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

PROJECT MANAGEMENT

                 

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



technical requirements, scope, cost estimate, scheduling and an annual operating cost estimate. Once a

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

       

commitments.

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

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

personnel, equipment, scheduled repairs, maintenance, and utilities. Annual savings can include a reduction

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

impacted, though funding is still contingent on City Council approval of the annual budget.

MULTI-YEAR COMMUNITY INVESTMENT PROGRAM PROJECT SUMMARY

     

repair and replacement of existing infrastructure, as well as the development or acquisition of new facilities,

property, improvements, and capital equipment to accommodate future growth. As a planning tool it enables

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

scheduling. The CIP encompasses the following components.

General Government

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

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



Transportation

                

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

           

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

     

the expenditures of this special sales tax for transportation and economic development purposes with the



$240 million road expansion program. In 2020, an additional $30 million was issued. This was the second of



Water and Wastewater Utilities, and Stormwater



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

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

stormwater improvements and are funded from stormwater fees, both residential and commercial and the

issuance of revenue bonds.

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CIP OPERATIONAL IMPACTS BY PROJECTCIP OPERATIONAL IMPACTS BY PROJECT172

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

CIP OPERATIONAL IMPACTS BY PROJECTCIP OPERATIONAL IMPACTS BY PROJECT

The City evaluates potential operating impacts as part of its annual CIP update process. For budgeting

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

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

Operating Impact by Department Project

Project 2021 2022 2023 2024 2025 Total

New Main Library Personnel  $499,820 $499,820 $499,820 $499,820 $1,999,280

Operating   1,022,105 987,105 987,105 2,996,315

Total - 499,820 1,521,925 1,486,925 1,486,925 4,995,595

 Personnel  154,955 130,455 134,369 138,400 558,179

Operating      

Total - 154,955 130,455 134,369 138,400 558,179

 Personnel  878,615 1,569,254 1,456,754 1,456,754 5,361,377

Operating  25,000 25,000 25,000 25,000 100,000

Total - 903,615 1,594,254 1,481,754 1,481,754 5,461,377

-$ 1,558,390$ 3,246,634$ 3,103,048$ 3,107,079$ 11,015,151$





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ADMINISTRATION & COMMUNICATIONSADMINISTRATION & COMMUNICATIONS 173

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

ADMINISTRATION & COMMUNICATIONSADMINISTRATION & COMMUNICATIONS

             

purpose of the reserve is to provide support for the various City departments if a need arises.

ADMINISTRATION

COMMUNICATIONS

     

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





Code restricts the use of PEG fees to expenditures “as allowed by federal law.” As such, PEG fees may be

spent on capital cost items for PEG access channel facilities, which generally includes all physical facilities

and equipment used to provide capacity, programming and transmissions for Channel 10.

Projects 2021 2022 2023 2024 2025 Total

Capital Equipment & Replacement Reserve 500,000 500,000

Total 500,000$ -$ -$ -$ -$ 500,000$

Funding Sources 2021 2022 2023 2024 2025 Total

Pay As You Go 500,000 500,000

Total 500,000$ -$ -$ -$ -$ 500,000$

Projects 2021 2022 2023 2024 2025 Total

Camera Replacement 80,000 80,000

 100,000 30,000 130,000

Cold Storage 60,000 60,000

Communications Computer Replacement 11,000 11,000 11,000 11,000 11,000 55,000

Drone Replacement 5,000 5,000 5,000 5,000 5,000 25,000

Finish Furnishing Huddle Space 10,000 10,000

Lens Replacement Program 30,000 30,000

Park and Recreation Computer Replacement 18,000 18,000

Park and Recreation PEG Equipment 35,000 35,000

Police Computer Replacement 15,000 15,000

Police PEG Equipment 35,000 35,000

 50,000 50,000 50,000 50,000 50,000 250,000

Studio 750,000 750,000

Total 336,000$ 146,000$ 846,000$ 66,000$ 99,000$ 1,493,000$

Funding Sources 2021 2022 2023 2024 2025 Total

PEG Fund 336,000 146,000 846,000 66,000 99,000 1,493,000

Total 336,000$ 146,000$ 846,000$ 66,000$ 99,000$ 1,493,000$

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GENERAL SERVICESGENERAL SERVICES174

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

GENERAL SERVICESGENERAL SERVICES

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

Peterson Public Work Carwash, an update to the facility master plan, and overseeing construction of the new



Projects 2021 2022 2023 2024 2025 Total

Luther Peterson Car Wash 888,191 888,191

 50,000 50,000

Total 938,191$ -$ -$ -$ -$ 938,191$

Funding Sources 2021 2022 2023 2024 2025 Total

General Self Financed Construction 50,000 50,000

 888,191 888,191

Total 938,191$ -$ -$ -$ -$ 938,191$

Luther Peterson

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INTERNAL SERVICESINTERNAL SERVICES 175

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

INTERNAL SERVICESINTERNAL SERVICES

Facility Maintenance coordinates all the building maintenance throughout the City. The funds designated

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

The maintenance on public buildings increases as the population grows and the quality of life expectations

increase. The City currently has forty seven buildings.

FACILITY MAINTENANCE

FLEET MAINTENANCE

Fleet Maintenance is responsible for the acquisition and maintenance of all City vehicles and equipment.

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

Information Technology covers the City for the reviewing, servicing and acquisition of new and updated

technology. Examples of the IT components will be document imaging, GIS consulting, software, networking,

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

dispatching.

INFORMATION TECHNOLOGY

Projects 2021 2022 2023 2024 2025 Total

 500,000 750,000 750,000 750,000 750,000 3,500,000

Total 500,000$ 750,000$ 750,000$ 750,000$ 750,000$ 3,500,000$

Funding Sources 2020 2021 2022 2023 2024 Total

Pay As You Go 500,000 750,000 750,000 750,000 750,000 3,500,000

Total 500,000$ 750,000$ 750,000$ 750,000$ 750,000$ 3,500,000$

Projects 2021 2022 2023 2024 2025 Total

 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 15,000,000

 155,000 155,000 155,000 155,000 155,000 775,000

 790,000 1,000,000 1,000,000 1,000,000 1,000,000 4,790,000

Total 3,945,000$ 4,155,000$ 4,155,000$ 4,155,000$ 4,155,000$ 20,565,000$

Funding Sources 2020 2021 2022 2023 2024 Total

Capital Lease 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 15,000,000

Stormwater Fund 155,000 155,000 155,000 155,000 155,000 775,000

 790,000 1,000,000 1,000,000 1,000,000 1,000,000 4,790,000

Total 3,945,000$ 4,155,000$ 4,155,000$ 4,155,000$ 4,155,000$ 20,565,000$

Projects 2021 2022 2023 2024 2025 Total

VOIP Endpoint Hardware Refresh 50,000 50,000

Network Hardware/Datacenter Refresh 200,000 200,000

 500,000 500,000 750,000 750,000 750,000 3,250,000

Public Safety Dispatch System Replacement 250,000 250,000

Total 750,000$ 750,000$ 750,000$ 750,000$ 750,000$ 3,750,000$

Funding Sources 2021 2022 2023 2024 2025 Total

Pay As You Go 750,000 750,000 750,000 750,000 750,000 3,750,000

Total 750,000$ 750,000$ 750,000$ 750,000$ 750,000$ 3,750,000$

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LIBRARYLIBRARY176

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

LIBRARYLIBRARY

In November 2013, Round Rock voters approved the use of $23.2 million in bond proceeds to build a new

main library. Having additional space will allow the library to expand its core services to children, teens,

and adults; roll out more technology programs; and provide a wider variety of meeting spaces and program

rooms. The new library will be located one block north of the old library.

Projects 2021 2022 2023 2024 2025 Total

New Main Library 500,000 14,650,000 9,100,000 1,358,932 25,608,932

Total 500,000$ 14,650,000$ 9,100,000$ 1,358,932$ -$ 25,608,932$

Funding Sources 2021 2022 2023 2024 2025 Total

Future 2022 GO Bond Issuance 500,000 13,540,000 4,358,500 1,072,232 19,470,732

Future CO Bond Issuance 4,741,500 286,700 5,028,200

General Self Financed Construction 1,110,000 1,110,000

Total 500,000$ 14,650,000$ 9,100,000$ 1,358,932$ -$ 25,608,932$

New Library Design

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NORTHEAST DOWNTOWN IMPROVEMENTS NORTHEAST DOWNTOWN IMPROVEMENTS 177

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

NORTHEAST DOWNTOWN IMPROVEMENTS NORTHEAST DOWNTOWN IMPROVEMENTS

Improvements to northeast downtown will be implemented concurrently with the new main library. These

improvements include utility work, stormwater work, road improvements, and a new parking garage for the

downtown area.

Site of New Main Library

. Liberty Ave

Library

NE Downtown Improvements

Projects 2021 2022 2023 2024 2025 Total

 8,349,000 2,393,612 10,742,612

 1,123,700 1,123,700

 1,503,000 1,503,000

Total 2,626,700$ 8,349,000$ 2,393,612$ -$ -$ 13,369,312$

Funding Sources 2021 2022 2023 2024 2025 Total

 2,626,700 8,349,000 2,393,612 13,369,

312

Total 2,626,700$ 8,349,000$ 2,393,612$ -$ -$ 13,369,312$

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PARKS AND RECREATIONPARKS AND RECREATION178

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

PARKS AND RECREATIONPARKS AND RECREATION

    

enhance and expand the trails, parks, and

other recreation amenities that bolster

a high quality of life for the Round Rock

community. Recreation and cultural

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

increase frequency of exercise, relaxation



and protecting and preserving green

space. Developing more interconnected

trails throughout Round Rock is a key

strategy that provides greater mobility and

contributes to clean air and increasing

property values. Voters demonstrated

their commitment to parks and recreation

amenities by approving $56 million for

     

of the 2013 General Obligation Bond

package.

Heritage

Trail

West

Behrens

Ranch

Park

Lake

Creek

Trail

Heritage

Trail

East

LAKE CREEK TRAIL

This trail will connect Western Round Rock and Downtown from Round Rock West Drive to McNeil Road.

                  

pedestrian bridge over Lake Creek.

BEHRENS RANCH PARK

Behrens Ranch Park aims to be as natural as possible, leaving much of the park undisturbed for wildlife

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

and the Brushy Creek Trail System. Proposed features of the park include: nature playground, wildlife viewing

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

HERITAGE TRAIL WEST

                

unique outdoor experience and will include sculptures, interpretive signs, pedestrian overlooks, and thematic

elements along the trail depicting a timeline of Round Rock’s history.

HERITAGE TRAIL EAST

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

improvements to a newly acquired piece of land along Heritage Circle, design of a destination playground,

and a pedestrian bridge over Brushy Creek. It will include interpretive signage, sculptural elements, and

thematic elements along the trail depicting a timeline of Round Rock’s history.

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PARKS AND RECREATIONPARKS AND RECREATION 179

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

Projects 2021 2022 2023 2024 2025 Total

Adult Recreation Complex 975,000 975,000

Behrens Ranch Nature Park 977,069 977,069

CMRC Sports Fields Restrooms, Fencing, & Drainage 132,125 132,125

Heritage Trail East 3,079,272 1,

302,944 4,382,216

PARD Repair & Replace Annual Bucket 250,000 250,000 250,000 250,000 1,000,000

Somerset Parkland/House Evaluation 21,718 21,718

Kinningham Park/House Evaluation 50,000 50,000

OSP Park within a Park 200,000 200,000

PARD R&R: Buck Egger Park Improvements 250,000 250,

000

CMRC Pool Deck 30,000 30,

000

OSP: Cy Young Restroom Repair 100,000 100,000

OSP: Baseball/Softball Net & Fence Repairs 75,000 75,000

Mayfield Park Archery Ranch 75,000 75,000

Lake Creek Trail 1,638,919 1,638,919

Meadow Lake Park Pavilion 131,894 131,

894

OSP Repair/Replace Bucket Annual Bucket 700,000 700,000 700,000 700,000 2,800,000

 79,682 79,

682

Rock'N River Improvements 120,000 120,000

Heritage Trail West 3,852,580 3,852,580

11,788,259$ 2,252,944$ 950,000$ 950,000$ 950,000$ 16,891,203$

Funding Sources 2021 2022 2023 2024 2025 Total

Parks Improvement & Acquisition Fund 1,607,311 1,607,311

General Self Financed Construction 1,202,069 1,202,069

2017 Go Bond Issuance 6,702,896 1,

302,944 8,005,840

Future CO Bond Issuance 2,000,000 2,000,000

Pay As You Go 250,000 750,000 750,000 750,000 750,000 3,250,000

PARD Cap Ex Revenue 200,000 200,000 200,000 200,000 800,000

 25,983 25,983

Total 11,788,259$ 2,252,944$ 950,000$ 950,000$ 950,000$ 16,891,203$

Heritage Trail Park Design

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PUBLIC SAFETYPUBLIC SAFETY180

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

PUBLIC SAFETYPUBLIC SAFETY

The Public Safety’s infrastructure focuses on meeting the City’s goal to be the “Best Community to Live”. The

Fire Department uses response times to emergency calls and population growth patterns when determining



the La Frontera shopping center. The station has a similar design to recently opened Stations 4 and 8, and

will be able to house existing vehicles and crews assigned to that district with room to grow. Fire Station 3 is



FIRE PROJECTS

POLICE PROJECTS

Projects 2021 2022 2023 2024 2025 Total

Fire Apparatus Replacement 1,406,320 901,530 952,566 1,108,025 4,368,441

Fire Safety Equipment Replacement Program 250,000 250,000 250,000 250,000 250,000 1,250,000

Exhaust Removal System 147,000 147,000

 8,000,000 2,000,000 10,000,000

Total 1,803,320$ 8,250,000$ 3,151,530$ 1,202,566$ 1,358,025$ 15,765,441$

Funding Sources 2021 2022 2023 2024 2025 Total

Capital Lease 1,406,320 901,530 952,566 1,108,025 4,368,441

Pay As You Go 250,000 250,000 250,000 250,000 250,000 1,250,000

General Self Financed Construction 147,000 147,000

Future CO Bonds Issuance 8,000,000 2,000,000 10,000,000

Total 1,803,320$ 8,250,000$ 3,151,530$ 1,202,566$ 1,358,025$ 15,765,441$

Projects 2021 2022 2023 2024 2025 Total

Public Safety Radio Replacements 367,885 367,885

Design for Obstacle Course 50,000 50,000

Police Safety Equipment Replacement Annual Bucket 350,000 350,000 350,000 350,000 350,000 1,750,000

Total 767,885$ 350,000$ 350,000$ 350,000$ 350,000$ 2,167,885$

Funding Sources 2021 2022 2023 2024 2025 Total

General Self Finance Purchases 367,885 367,885

General Self Finance Construction 50,000 50,000

Pay As You Go 350,000 350,000 350,000 350,000 350,000 1,750,000

Total 767,885$ 350,000$ 350,000$ 350,000$ 350,000$ 2,167,885$

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SPORTS MANAGEMENT AND TOURISMSPORTS MANAGEMENT AND TOURISM 181

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

SPORTS MANAGEMENT AND TOURISMSPORTS MANAGEMENT AND TOURISM



Capital of Texas.” Capital expenditures for the department are for the continued maintenance, improvement,

and expansion of the City’s sports tourism facilities including the Dell Diamond. Improvements to these

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

DELL DIAMOND







base paths, electronic access points, and parking lot resurfacing.

Dell Diamond

Projects 2021 2022 2023 2024 2025 Total

 128,142 128,142

 51,000 23,204 74,204

Dell Diamond Capital Improvement & Repair 350,000 350,000 350,000 350,000 350,000 1,750,000

Dell Diamond Replace Fire Suppression 400,739 400,739

Dell Diamond Parking Lot Resurfacing 300,000 300,000

Total 701,000$ 902,085$ 350,000$ 350,000$ 350,000$ 2,653,085$

Funding Sources 2021 2022 2023 2024 2025 Total

Hotel Occupancy Tax Fund 701,000 902,085 350,000 350,000 350,000 2,653,085

Total 701,000$ 902,085$ 350,000$ 350,000$ 350,000$ 2,653,085$

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STORMWATERSTORMWATER182

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

STORMWATERSTORMWATER

Chisolm Valley

Storm Drain

Impr. Area 3

Greater Round

Rock West

Construction



Flooding

Improvements

Dam 101



Stormwater Capital Improvements are

    

or enhance stormwater infrastructure in



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

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



impact in protecting life and enhancing

safety and second by those that can most

   

system. In addition to stormwater utility

fees and issuance of revenue bonds

for funding, the City has partnered with

     

and Improvement District in funding the

      

assist in obtaining potential grant funds.

Projects 2021 2022 2023 2024 2025 Total

 120,000 80,000 200,000

2D Modeling of Neighborhoods 150,000 150,000 150,000 150,000 150,000 750,000

 200,000 200,000 600,000 500,000 1,500,000

Bluebonnet Elementary School 500,000 500,000 1,000,000

Chandler Branch Tributary 125,000 125,000 1,500,000 1,750,000

Chisolm Valley Phase 4 & 5 1,000,000 1,000,000 2,000,000

Annual Creek Cleaning 50,000 50,000 50,000 50,000 50,000 250,000

Dam 101 900,000 2,000,000 3,000,000 3,000,000 8,900,000

2013H Eagle Ridge Lake Side 25,000 25,000

Environmental Services Contract 10,000 10,000 10,000 10,000 10,000 50,000

 650,000 650,000 1,300,000

 1,750,000 1,750,000

2013K Lake Forest 70,000 70,000

 300,000 300,000

Meadows neighborhood Area 1 115,000 115,000

MS4 Permit Compliance 20,000 20,000 20,000 20,000 80,000

Northeast Downtown Stormwater Impv 1,400,000 900,000 2,300,000

2013I2 The Woods Oak Hollow 200,000 600,000 600,000 1,400,000

Oak Bluff Flooding Improvements 250,000 250,000

Greater Round Rock West CON 150,000 1,270,000 1,270,000 1,905,000 1,905,000 6,500,000

Stormwater Emergency Support 50,000 50,000 100,000

Stormwater Master Plan 250,000 250,000

Creek Stormwater Modeling 75,000 75,000 75,000 75,000 75,000 375,000

 300,000 300,000

 650,000 650,000

Total 5,225,000$ 6,415,000$ 8,505,000$ 8,060,000$ 3,960,000$ 32,165,000$

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STORMWATERSTORMWATER 183

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

Funding Sources 2021 2022 2023 2024 2025 Total

Future Stormwater Revenue Bonds 6,040,000 7,655,000 7,560,000 3,960,000 25,215,000

 3,500,000 50,000 3,550,000

Regional Detention Fund 1,225,000 325,000 850,000 500,000 2,900,000

2014 Stormwater Revenue Bonds 500,000 500,000

Total 5,225,000$ 6,415,000$ 8,505,000$ 8,060,000$ 3,960,000$ 32,165,000$

Stormwater crew clearing out debris

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TRANSPORTATIONTRANSPORTATION184

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

TRANSPORTATIONTRANSPORTATION

  

plan for future connectivity and mobility needs

and options by constructing systems that

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

centers. This supports the growth and

expansion of business clusters of destination

retail, supply chain, management, health

care, higher education, construction, arts

and culture and information technology. The

transportation infrastructure is needed to

make the City attractive to target businesses

and strengthen economic development and

      

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

needs while maintaining these requirements

within scheduling and cost constraints.

COUNTY ROAD 112 WEST (AW GRIMES TO CR110)

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



with curb and gutter and drainage.

GATTIS SCHOOL ROAD SEGMENT 6

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

from Via Sonoma Trail to Red Bud Lane. Improvements include raised median, intersection improvements,

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

along Red Bud Lane at Gattis School Road.

KENNY FORT SEGMENT 4





Blvd. to Joe DiMaggio Blvd. Segment 4 is being constructed in 3 independent phases. Phase 1 is complete

                

Complex at Old Settlers Park. Phase 2 will be constructed from the south end of the Multipurpose Sports

Complex segment south to connect with the Meritage Homes development entrance. This is also being

constructed as a half section of roadway. Phase 3 will complete the remainder of the arterial road from Old



RED BUD NORTH (US 79 TO CR 117)

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

curb and gutter, and pedestrian improvements. Design should be completed in 2021 with construction to

begin in 2022.

Red Bud

North

Kenney Fort

Segment 4



I35 to Sunrise

SH 45

Frontage Road

Gattis School

Rd Segment 6

County Road

112 West

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TRANSPORTATIONTRANSPORTATION 185

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

SH 45 FRONTAGE ROAD





UNIVERSITY BOULEVARD







Projects 2021 2022 2023 2024 2025 Total

 53,090,095 49,725,180 34,775,200 16,450,000 13,950,000 167,990,475

 2,000,000 7,450,000 11,200,000 6,000,000 5,350,000 32,000,000

 12,675,000 1,720,000 14,395,000

Kenny Ft. Segment 4 7,000,000 3,000,000 10,000,000

 6,020,800 7,675,000 1,600,000 15,295,800

SH45 Frontage Roads 2,903,100 2,210,000 5,113,100

 6,775,000 6,775,000

 1,233,946 4,300,000 4,300,000 4,300,000 4,300,000 18,433,946

Total 91,697,941$ 76,080,180$ 51,875,200$ 26,750,000$ 23,600,000$ 270,003,321$

Funding Sources 2021 2022 2023 2024 2025 Total

CAMPO Funds 27,106,320 920,396 28,026,716

Federal/State/Local Grant Funds 1,219,198 1,219,198

Future CO Bond Issuance 45,785,947 30,000,000 20,000,000 95,785,947

Kalahari Bond Fuunds 4,484,858 4,484,858

Other Governmental Entity Funds 6,262,546 9,638,160 9,725,000 6,250,000 4,675,000 36,550,706

RR Trans & EcoDev Corp 5,605,126 31,221,624 17,850,200 16,200,000 14,625,000 85,501,950

General Self Financed Construction 1,233,946 4,300,000 4,300,000 4,300,000 4,300,000 18,433,946

Total 91,697,941$ 76,080,180$ 51,875,200$ 26,750,000$ 23,600,000$ 270,003,321$



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WATER AND WASTEWATER UTILITIESWATER AND WASTEWATER UTILITIES186

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

WATER AND WASTEWATER UTILITIESWATER AND WASTEWATER UTILITIES

    

designed to maintain, enhance, or expand

the City’s utility system to meet the increasing

demand from the Round Rock community.

Expanding the utility services is necessary

to accommodate the City’s current and



to the existing system keep the water



wastewater treatment cost by preventing

ground water seeping into collector lines.



wastewater sales, impact fees, and issuance

of revenue bonds.

Lake Creek WW

Line Segment 1

Phase 1 & 2

East WWTP



Improvements

Projects 2021 2022 2023 2024 2025 Tot

Brushy Creek Regional WTP Phase 1C 400,050 400,

050

Brushy Creek Regional WTP Phase 1D 336,042 336,

042

 2,704,361 273,

913 2,978,274

 9,000,000 9,000,

000 9,000,000 9,000,000 36,000,000

 44,770,000 37,963,000 11,902,250 94,635,250

South Interceptor Manhole Rehab 350,000 350,

000

Automated Meter Reading Ph 8 250,000 250,

000 500,000

Chandler Creek 2 Wastewater Improvements 50,000 210,

111 260,111 520,222

SCADA WW 300,000 300,000

Forest Creek WW Force Main Rehab 1,000,000 3,

800,000 4,800,000

Brenda Lane 12" Waterline Annexation Improvements 2,074,000 2,074,

000

Avery Center East 24" Waterline 500,000 2,204,000 1,456,000 4,160,000

Meadow Lake Waterline Improvements 250,000 250,

000

Palm Valley Waterline Improvements, Phase 1 513,000 667,

000 1,180,000

Misc Water Treatment Plant Improvements 500,000 500,

000 500,000 500,000 2,000,000

Misc Water System Improvements 500,000 500,000 500,000 500,000 500,000 2,500,000

AC Pipe Bursting 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000

Tank Coating Rehab 1,500,000 1,030,

860 2,502,650 1,750,000 6,783,510

McNeil GST Demoliation 46,000 46,000

 510,000 510,

000

Sam Bass Rd. Phase 1 6,000,000 4,

369,000 4,000,000 14,369,000

 1,400,000 1,

400,000

 550,000 550,000

 500,000 500,

000

Palm Valley 24" Waterline Improvements, Phase 2 100,000 902,

000 1,002,000

East Loop Line Phase 2 54" 500,000 4,

000,000 3,295,000 7,795,000

2020 Water Master Plan & Modeling Support 40,000 40,

000 40,000 40,000 160,000

Future Water Master Plan Study 250,000 250,000

Future Water Impact Fee Study 49,800 70,

000 119,800

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WATER AND WASTEWATER UTILITIESWATER AND WASTEWATER UTILITIES 187

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

Water Treatment Plant

Projects 2021 2022 2023 2024 2025 Total

 900,000 900,000

Lake Georgetown Chemical Feed System 2,075,000 2,075,000

 1,000,000 1,000,000

Old Settlers 2 MG EST & Waterline 500,000 500,000

Chandler Creek 3 WW line 857,680 857,680

Lake Creek 4 WW Line Segment 2,235,053 2,235,053

WW Collection System Inspections & Rehab Program 2,403,983 1,863,907 1,957,295 2,500,000 2,500,000 11,225,185

McNutt Creek WW Line Segments D2 1,750,000 3,873,543 5,623,543

Lake Creek 1 WW Line Phase 1 300,000 300,000

Lake Creek 1 WW Line Phase 2 250,000 2,682,665 2,932,665

 750,000 750,000

WW Master Plan 25,000 25,000 25,000 75,000

McNutt Creek WW Line Segment C12 1,204,491 1,204,491

McNutt Creek WW Line Segment 15 527,897 527,897

McNutt Creek WW Line Segment D4 1,131,502 1,131,502

McNutt Creek WW Line Segment C2 500,000 2,313,794 2,813,794

Spanish Oak 1 1,491,858 1,491,858

McNutt Creek WW Line Segment C10 1,265,887 1,265,887

Wastewater Impact Fee Study 55,200 55,200

Kenny Fort Seg 2/3 Waterline 900,000 900,000

Kenny Fort 24" Waterline Seg4 3,185,374 1,500,000 4,685,374

 1,200,000 1,200,000

WTP & Lake Georgetown Pump Station Improvements 1,200,000 1,200,000

Sam Bass Rd. Phase 2 200,000 1,378,000 1,578,000

Total 79,397,334$ 76,682,373$ 38,557,100$ 27,133,790$ 21,226,680$ 242,997,277$

Funding Sources 2021 2022 2023 2024 2025 Total

 16,530,123 17,493,226 6,050,450 6,855,748 3,857,680 50,787,227

 20,187,800 16,490,234 13,098,650 10,942,000 8,369,000 69,087,684

Regional Wastewater System Partners 10,375,000 14,

625,000 5,408,000 30,408,000

 29,200,000 18,800,000 5,000,000 53,000,000

 3,104,411 9,273,913 9,000,000 9,336,042 9,000,000 39,714,366

Total 79,397,334$ 76,682,373$ 38,557,100$ 27,133,790$ 21,226,680$ 242,997,277$

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188

CAPITAL PROJECTS FUNDSCAPITAL PROJECTS FUNDS

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OUTSTANDING DEBTOUTSTANDING DEBT 189

DEBTDEBT

OUTSTANDING DEBTOUTSTANDING DEBT

DEBTDEBT

The City has $404 million in outstanding debt obligations. Like most governments, Round Rock uses

municipal bonds to strategically fund large capital purchases like new road improvements, parks, water lines,

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

in the chart and the table below.

General Obligation

Bonds & Capital

Leases

$240.1 million

Hotel

Occupancy

& Venue Tax

Revenue Bonds

$9.8 million

Stormwater Utility

System Revenue

Bonds

$6.4 million

Water

and

Wastewater Utility

System Revenue

Bonds

$119.5 million

RRTEDC - Type B

Sales Tax Bonds

$27.8 million

Amount Issued

10/1/20 Amount O/S

(Net of Refunding)

General Obligation Bonds & Capital Leases 282,266,044$ 240,

139,238$

Hotel Occupancy & Venue Tax Revenue Bonds 12,170,000 9,780,000

 8,000,000 6,350,000

 126,360,000 119,500,000

 42,380,000 27,785,000

Total 471,176,044$ 403,554,238$

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BOND ISSUANCES AND AUTHORIZATIONSBOND ISSUANCES AND AUTHORIZATIONS190

DEBTDEBT

DEBT ISSUANCE POLICYDEBT ISSUANCE POLICY

BOND ISSUANCES AND AUTHORIZATIONSBOND ISSUANCES AND AUTHORIZATIONS

In November 2013, Round Rock residents approved four bond propositions totaling $123.6 million for capi

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

• 

• 

• 

• 

There is no direct debt limitation in the City Charter or under state law. The City operates under a Home

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

to be $2.50 per $100 of assessed valuation. Administratively, the Attorney General for the State of Texas

will permit an allocation of up to $1.50 of the maximum $2.50 maximum tax rate for general obligation debt

service. Assuming this maximum tax rate for debt service of $1.50 on the 2019 total assessed valuation of

$14,647,779,369 at a 95% collection rate, property tax revenues of $208,730,856 could be generated for debt





From a practical point of view

, however, even though the City has the capacity to issue additional billions of

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

when it comes to issuing debt and many factors are taken into account for each debt decision including

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

debt decisions, the City’s general obligation bonds received a rating upgrade in October 2018 to AAA,



December 2017 to AAA.

2014 2017 2022

1st Issuance

Actual

2nd Issuance

Actual

3rd Issuance

Projected

Total

Proposition 1 Fire Facilities 7,000,000 9,500,000  16,500,000

Proposition 2 Parks & Recreation 46,225,000 10,275,000  56,500,000

Proposition 3 Library 1,500,000  21,700,000 23,200,000

Proposition 4 Public Safety Training 16,300,000 11,100,000  27,400,000

Total 71,025,000$ 30,875,000$ 21,700,000$ 123,600,000$

General Obligation Bonds

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FUTURE DEBT ISSUANCESFUTURE DEBT ISSUANCES 191

DEBTDEBT

FUTURE DEBT ISSUANCESFUTURE DEBT ISSUANCES

In the next several years, the City will be issuing a higher amount of debt than usual to fund the Road



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

Type/Purpose FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total

Kalahari-Related Debt Issuances

Type B Sales Tax Revenue

Bonds

Convention Center



21.3M 21.3M

COs Offsite Infrastructure 15.4M 15.4M

COs Onsite Infrastructure 15.4M 15.4M

Sub-Total Kalahari-Related Debt 52.1M 52.1M

Stormwater Fund

  6.0M 7.5M 7.6M 3.9M 25.0M

Sub-Total Stormwater Debt - 6.0M 7.5M 7.6M 3.9M 25.0M

Capital Lease and/or Limited Tax Notes (market dependent)

5 Year Capital Lease Fleet Replacement 3.0M 3.0M 3.0M 3.0M 3.0M 15.0M

Sub-Total Stormwater Debt 3.0M 3.0M 3.0M 3.0M 3.0M 15.0M

General Obligation Debt Issuances

GOs/COs Library 21.7M 6.0M 27.7M

COs Fire 8.0M 8.0M

COs  2.0M 2.0M

COs Roads 30.0M 30.0M 20.0M 80.0M

Sub-Total Tax Supported Debt 32.0M 59.7M 26.0M 117.7M

Citywide Debt Issuances $87.1M $68.7M $36.5M $10.6M $6.9M $209.8M

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192

DEBTDEBT

GENERAL FUND DEBTGENERAL FUND DEBT





Rock’s voters and are limited in use for the acquisition or improvement of real property. Refunding Bonds

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

savings in future debt payments. COs are issued for a particular limited purpose such as road improvements.



Technology system upgrades.

SUMMARY OF OUTSTANDING GENERAL FUND DEBTSUMMARY OF OUTSTANDING GENERAL FUND DEBT

PURPOSE OF GENERAL FUND DEBT ISSUEDPURPOSE OF GENERAL FUND DEBT ISSUED

Issue Purpose

2020 GO Refunding Bonds Partial refund of prior debt for 2011 Refunding Bonds

2020 Combined Tax/Rev Cos Transportation improvements

2019 GO Refunding Bonds Partial refund of prior debt for 2010 GO Bonds

2019 Combined Tax/Rev COs Transportation improvements

2018 Combined Tax/Rev COs Luther Peterson Public Works Facility

2017 GO Bonds Fire stations, Park & Recreation facilities, Public Safety Training Facility

2016 GO Refunding Bonds Partial refund of prior debt for Park and Recreation facilities

2015 GO Refunding Bonds Partial refund of prior debt for transportation and building improvements

2014 Combined Tax/Rev COs Transportation improvements

2014A GO Refunding Bonds Partial refund of prior debt

2014 GO Bonds Fire stations, Park & Recreation facilities, Library facility, Public Safety Training Facility

2013 GO Refunding Bonds Partial refund of prior debt

2011 GO Refunding Bonds Partial refund of prior debt

Issue

Interest Rates

(%)

Date of

Issue

Date of

Maturity

Amount

Issued

10/1/20 Amount

Oustanding (Net

of Refunding)

2020 Combined Tax/Rev COs

5/21/2020 8/15/2032 30,000,000 30,000,000

2020 GO Refunding Bonds

 5/21/2020 9/30/2027 6,980,000 6,980,000

2019 GO Refunding Bonds

 7/29/2019 9/30/2027 12,210,000 10,880,000

2019 Combined Tax/Rev COs

 5/20/2019 9/30/2044 27,250,000 27,250,000

2018 Combined Tax/Rev COs

 12/4/2018 9/30/2038 6,915,000 6,915,000

2017 GO Bonds

 5/23/2017 9/30/2042 28,585,000 28,585,000

2016 GO Refunding Bonds

 6/14/2016 8/15/2032 6,995,000 5,005,000

2015 GO Refunding Bonds

 1/15/2015 8/15/2032 32,465,000 24,335,000

2014 Combined Tax/Rev COs

 12/18/2014 8/15/2039 27,270,000 23,860,000

2014A GO Refunding Bonds

 5/20/2014 8/15/2021 10,465,000 270,000

2014 GO Bonds

 3/6/2014 8/15/2039 66,885,000 62,845,000

2013 GO Refunding Bonds

 5/21/2013 8/15/2024 8,615,000 2,320,000



Var. Var. Var. 13,131,044 6,394,238



Var. Var. 8/15/2025 4,500,000 4,500,000

Total $ 282,266,044 $ 240,139,238





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SCHEDULE OF GENERAL FUND DEBTSCHEDULE OF GENERAL FUND DEBT 193

DEBTDEBT

SCHEDULE OF GENERAL FUND DEBTSCHEDULE OF GENERAL FUND DEBT

$10

$15

$20

$25

$30

Millions

Certificates of Obligation Capital Lease General Obligation Debt

Year End

September 30

Certificates Of

Obligation

Capital

Lease &

LTNs

Voter

Approved Gener

Obligation Debt

Total

Requirements

2021 5,709,250$ 3,282,327$ 15,685,639$ 24,677,217$

2022 5,737,986 3,046,967 15,788,910 24,573,863

2023 5,737,895 2,499,415 15,921,537 24,158,847

2024 6,577,802 1,545,672 14,003,982 22,127,456

2025 6,578,914 935,638 12,586,

173 20,100,724

2026 7,561,411  12,397,408 19,958,819

2027 7,576,247  12,399,344 19,975,590

2028 7,587,365  9,003,206 16,590,571

2029 7,594,717  8,994,006 16,588,723

2030 7,622,351  9,002,656 16,625,007

2031 7,622,453  8,999,706 16,622,159

2032 7,646,563  9,004,156 16,650,719

2033 4,102,450  7,022,256 11,124,706

2034 4,102,400  7,023,219 11,125,619

2035 4,103,169  7,022,819 11,125,988

2036 4,104,600  7,022,731 11,127,331

2037 4,101,513  7,017,306 11,118,819

2038 4,103,906  7,019,306 11,123,213

2039 3,571,425  7,022,619 10,594,044

2040 1,812,600  2,019,400 3,832,000

2041 1,813,000  2,022,600 3,835,600

2042 1,811,000  2,022,800 3,833,800

2043 1,811,600   1,811,600

2044 1,809,600   1,809,600

120,800,215$ 11,310,019$ 199,001,780$ 331,112,015$

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194

DEBTDEBT

TYBE B FUND DEBTTYBE B FUND DEBT

TYPE B FUND DEBTTYPE B FUND DEBT



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

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

generate future sales tax revenues. The Type B Fund has a dedicated revenue source of a 0.5 cent local

option sales tax.

SUMMARY OF OUTSTANDING TYPE B DEBTSUMMARY OF OUTSTANDING TYPE B DEBT

PURPOSE OF TYPE B FUND ISSUED DEBTPURPOSE OF TYPE B FUND ISSUED DEBT

Issue

Interest

Rates

(%)

Date of

Issue

Date of

Maturity

Amount

Issued

10/1/20

Amount

Outstanding

(Net of

Refunding)

2019 Sales Tax Revenue Bonds

3.63 7/25/2019 2/15/2033 21,310,000$ 21,310,000$

2017 Sales Tax Refunding Bonds 1.78 7/6/2017 9/30/2023 10,140,000 4,585,000

2015 Sales Tax Refunding Bonds 1.56 5/20/2015 8/15/2021 10,930,000 1,890,000

Total 42,380,000$ 27,785,000$

Issue Purpose

2019 Sales Tax Revenue Bonds 

2017 Sales Tax Refunding Bonds Partial refund of prior debt for transportation improvements

2015 Sales Tax Refunding Bonds Partial refund of prior debt for transportation improvements

Kalahari Resort’s ribbon cutting was held on November 12, 2020.

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SCHEDULE OF TYPE B FUND DEBT PAYMENTSSCHEDULE OF TYPE B FUND DEBT PAYMENTS 195

DEBTDEBT

SCHEDULE OF TYPE B FUND DEBT PAYMENTSSCHEDULE OF TYPE B FUND DEBT PAYMENTS

$0.0

$0.5

$1.0

$1.5

$2.0

$2.5

$3.0

$3.5

$4.0

$4.5

$5.0

Millions

Kalahari SH 45

Year Ending Outstanding Tota

September 30 Beginning of Year Interest Principal Requirements

2021 $6,475,000 $111,097 $3,810,000 $3,921,097

2022 2,665,000 47,437 1,320,000 1,367,437

2023 1,345,000 23,941 1,345,000 1,368,941

Type B - SH 45 Improvements

182,475$ 6,475,000$ 6,657,475$

Kalahari Resorts (Self-Supporting)

Year Ending Outstanding Tota

September 30 Beginning of Year Interest Principal Requirements

2021 21,310,000$ 657,279$ $ 657,279$

2022 21,310,000 657,279 1,030,000 1,687,279

2023 20,280,000 635,103 1,050,000 1,685,103

2024 19,230,000 611,709 1,075,000 1,686,709

2025 18,155,000 587,221 1,100,000 1,687,221

2026 17,055,000 559,666 1,130,000 1,689,666

2027 15,925,000 530,229 1,155,000 1,685,229

2028 14,770,000 498,709 1,190,000 1,688,709

2029 13,580,000 465,758 1,220,000 1,685,758

2030 12,360,000 430,879 650,000 1,080,879

2031 11,710,000 411,515 670,000 1,081,515

2032 11,040,000 391,221 690,000 1,081,221

2033 10,350,000 369,976 710,000 1,079,976

2034 9,640,000 347,405 730,000 1,077,405

2035 8,910,000 323,833 755,000 1,078,833

2036 8,155,000 296,804 780,000 1,076,804

2037 7,375,000 268,880 810,000 1,078,880

2038 6,565,000 239,882 840,000 1,079,882

2039 5,725,000 209,810 870,000 1,079,810

2040 4,855,000 178,664 900,000 1,078,664

2041 3,955,000 145,544 935,000 1,080,544

2042 3,020,000 111,136 970,000 1,081,136

2043 2,050,000 75,440 1,005,000 1,080,440

2044 1,045,000 38,456 1,045,000 1,083,456

Type B - Kalahari Resorts

9,042,399$ 21,310,000$ 30,352,399$

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196

DEBTDEBT

HOTEL OCCUPANCY TAX (HOT) FUND DEBTHOTEL OCCUPANCY TAX (HOT) FUND DEBT





Hotel Occupancy Tax revenues. In August 2018, the Hotel Occupancy Tax Revenue Bonds received a rating

upgrade from A to A+ from Standard & Poor’s.

SUMMARY OF OUTSTANDING HOT FUND DEBTSUMMARY OF OUTSTANDING HOT FUND DEBT

PURPOSE OF HOT FUND ISSUED DEBTPURPOSE OF HOT FUND ISSUED DEBT

The Dell Diamond

Issue Purpose

2016 HOT Refunding Bonds Partial refund of prior debt for the Dell Diamond

2012 HOT Revenue Bonds Sports Center

Issue

Interest

Rates

(%)

Date of

Issue

Date of

Maturity

Amount

Issued

10/1/20 Amount

Outstanding (Net

of Refunding)

2016 HOT Refunding Bonds  8/15/2016 12/1/2024 4,455,000$ 2,905,000$

2012 HOT Revenue Bonds  2/28/2012 12/1/2037 7,715,000 6,875,000

Total 12,170,000$ 9,780,000$

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SCHEDULE OF HOT FUND DEBT PAYMENTSSCHEDULE OF HOT FUND DEBT PAYMENTS 197

DEBTDEBT

SCHEDULE OF HOT FUND DEBT PAYMENTSSCHEDULE OF HOT FUND DEBT PAYMENTS

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

Year Ending

September 30

Outstanding

Beginning of

Year

Interest Principal

Total

Requirements

2021 9,780,000$ 343,280$ 665,000$ 1,008,280$

2022 9,115,000 317,505 690,000 1,007,505

2023 8,425,000 290,680 720,000 1,010,680

2024 7,705,000 262,780 745,000 1,007,780

2025 6,960,000 233,805 775,000 1,008,805

2026 6,185,000 213,180 390,000 603,180

2027 5,795,000 201,330 400,000 601,330

2028 5,395,000 189,180 410,000 599,180

2029 4,985,000 176,655 425,000 601,655

2030 4,560,000 163,755 435,000 598,755

2031 4,125,000 150,255 450,000 600,255

2032 3,675,000 135,840 465,000 600,840

2033 3,210,000 118,700 485,000 603,700

2034 2,725,000 99,000 500,000 599,000

2035 2,225,000 78,500 525,000 603,500

2036 1,700,000 57,100 545,000 602,100

2037 1,155,000 34,900 565,000 599,900

2038 590,000 11,800 590,000 601,800

3,078,245$ 9,780,000$ 12,858,245$

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198

DEBTDEBT

UTILITY FUND DEBTUTILITY FUND DEBT

              

systems. The fund uses revenue bonds with future debt payments paid by water and wastewater revenues



Revenue Bonds both received rating upgrades from AA+ to AAA from Standard & Poor’s.

SUMMARY OF OUTSTANDING UTILITY FUND DEBTSUMMARY OF OUTSTANDING UTILITY FUND DEBT

PURPOSE OF UTILITY FUND ISSUED DEBTPURPOSE OF UTILITY FUND ISSUED DEBT

Issue

Interest

Rates

)

Date of

Issue

Date of

Maturity

Amount

Issued

10/1/20 Amount

Outstanding

et of

Refunding)

2017 BCRWWS Refunding Bonds  12/21/

2017 9/30/2039 32,785,000$ 29,300,000$

  11/16/2017 8/1/2037 4,435,000 3,820,000

2016 BCRWWS Refunding Bonds  6/14/2016 8/1/2035 35,185,000 34,540,000

  8/15/2016 8/1/2038 53,955,000 51,840,000

Total 126,360,000$ 119,500,000$

Issue Purpose

2017 BCRWWS Refunding Bonds

Partial refund of prior debt for Regional wastewater system

 Round Rock's portion of an expansion of the water treatment plant

2016 BCRWWS Refunding Bonds

Partial refund of prior debt for Regional wastewater system

 Partial refund of prior debt for Regional water system

Round Rock Water Treatment Plant

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SCHEDULE OF UTILITY FUND DEBT PAYMENTSSCHEDULE OF UTILITY FUND DEBT PAYMENTS 199

DEBTDEBT

SCHEDULE OF UTILITY FUND DEBT PAYMENTSSCHEDULE OF UTILITY FUND DEBT PAYMENTS

$0.0

$2.0

$4.0

$6.0

$8.0

$10.0

$12.0

Millions

Wastewater

(BCRWWS)

Water

(BCRUA)

Year Ending BCRUA BCRWWS Total

September 30 Water Wastewater Utility Debt

2021 4,235,606$ 5,516,400$ 9,752,006$

2022 4,253,246 5,509,650 9,762,896

2023 4,271,846 5,400,950 9,672,796

2024 4,291,375 5,393,750 9,685,125

2025 4,306,521 5,389,450 9,695,971

2026 4,317,380 5,386,700 9,704,080

2027 4,328,871 4,495,450 8,824,321

2028 4,335,925 4,492,575 8,828,500

2029 4,350,929 4,492,950 8,843,879

2030 4,358,233 4,498,800 8,857,033

2031 4,362,115 4,462,175 8,824,290

2032 4,370,761 4,221,175 8,591,936

2033 4,373,920 4,219,525 8,593,445

2034 4,381,608 4,213,725 8,595,333

2035 4,393,467 4,218,125 8,611,592

2036 4,395,067 4,447,125 8,842,192

2037 4,401,104 4,447,113 8,848,217

2038 4,145,750 4,450,300 8,596,050

2039  4,446,263 4,446,263

77,873,722$ 89,702,201$ 167,575,923$

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200

DEBTDEBT

STORMWATER FUND DEBTSTORMWATER FUND DEBT

The Stormwater Fund issues debt for improvements and expansions to the City’s drainage and stormwater

utility systems. The Fund uses revenue bonds with future debt payments paid by drainage utility revenues in

the form of customer service charges.

SUMMARY OF OUTSTANDING STORMWATER FUND DEBTSUMMARY OF OUTSTANDING STORMWATER FUND DEBT

PURPOSE OF STORMWATER FUND ISSUED DEBTPURPOSE OF STORMWATER FUND ISSUED DEBT

Issue Purpose

2014 Stormwater System Revenue Bonds Stormwater improvements

Brushy Creek at Veterans Park.

Issue

Interest

Rates (%)

Date of

Issue

Date of

Maturity

Amount

Issued

10/1/19 Amount

Oustanding (Net

efunding)

2014 Stormwater System Revenue Bonds  5/29/

2014 8/1/2034 8,000,000$ 6,350,000$

Total 8,000,000$ 6,350,000$

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SCHEDULE OF STORMWATER FUND DEBT PAYMENTSSCHEDULE OF STORMWATER FUND DEBT PAYMENTS 201

DEBTDEBT

SCHEDULE OF STORMWATER FUND DEBT PAYMENTSSCHEDULE OF STORMWATER FUND DEBT PAYMENTS

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

Year Ending Outstanding

Year End

September

Outstanding

Beginning of

Year

Interest Principal

Total

Requirements

2021 6,350,000$ 202,

181$ 355,000$ 557,181$

2022 5,995,000 187,981 365,000 552,981

2023 5,630,000 180,681 375,000 555,681

2024 5,255,000 169,431 385,000 554,431

2025 4,870,000 157,882 405,000 562,882

2026 4,465,000 147,250 420,000 567,250

2027 4,045,000 134,650 435,000 569,650

2028 3,610,000 121,600 455,000 576,600

2029 3,155,000 107,382 470,000 577,382

2030 2,685,000 92,106 490,000 582,106

2031 2,195,000 76,182 515,000 591,182

2032 1,680,000 58,800 535,000 593,800

2033 1,145,000 40,075 560,000 600,075

2034 585,000 20,475 585,000 605,475

1,696,676$ 6,350,

000$ 8,046,676$

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DEBT RATINGSDEBT RATINGS202

DEBTDEBT

DEBT RATINGSDEBT RATINGS

The Debt Rating represents the credit worthiness of corporate and government bonds. The ratings are

published by credit rating agencies and used by investment professionals to assess the likelihood the debt

will be repaid.



& Poor’s, the highest credit rating possible. This marks the second time in less than a year that the City’s





for GO Debt. The highest rating will bring lower interest rates for future debt issuances, which reduces the



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

and practices.”

Note: All hotel tax backed debt nationwide is on credit watch.

Agency Rating Date

Standard & Poor's AAA April 2019

Moody's Aa1 Feb 2014

Standard & Poor's AAA Dec 2017

Moody's Aa2 April 2010

Standard & Poor's AAA Dec 2017

Moody's Aa3 Jan 2008

Standard & Poor's A+ April 2019

Moody's Aa3 Apr 2010

Fitch AA Mar 2015

Standard & Poor's A+ Aug 2018

Fitch A+ Mar 2015

General

Obligation

Type B

Utility

Hotel

BCRUA

Back to TOCBack to TOC

SUMMARY OF FTES BY FUNCTIONSUMMARY OF FTES BY FUNCTION 203

PERSONNELPERSONNEL

SUMMARY OF FTES BY FUNCTIONSUMMARY OF FTES BY FUNCTION

Police

257.975

Fire

163.000

RD/Library/Sports

Tourism

163.125

Utilities &

Stormwater

160.10

Transportation

59.000

Support Services

216.250

Function

FY 2018

Actual

FY 2019

Actual

FY 2020

Revised

FY 2021

Adopted

% of

Total

Police 250.900 253.975

257.975 257.975 25.2%

Fire 158.000 162.000 163.000 163.000 16.1%

PARD/Library/Sports Tourism 157.375 161.125 163.125 163.125 16.0%

 123.100 143.100 160.100 160.100 14.2%

Transportation 71.000 75.000 59.000 59.000 7.4%

Support Services 204.500 213.000 216.250 216.250 21.1%

Total 964.875 1,008.200 1,019.450 1,019.450 100.0%

Back to TOCBack to TOC

SUMMARY OF FTES BY FUNDSUMMARY OF FTES BY FUND204

PERSONNELPERSONNEL

SUMMARY OF FTES BY FUNDSUMMARY OF FTES BY FUND

2018

Actual

2019

Actual

2020

Revised

2021

Adopted

FY20-FY21

Change

General Fund 790.750 810.575 822.825 822.825 0.000

 130.125 150.625 150.625 150.625 0.000

Stormwater Fund 22.000 24.000 23.000 23.000 0.000

Hotel Occupancy Tax Fund 4.000 4.000 5.000 5.000 0.000

Sports Center Fund 13.500 13.500 11.000 11.000 0.000

Multipurpose Field Complex Fund 4.500 5.500 7.000 7.000 0.000

Total 964.875 1008.200 1019.450 1019.450 0.000

HELD FTES BY FUND

GENERAL FUND FTE

Fire

Civilian 2.000

Sworn 8.000

General Services 2.000

Information Technology 2.000

Parks & Recreation 4.750

Planning 2.000

Police

Civilian 2.000

Sworn 1.000

General Fund Total

23.750

23.75

CITYWIDE NEW FTE TOTAL

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AUTHORIZED PERSONNEL - DETAIL BY DEPARTMENTAUTHORIZED PERSONNEL - DETAIL BY DEPARTMENT 205

PERSONNELPERSONNEL

AUTHORIZED PERSONNEL - DETAIL BY DEPARTMENTAUTHORIZED PERSONNEL - DETAIL BY DEPARTMENT

ADMINISTRATION

City Manager N/A 1.000 1.000 1.000

Assistant City Manager  2.000 2.000 2.000

Administrative Associate 207 1.000 1.000 1.000

Administrative Technician 206 1.500 1.500 1.500

Management Analyst 111 1.000 0.000 0.000

Assistant to the City Manager 112 1.000 2.000 2.000

City Clerk  1.000 1.000 1.000

Deputy City Clerk 110 1.000 1.000 1.000

Executive Administrative Assistant 108 1.000 1.000 1.000

TOTAL

10.500 10.500 10.500

COMMUNICATIONS AND MARKETING

Communications

Communications Director  1.000

1.000 1.000

Assistant Communications Director  0.000 1.000 1.000

Communications & Marketing Manager 112 1.000 0.000 0.000

Web/Graphic Design Coordinator 212 1.000 1.000 1.000

 214 1.000 1.000 1.000

Public Information Specialist 110 2.000 2.000 2.000

Arts and Culture

Arts Director 112 1.000 1.000 1.000

TOTAL

7.000 7.000 7.000

FINANCE

Administration

  1.000 1.000 1.000

 108 4.000 4.000 4.000

Accounting Manager 113 3.000 3.000 3.000

Accounting Supervisor 110 3.000 3.000 3.000

Accounting Technician 207 3.000 3.000 3.000

Administrative Assistant 209 1.000 1.000 1.000

Budget Analyst 108 2.000 2.000 2.000

Budget Technician 210 0.000 0.000 0.000

Deputy CFO  1.000 1.000 1.000

Senior Accounting Technician 209 3.000 3.000 3.000

Payroll Technician 209 1.500 1.500 1.500

Municipal Court

Court Bailiff 207 1.250 1.250 1.250

Court Clerk Administrator 114 1.000 1.000 1.000

Deputy Court Clerk 207 4.000 5.000 5.000

Deputy Court Clerk Administrator 110 1.000 1.000 1.000

Deputy Court Clerk Coordinator 210 1.000 1.000 1.000

Juvenile Case Manager 208 1.000 1.000 1.000

Supervisor Municipal Court 109 1.000 1.000 1.000

Purchasing

Contract Specialist 108 1.000 1.000 1.000

Purchaser 211 3.000 3.000 3.000

Purchasing Manager 113 1.000 1.000 1.000

Purchasing Supervisor 110 1.000 1.000 1.000

Purchasing Technician 208 2.000 1.000 1.000

Utility Billing

Customer Service Coordinator 210 1.000 1.000 1.000

Customer Service Representative 205 8.000 9.000 9.000

 112 1.000 1.000 1.000

Meter Services Representative 206 3.000 3.000 3.000

 212 1.000 1.000 1.000

 109 2.000 2.000 2.000

TOTAL

56.750 57.750 57.750



Department Grade

FY2019

Actual

FY2020

Actual

FY2021

Adopted

FIRE

Administration

Fire Chief  1.000

1.000 1.000

Administrative Assistant 209 2.000 2.000 2.000

Administrative Associate 207 2.000 2.000 2.000

Administrative Manager 111 1.000 1.000 1.000

Assistant Fire Chief  2.000 2.000 2.000

Asst. Emergency Management Coord. 111 1.000 1.000 1.000

Battalion Chief CSPS 5.000 5.000 5.000

Captain CSPS 4.000 4.000 4.000

Driver CSPS 2.000 2.000 2.000

Emergency Management Coord. 113 1.000 1.000 1.000

Lieutenant CSPS 5.000 5.000 5.000

Logistics Officer 210 3.000 3.000 3.000

Central Fire

Battalion Chief CSPS 4.000 4.000 4.000

Driver CSPS 32.000 32.000 32.000

Captain CSPS 12.000 12.000 12.000

Firefighter CSPS 66.000 67.000 67.000

Lieutenant CSPS 19.000 19.000 19.000

TOTAL

162.000 163.000 163.000



GENERAL SERVICES

Facility Maintenance

General Services Director  1.000 1.000 1.000

Assistant General Services Director  1.000 1.000 1.000

Administrative Assistant 209 1.000 1.000 1.000

Administrative Associate 207 1.000 3.000 3.000

Custodian 203 11.000 11.000 11.000

Custodian Supervisor 211 1.000 1.000 1.000

Downtown Maintenance Tech 1.000 1.000 1.000

Electrician Journeyman 210 1.000 1.000 1.000

Facility Maintenance Manger 113 1.000 1.000 1.000

Facility Maintenance Superintendent 111 1.000 1.000 1.000

Facility Maintenance Tech 206 6.000 5.000 5.000

HVAC Tech 209 1.000 2.000 2.000

Building Construction

Administrative Associate 207 1.000 0.000 0.000

Building Construction Manager 111 1.000 1.000 1.000

Building Construction Superintendent 111 3.000 3.000 3.000

Development Services Manager 113 1.000 1.000 1.000

Vehicle Maintenance

Administrative Associate 207 0.000 1.000 1.000

Parts Supervisor 209 1.000 1.000 1.000

Fleet Operations Manager 113 1.000 1.000 1.000

Fleet Operations Superintendent 111 1.000 1.000 1.000

Fleet Operations Supervisor 212 2.000 1.000 1.000

Mechanic 209 9.000 7.000 7.000

 210 3.000 5.000 5.000

Parts Inventory Specialist 207 2.000 2.000 2.000

TOTAL 52.000 53.000 53.000

HUMAN RESOURCES

Human Resources Director  1.000 1.000

1.000

Human Resources Assistant Director  1.000 1.000 1.000

Administrative Assistant 209 0.750 1.000

1.000

Benefits Manager 112 1.000 1.000 1.000

Human Resources Assistant 207 1.000 1.000 1.000

Human Resources Generalist 110 1.000 1.000 1.000

Human Resources Specialist 211 3.000 3.000 3.000

HR Compensation/HRIS Administrator 111 1.000 1.000 1.000

 110 1.000 1.000 1.000

Safety Coordinator 109 1.000 1.000 1.000

Safety/Risk Manager 112 1.000 1.000 1.000

TOTAL 12.750 13.000 13.000

Department Grade

FY2019

Actual

FY2020

Actual

FY2021

Adopted

Back to TOCBack to TOC

AUTHORIZED PERSONNEL - DETAIL BY DEPARTMENTAUTHORIZED PERSONNEL - DETAIL BY DEPARTMENT206

PERSONNELPERSONNEL

AUTHORIZED PERSONNEL - DETAIL BY DEPARTMENTAUTHORIZED PERSONNEL - DETAIL BY DEPARTMENT

Department Grade

FY2019

Actual

FY2020

Actual

FY2021

Adopted

Department Grade

FY2019

Actual

FY2020

Actual

FY2021

Adopted

INFORMATION TECHNOLOGY

Chief Information Officer  1.000 1.000 1.000

Assistant IT Director  1.000 1.000 1.000

Computer Support Technician 212 3.000 3.000 3.000

 114 3.000 3.000 3.000

GIS Analyst

212

0.000 0.000 0.000

GIS Analyst Senior 114 1.000 1.000 1.000

Infrastructure Manager 114 1.000 0.000 0.000

 211 1.000 1.000 1.000

Network Administrator 112 2.000 3.000 3.000

Systems Administrator

112

6.000 6.000 6.000

Systems Analyst 112 1.000 1.000 1.000

TOTAL 20.000 20.000 20.000





LIBRARY

Administration

Library Director  1.000 1.000 1.000

Administrative Associate 207 1.000 1.000 1.000

Librarian 108 3.000 3.000 3.000

Library Assistant 206 3.000 4.000 4.000

Library Manager 112 1.000 1.000 1.000

Children

Librarian 108 3.000 3.000 3.000

Library Assistant 206 1.500 0.000 0.000

Library Associate 204 0.500 0.500 0.500

Library Manager 112 1.000 1.000 1.000

Library Program Coordinator 210 0.000 1.000 1.000

Public Services

Assistant Library Director  1.000 1.000 1.000

Adult Services Assistant 206 0.500 0.000 0.000

Librarian 108 3.000 3.000 3.000

Library Assistant 206 2.000 2.000 2.000

Library Associate 204 6.000 6.000 6.000

Library Page 201 1.250 1.250 1.250

Library Supervisor 110 3.000 3.000 3.000

Senior Library Manager 113 0.000 1.000 1.000

TOTAL

31.750 32.750 32.750

PARKS AND RECREATION

Administration

PARD Director  1.000 1.000 1.000

Administrative Assistant 209 1.000 1.000 1.000

Administrative Associate 207 3.500 3.500 3.500

Assistant PARD Director  1.000 1.000 1.000

Business Systems Analyst

210

0.000 0.000 0.000

Marketing & Events Coordinator 110 2.000 2.000 2.000

Park Development Manager 112 1.000 1.000 1.000

Park Development Specialist 109 2.000 2.000 2.000

Park Ranger 210 3.500 3.500 3.500

 212 1.000 1.000 1.000

Athletics

Athletics/Aquatics Programs Suprv. 108 2.000 2.000 2.000

Athletics/Aquatics Manager 112 1.000 1.000 1.000

Aquatics Manager 112 1.000 1.000 1.000

Recreation Program Coordinator 211 1.000 1.000 1.000

Senior Parks Maintenance Worker 206 2.000 2.000 2.000

Clay Madsen Recreation Center

Administrative Technician 206 1.250 1.250 1.250

Bus Driver 203 1.250 1.250 1.250

Recreation Assistant 201 8.125 8.125 8.125

Recreation Center Supervisor 108 1.000 1.000 1.000

Recreation Program Coordinator 211 3.000 3.000 3.000

Recreation Shift Leader 207 6.250 6.250 6.250



PARKS AND RECREATION CONTINUED

Forestry

Arborist 211 1.000 1.000 1.000

Forestry Manager 112 1.000 1.000 1.000

Forestry Technician 205 3.000 3.000 3.000

Parks Maintenance Worker 204 3.000 3.000 3.000

Parks Maintenance Crew Leader 209 1.000 1.000 1.000

Old Settlers Park (OSP)

Parks Maintenance Crew Leader 209 3.000 3.000 3.000

Parks Maintenance Supervisor 212 1.000 1.000 1.000

Parks Maintenance Worker 204 7.000 7.000 7.000

 206 10.000 10.000 10.000

Parks Superintendent 110 1.000 1.000 1.000

Parks

Electrician Journeyman 210 1.000 1.000 1.000

Parks Maintenance Crew Leader 209 3.000 3.000 3.000

Parks Maintenance Supervisor 212 2.000 2.000 2.000

Parks Maintenance Worker 204 7.000 7.000 7.000

 206 10.000 10.000 10.000

Parks Manager 112 1.000 1.000 1.000

Parks Superintendent 110 1.000 1.000 1.000

Recreation

Administrative Associate 207 1.625 1.625 1.625

Bus Driver 203 0.625 0.625 0.625

Recreation Assistant 201 1.250 1.250 1.250

Recreation Center Supervisor 108 1.000 1.000 1.000

Recreation Shift Leader 207 1.000 1.000 1.000

Recreation Manager 112 1.000 1.000 1.000

Fitness Instructor 210 0.000 1.000 1.000

Recreation Program Coordinator 211 1.000 1.000 1.000

TOTAL 107.375 108.375 108.375

PLANNING AND DEVELOPMENT SERVICES

Administration

Director Planning & Dev. Services  1.000 1.000 1.000

Administrative Associate 207 1.000 0.000 0.000

Administrative Assistant 209 1.000 1.000 1.000

Assistant Director Planning & Dev. Svcs.  1.000 1.000 1.000

 214 0.000 1.000 1.000

Construction Inspector 211 0.000 1.000 1.000

Development Facilitator 112 1.000 0.000 0.000

 212 0.000 1.000 1.000

Planner 108 1.000 3.000 3.000

 110 2.000 2.000 2.000

Planning Manager 113 1.000 1.000 1.000

Planning Technician 208 2.000 4.000 4.000

Principal Planner 112 2.000 1.000 1.000

GIS Analyst

212

2.000 2.000 2.000

Code Enforcement

Code Enforcement Manager 110 1.000

1.000 1.000

Code Enforcement Officer 209 3.000 3.000 3.000

Senior Code Enforcement Officer 212 1.000 1.000 1.000

Community Development

Director Community Development 113 1.000 1.000 1.000

Neighborhood Services Assistant 110 1.000 2.000 2.000

CDBG Coordinator 109 1.000 1.000 1.000

Development Services Office (DSO)

Associate Engineer 110 2.000 3.000 3.000

Engineering Services Manager 113 1.000 0.000 0.000

Engineering Tech 207 1.000 0.000 0.000

 211 1.000 0.000 0.000

Planning Technician 208 2.000 1.000 1.000

Principal Planner 112 1.000 1.000 1.000

 110 1.000 1.000 1.000

Senior Engineer 112 1.000 1.000 1.000

Principal Engineer 114 0.000 1.000 1.000

Staff Engineer 111 1.000 0.000 0.000

Back to TOCBack to TOC

AUTHORIZED PERSONNEL - DETAIL BY DEPARTMENTAUTHORIZED PERSONNEL - DETAIL BY DEPARTMENT 207

PERSONNELPERSONNEL

Department Grade

FY2019

Actual

FY2020

Actual

FY2021

Adopted

Department Grade

FY2019

Actual

FY2020

Actual

FY2021

Adopted

PLANNING AND DEVELOPMENT SERVICES CONTINUED

Inspection Services

Assistant Building Official 113 2.000 2.000 2.000

Building Inspector 210 2.000 3.000 3.000

 212 0.000 2.000 2.000

Building Official 114 1.000 1.000 1.000

Building Permits Technician 207 2.000 3.000 3.000

Building Plans Examiner 212 1.000 1.000 1.000

Chief Civil Inspector 214 1.000 0.000 0.000

Chief Residential Inspector 214 1.000 1.000 1.000

Commercial Inspector 213 3.000 3.000 3.000

Construction Inspector 211 4.000 3.000 3.000

Senior Building Inspector 212 3.000 0.000 0.000

TOTAL 54.000 55.000 55.000



POLICE

Office of the Chief

Police Chief  1.000 1.000 1.000

Administrative Associate 207 11.000 10.000 10.000

Accreditation Coordinator 210 1.000 1.000 1.000

Administrative Assistant 209 1.000 1.000 1.000

Animal Control Officer 205 5.000 5.000 5.000

Animal Control Supervisor 213 1.000 1.000 1.000

Assistant Police Chief  2.000 2.000 2.000

Call Taker 209 6.000 6.000 6.000

Communications Training Officer 211 6.000 6.000 6.000

Community Affairs Specialist 214 1.000 1.000 1.000

Crime Analyst 212 5.000 5.000 5.000

Crime Analyst & Statistics Manager 111 1.000 1.000 1.000

Crime Scene & Evidence Supervisor 214 1.000 1.000 1.000

Crime Scene Specialist 212 4.000 5.000 5.000

 113 1.000 1.000 1.000

Evidence Technician 206 3.475 3.475 3.475

Law Enforcement Support Tech. 207 5.500 5.500 5.500

Logistics Officer 210 2.000 2.000 2.000

Multi Media Specialist 214 1.000 1.000 1.000

Public Information Specialist 110 1.000 1.000 1.000

Public Safety Communications Mgr. 110 1.000 1.000 1.000

Public Safety Communications Op. 210 13.000 11.000 11.000

Public Safety Communications Super. 213 4.000 4.000 4.000

Records Supervisor 213 1.000 1.000 1.000

Victim Services Advocate 209 1.000 3.000 3.000

Victim Services Coordinator 207 1.000 1.000 1.000

Patrol

Police Commander CSPS 3.000 4.000 4.000

Police Lieutenant CSPS 9.000 9.000 9.000

Police Officer CSPS 134.000 137.000 137.000

Police Sergeant CSPS 27.000 27.000 27.000

TOTAL 253.975 257.975 257.975

TRANSPORTATION

Administration

Transportation Services Director  1.000 1.000 1.000

Administrative Assistant 207 1.000 1.000 1.000

CIP/Infrastructure Inspection

Chief Construction Inspector 112 1.000 1.000 1.000

Construction Inspector 211 2.000 3.000 3.000

CIP Management

Administrative Associate 207 1.000 1.000 1.000

Assistant Transportation Superintendent 109 1.000 1.000 1.000

CIP Program Manager 112 0.000 0.000 0.000

 111 2.000 2.000 2.000

Operations Manager 113 1.000 1.000 1.000

TRANSPORTATION CONTINUED

Stormwater Operations

Assist. Transportation Superintendent 109 1.000 0.000 0.000

Bridge Maintenance Technician 209 0.000 0.000 0.000

Equipment Operator 206 7.000 0.000 0.000

Street Maintenance Worker 204 4.000 0.000 0.000

Transportation Crew Leader 211 5.000 0.000 0.000

Planning & Engineering

 112 1.000 1.000 1.000

 111 2.000 1.000 1.000

Assistant Transportation Director  1.000 1.000 1.000

Transportation Engineer 114 1.000 1.000 1.000

Transportation Senior Planner 11 0.000 1.000 1.000

Traffic Signs & Signals

Assistant Transportation Superintendent 109 1.000 1.000 1.000

Traffic Operations Specialist 212 1.000 1.000 1.000

Signs & Marketing Technician 206 4.000 4.000 4.000

Traffic Signal Supervisor 213 1.000 1.000 1.000

 210 4.000 4.000 4.000

Transportation Superintendent 112 1.000 1.000 1.000

Transit

Transit Coordinator 110 1.000 1.000 1.000

Street Maintenance

Administrative Associate 207 1.000 1.000 1.000

Bridge Maintenance Technician 209 1.000 1.000 1.000

Equipment Operator 206 8.000 8.000 8.000

Street Maintenance Worker 204 12.000 12.000 12.000

Transportation Crew Leader 211 6.000 6.000 6.000

Transportation Superintendent 112 1.000 1.000 1.000

Transportation Supervisor 213 1.000 1.000 1.000

TOTAL 75.000 59.000 59.000

 

UTILITIES AND STORMWATER

Administration

  1.000 1.000 1.000

  0.000 1.000 1.000

Administrative Assistant 207 1.000 1.000 1.000

Administrative Associate 206 1.000 2.000 2.000

Administrative Technician 206 0.000 2.000 2.000

Construction Inspector 211 1.000 2.000 2.000

 212 1.000 1.000 1.000

 109 0.000 1.000 1.000

Engineer Senior 112 1.000 1.000 1.000

Engineer Principal 114 0.000 1.000 1.000

Engineer Technician Senior 211 1.000 1.000 1.000

Engineer Associate 110 0.000 1.000 1.000

GIS Analyst 212 2.000 2.000 2.000

 113 1.000 0.000 0.000

 111 2.000 2.000 2.000

 114 1.000 0.000 0.000

Stormwater Engineering

 114 1.000 1.000 1.000

 110 1.000 1.000 1.000

MS4 Technician 210 0.000 1.000 1.000

Staff Engineer 111 1.000 0.000 0.000

 112 0.000 1.000 1.000

Storm Water Manager 113 1.000 1.000 1.000

Storm Water Technician 208 1.000 1.000 1.000

 210 1.000 0.000 0.000

Stormwater Operations

 112 0.000 2.000 2.000



206

0.000 5.000 5.000

Equipment Operator 206 0.000 2.000 2.000

 206 0.000 4.000 4.000

 211 0.000 4.000 4.000

Environmental Services

Administrative Associate 207 1.000 1.000 1.000

Environmental Services Supervisor 112 1.000 1.000 1.000

Field Lab Technician 206 1.000 1.000 1.000

Laboratory Analyst 209 1.000 1.000 1.000

 212 1.000 0.000 0.000

Pretreatment Comp. Specialist 212 1.000 1.000 1.000

Pretreatment Technician 210 1.000 1.000 1.000

Recycling/Solid Waste Services

Recycling Attendant 203 2.475 3.475 3.475

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AUTHORIZED PERSONNEL - DETAIL BY DEPARTMENTAUTHORIZED PERSONNEL - DETAIL BY DEPARTMENT208

PERSONNELPERSONNEL

AUTHORIZED PERSONNEL - DETAIL BY DEPARTMENTAUTHORIZED PERSONNEL - DETAIL BY DEPARTMENT

SPORTS MANAGEMENT AND TOURISM

Convention and Visitors Bureau

CVB Director  1.000 1.000 1.000

Administrative Associate 209 1.000 1.000 1.000

Events Manager 110 1.000 1.000 1.000

Marketing & Events Coordinator 110 0.000 1.000 1.000

Multipurpose Field Complex

 211 1.500 2.000 2.000

 110 0.000 1.000 1.000

Parks Maintenance Crew Leader 209 1.000 1.000 1.000

Parks Maintenance Worker 204 3.000 3.000 3.000

Sports Center

Sports Management & Tourism Director  1.000 1.000 1.000

Administrative Assistant 209 1.000 1.000 1.000

 211 3.500 2.000 2.000

Parks Maintenance Worker 204 1.000 0.000 0.000

Custodian 203 2.000 2.000 2.000

Facility Maintenance Technician 206 1.000 1.000 1.000

 110 1.000 1.000 1.000

Marks & Events Coordinator 110 1.000 0.000 0.000

 211 0.000 1.000 1.000

Sports Center Manager 113 2.000 2.000 2.000

TOTAL 22.000 22.000 22.000

CITYWIDE FTE GRAND TOTAL 1,008.200 1,019.450 1,019.450

Department Grade

FY2019

Actual

FY2020

Actual

FY2021

Adopted

Department Grade

FY2019

Actual

FY2020

Actual

FY2021

Adopted

UTILITIES AND STORMWATER CONTINUED

Wastewater Treatment Plant

Administrative Associate

207

1.000 1.000 1.000



112

1.000 1.000 1.000



213

3.000 2.000 2.000

Wastewater Treatment Plant Senior

211

1.000 0.000 0.000

Wastewater Treatment Plant Operator

210

6.000 7.000 7.000



206

2.000 0.000 0.000



210

0.000 1.000 1.000

Laboratory Analyst

209

1.000 1.000 1.000



212

0.000 1.000 1.000

Systems Mechanic

209

2.000 1.000 1.000



210

1.000 3.000 3.000

SCADA Technician

210

1.000 1.000 1.000

SCADA Specialist

212

0.000 1.000 1.000

Field Lab Technician

206

1.000 0.000 0.000

Wastewater Line Maintenance

Administrative Technician 206 1.000 0.000 0.000

 210 9.000 8.000 8.000

 112 1.000 1.000 1.000

 213 2.000 2.000 2.000

 210 1.000 1.000 1.000

 206 8.000 7.000 7.000

 209 5.000 5.000 5.000

 112 0.000 1.000 1.000

Backflow Technician 206 1.000 0.000 0.000

Systems Mechanic 209 3.000 0.000 0.000

 112 1.000 0.000 0.000

 214 1.000 0.000 0.000

Water Line Maintenance

Administrative Assistant 209 1.000 0.000 0.000

Logistics Officer 210 1.000 1.000 1.000

 210 9.000 10.000 10.000

 115 1.000 0.000 0.000

 112 1.000 1.000 1.000

 213 2.000 2.000 2.000

 210 1.000 3.000 3.000

 206 6.000 7.000 7.000

 209 10.000 9.000 9.000

Administrative Technician 206 1.000 0.000 0.000

Backflow Coordinator 210 1.000 1.000 1.000

Backflow Technician 207 0.000 1.000 1.000

Meter Services Supervisor 212 1.000 1.000 1.000

Meter Services Technician 208 4.000 3.000 3.000

Systems Mechanic 209 6.000 0.000 0.000

Systems Mechanic Crew Leader 210 2.000 0.000 0.000

Water Treatment Plant

Environmental Services Manager 113 1.000 0.000 0.000

 213 0.000 1.000 1.000

 214 0.000 1.000 1.000

SCADA Technician 211 1.000 1.000 1.000

 112 1.000 1.000 1.000

 111 1.000 1.000 1.000

Water Conservation Coordinator 209 1.000 0.000 0.000

 210 0.000 1.000 1.000

Systems Mechanic 209 0.000 9.000 9.000

 210 0.000 1.000 1.000

Water Plant Operator 210 5.000 4.000 4.000

Water Plant Operator Senior 211 4.625 4.625 4.625

TOTAL 143.100 160.100 160.100

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PAY STRUCTUREPAY STRUCTURE 209

PERSONNELPERSONNEL

PAY STRUCTUREPAY STRUCTURE

CIVIL SERVICE PAY STRUCTURE

POLICE M

INIMUM MAXIMUM

Officer $61,441 $86,865

Sergeant $78,017 $99,453

Lieutenant $92,711 $113,251

Commander $106,352 $129,670

FIRE MINIMUM MAXIMUM

Firefighter $55,736 $83,479

Driver $66,613 $91,827

Lieutenant $76,984 $101,010

Captain $88,970 $111,111

Battalion Chief $102,821 $122,222





NON-CIVIL SERVICE GRADE AND PAY STRUCTURE

EXEMPT PAY

CYCLE MINIMUM MAXIMUM

108 Annual $49,899 $74,838

109 Annual $51,938 $77,917

110 Annual $55,078 $82,597

111 Annual $58,386 $87,589

112 Annual $62,462 $93,683

113 Annual $69,950 $104,936

114 Annual $82,555 $123,843

115 Annual $97,427 $146,141

NON-EXEMPT PAY CYCLE MINIMUM MAXIMUM

204 Annual $31,200 $43,202

205 Annual $31,637 $44,283

206 Annual $32,094 $46,509

207 Annual $32,552 $48,838

208 Annual $34,195 $51,293

209 Annual $36,234 $54,350

210 Annual $38,418 $57,616

211 Annual $41,101 $61,651

212 Annual $44,408 $66,602

213 Annual $48,402 $72,613

214 Annual $52,749 $79,123

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210

PERSONNELPERSONNEL

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APPENDIXAPPENDIX

FINANCIAL POLICIESFINANCIAL POLICIES 211

FINANCIAL POLICIESFINANCIAL POLICIES

Adopted August 27, 2020

PURPOSE

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

and all customers to carefully account for public funds, to manage the City's finances wisely,

and to plan for the adequate funding of services desired by the public. These policies

implement and enhance the City Council’s strategic goal which states “The City of

Round Rock is a financially sound city providing high value services.” To facilitate this

responsibility, certain financial policies have been developed and implemented within the

parameters established by provisions of the Texas Local Government Code and the City

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

considered the basis for financial management, planning and budget preparation. These

policies guide both the City of Round Rock and its component unit, the Round Rock



FUND STRUCTURE & BASIS OF ACCOUNTING

All fund structures and accounting standards of the City of Round Rock are in compliance with

generally accepted accounting principles for local governments as prescribed by the

        al

standards.

GOVERNMENTAL FUNDS

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

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

n the accounting period in which the liability is

incurred, if measurable. Because the appropriated budget is used as the basis for control and

comparison of budgeted and actual amounts, the basis for preparing the budget is the same as

the basis of accounting.

The governmental funds are used to account for general government operations and include the



  cost approach to budgeting all of its services, which results in limited interfund

transfers.

• General Fund

The General Fund is the Primary fund for core government services and is used to

account for all resources not required to be accounted for in another fund and not

otherwise devoted to specific activities. Most of the financial transactions for the City are

reported in this fund. The services provided by the City are classified according to activity

and presented as operating departments in the budget.

• Debt Service Funds

This fund type is used to account for resources used to service the principal and interest

on longterm debt such as general obligation bonds, revenue bonds, certificates of

obligation and taxexempt leases classified as debt.

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FINANCIAL POLICIESFINANCIAL POLICIES

•

Capital Project Funds

Capital 

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

provided by transfers from other funds, bond issue proceeds, or grantsinaid. Capital

      length basis. The required financing is not



         Community Investment



reflect the City’s total expected use of funds in any given budget year but these estimates

are not considered binding appropriations.

•

Special Revenue Funds

This fund type is used to account for the proceeds of specific revenue sources that are

legally restricted to expenditures for specified purposes.

PROPRIETARY FUNDS



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

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

budget is the same as the basis of accounting except for principal payments on longterm debt

and capital outlay which are treated as budgeted expenses. Depreciation and compensates



Proprietary funds are used to account for the City's activities that are similar to commercial

enteStormwater Fund.

•

Utility Fund

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

and collections, environmental services, and utility fiscal support. It is the policy of the City

that the water and wastewater operations be self

other. Rates will be set to reflect cost of service by customer class where practical. The

       ce and capital improvements of the utility

system.

Water  Water operations include water line maintenance, water systems

support, and the water treatment plant.

Wastewater  Wastewater operations include wastewater line maintenance,

wastewater systems support, and the wastewater treatment plant.

• Stormwater Fund

The Stormwater Fund administers all aspects of the City’s Stormwater Drainage program

including planning, engineering, programs, operations and maintenance associated with

storm water drainage, floodplain management, and water quality management. The

Drainage fund collects fees based on a property’s impact to the City’s drainage system.

The fund also accounts for the debt service and capital improvements of the stormwater

system.

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APPENDIXAPPENDIX

STRATEGIC PLANNING AND GOALS

City Council Strategic Plan

The Council’s Strategic Plan consists of the long year Goals, and

nearterm Policy and Management priorities. The Vision, Goals, and Priorities are reviewed and

updated by Council and staff annually and are amended and refined by the City Council at its

annual Strategic Planning retreat.

Council Vision and Goals

The Council has further defined the City’s Strategic Plan around six (6) Goals. These Goals

become the City’s strategic direction for development and implementation of its master planning,

capital improvement programs for infrastructure, longterm financial plans and annual budgets.

 generally stay consistent.

1. Financially Sound City Providing High Value Services

2. City Infrastructure: Today and for Tomorrow

3. ”The Sports Capital of Texas” for Tourism and Residents

4. Great Community to Live

5. Authentic Downtown – Exciting Community Destination

6. Sustainable Neighborhoods – Old and New

LONG TERM FINANCIAL PLANNING

A FiveYear Financial Forecast and Plan will be maintained and updated annually that will

impede the

implementation of the City’s Strategic Goals. Fiveyear plans will be created and updated for

each of the City’s major operating funds, including:

•

General Fund, including impacts to the M&O and Debt portions of the property tax rate

•

 Fund

•

Stormwater Fund

•

 Fund

•

Hotel Occupancy Tax Fund

•

Sports Center Fund

•

MultiPurpose Field Complex Fund

•

Golf Course Fund

The financial forecasts will assess longterm financial implications of current and proposed

policies and programs and assist with the development of strategies to achieve the City’s goals.

ANNUAL BUDGET

Preparation

The Charter (Section 8.03) requires that “the budget will provide a complete financial plan for all

City funds and activities and, except as required by law or this Charter, shall be in such a form

as the City Manager deems desirable or the City Council may require.” The budget shall be

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APPENDIXAPPENDIX

FINANCIAL POLICIESFINANCIAL POLICIES

submitted on or before the first day of August of each year to the City Council.

Guiding Principles:

•

The annual budget will be prepared to address Council Strategic Goals and direction.

•

Longterm financial needs identified in the fiveyear plans will be considered and

addressed when appropriate.

•



going revenues.

Proposed Budget

A proposed budget shall be prepared by the City Manager with participation from all of the City’s

Department Directors within the provision of the Charter and the City Council’s strategic goals. A

eview at Round Rock City Hall and the

public library.

Balanced Budget

The goal of the City is to adopt and maintain a balanced operating budget using

sustainable funding sources that are expected to continue to be available in subsequent

fiscal years.

Revenues and Expenditures

The annual budget is staff and Council’s best estimate of the revenues, expenditures,

and available fund balances at the time of preparation. Therefore, transfers and

amendments may be needed from time to time due to changing conditions.

Administrative allocations

           Fund,



necessary at least once every three years to assure reasonable cost of services is

allocated to those funds.

Personnel

The annual Budget will also include the approve

for the City. Approval of budget is considered approval of the FTEs. City Manager may

transfer and/or repurpose FTEs among departments and funds as needed to meet the

needs of the community. If the transfer changes the total appropriations for any particular

fund, then City Council approval is necessary.

In order to maintain effective staffing levels, the Police department may exceed total

budgeted FTEs by 4.0 FTEs to accommodate planned departures and retirements in

light of the long recruitment and training times required. The department must stay

within appropriated budget for that fiscal year and receive advanced approval from the

City Manager.

Fund Balance

to fund the payasyougo repair

time needs.

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APPENDIXAPPENDIX

Adoption

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

subsequently adopt by Ordinance the final budget as amended. State law requires at least

60 percent of the members of the governing body to vote in favor of an ordinance setting

a property tax rate that exceeds the nonewrevenue tax rate. In practical terms, that

means five of the seven members must vote in favor of the tax rate. The budget shall be

finally adopted not later than the final day of the last month of the fiscal year. The budget

will be effective for the fiscal year beginning October 1st.

The Annual Budget document will be submitted annually to the Government Finance



Budget Presentation Award.

Reporting

Summary financial reports will be presented to the City Council quarterly. These reports

will be in a format appropriate to enable the City Council to understand the overall budget

and financial status.

Budget Amendments

The City will amend the budget at year end, if needed, for revenuebased expenditures

that exceeded budgeted amounts due to increased revenues. The City will also amend

the budget if necessary as part of the Mid

are needed and approved at that time. The Chief Financial Officer must certify availability

of revenues or funding sources prior to amendment.

Emergency Appropriations

The Charter (Section 8.05) allows for emergency appropriations “to meet a pressing need

for public expenditure, for other than regular or recurring requirements, to protect the

public health, safety or welfare.” An ordinance must be adopted by favorable votes of five



COMMUNITY INVESTMENT PROGRAM (CIP) BUDGET

The City’s goal is to maintain City facilities and infrastructure to provide services to the citizens

within the community, meet growth related needs, and comply with all state and federal

regulations.

Preparation

The City will maintain and periodically update master plans to maintain and expand its

infrastructure including, but not limited to: City Facilities, Stormwater, Parks and Recreation,

Transportation, Water and Wastewater. The City annually updates a fiveyear CIP schedule. The

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

length basis. The required financing

is not appropriated on an annual basis but is approved at 

expenditures under the CIP schedule are presented as part of the overall budget adoption to

accurately reflect the City’s total expected use of funds in any given budget year but these

estimates are not considered binding appropriations in that year.

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APPENDIXAPPENDIX

FINANCIAL POLICIESFINANCIAL POLICIES

Financing Programs

When determining the financing options for CIP, the City will first evaluate the available funds in

the Self Finance Construction funds. Where applicable, assessments, impact fees, pro rata

charges, or other fees should be used when a specific developer can be identified as specifically

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

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

exceeding the average life of the debt issue.

Shortterm financing including Capital Leasing and other taxsupported obligations can be used

to fund vehicles, computers, and other operating equipment provided the impact to the tax rate

is minimal.

CAPITAL MAINTENANCE AND REPLACEMENT

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

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

replacements, and maintenance necessary to preserve the City’s capital investments are funded.

To the extent that prior year excess fund balances are available, the City will annually fund

allocations to the following:

• Fleet Maintenance and Replacement

• Information Technology

• Facilities Maintenance

• Parks and Recreation

•

Public Safety Equipment

BUDGET CONTINGENCY PLAN

The City will take immediate corrective action at any time during the fiscal year if expenditure

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

actions in order of the precedence that will be explored are:

1. Reduce transfers to Self Finance Construction Funds for payasyougo CIP

2. Deferral of capital purchases

3. Expenditure reductions

4. Hiring 

5.  increases

6.  funds

7. Increase fees

8. Layoff employees

The use of fund balance, which is a onetime revenue source, may be used to fund an annual

operating deficit only with a subsequent approval of a plan to replenish the fund balance if it is

brought down below policy level.

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FINANCIAL POLICIESFINANCIAL POLICIES 217

APPENDIXAPPENDIX

FUNDS, RESERVES AND DESIGNATIONS

The City of Round Rock will maintain budgeted minimum reserves in the ending working

capital/fund balances of its operating and debt funds to provide a secure, healthy financial base

for the City in the event of a natural disaster or other emergency and to maintain or enhance its

credit worthiness. Funds will be used for purposes as designated by state law, charter and this

policy.

General Fund

• Reserve

In recognition of fund balance reserve best practices, the fund balance reserve in the

        

operating expenditures. {Staff comment: Beginning in 2018/19, the 25% target is

achieved, therefore the transition wording is no long necessary} Staff will evaluate the

financial stability of the General Fund revenues annually to ensure the reserve

requirement remains adequate.

• Designation

Concentration Risk account: For any single sales tax payer that represents more

than 5% of the City’s net General Fund revenues, the city will designate a

concentration risk fund at or above the City’s annual net exposure to that revenue

source. If at any time a single tax payer drops below that threshold or no tax payer

meets this threshold, this account may be gradually reduced and used for onetime

expenditures.

Self Finance Construction Funds

These designated funds support the City’s payasyougo philosophy for repair and

        term debt

where possible. The funding sources are yearend transfers from the respective fund using

excess fund balance.

• General Self Finance Construction (GSFC)

Transfers from the General Fund provides funding for the repairs and maintenance

of fleet, facilities, parks, information technology, public safety equipment, onetime

programs and general capital improvements.

• Utility Self Finance Construction (USFC)

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



Utilities Fund

• Reserve



operating expenses and annual payments for longterm water contract costs.

• Coverage

The City will maintain 1.35 times average annual debt service, above the bond

covenant minimum requirement of 1.25 times average annual debt service.

Stormwater Fund

• Reserve



net of debt service requirements.

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FINANCIAL POLICIESFINANCIAL POLICIES218

APPENDIXAPPENDIX

FINANCIAL POLICIESFINANCIAL POLICIES

• Coverage

The City will maintain 1.35 times average annual debt service, above the bond

covenant minimum requirement of 1.25 times average annual debt service.

Hotel Occupancy Tax (HOT) Fund

• Reserve

expenditures,

net of debt service requirements and other designations. Bond covenant also requires

1.40 times average annual debt service to be reserved.

• Designations

Capital Infrastructure

The City Council may designate available fund balance for the maintenance of

assets considered part of the City’s “Sports Capital of Texas” strategic goal

and to meet the statutory requirements for the use of these funds. These

owned Dell Diamond Triple A baseball stadium

and conference center, the Round Rock Sports Center, and the Old Settlers

Park MultiPurpose Field Complex.

Promotion of the Arts

             

designated to fund the promotion of the Arts. The City will ensure that these

funds are used to promote tourism as required by statute through an annual

review of the use of the funds.

Round Rock Transportation and Economic Development Corporation

(RRTEDC) (Type B)

• Allocation of Funds for Projects

A five

ensure adequate funds are available for transportation, economic development and

other allowed uses of Type B funds. This fiveyear plan will be reviewed by staff at

least quarterly and updates will be presented to the Type B board as needed for

transportation capital improvements programs economic incentive programs

other legally allowable projects approved by the Type B board and ratified

by Council.

• Reserve

The RRTEDC shall maintain a minimum of $1 million or 33% of recurring operating

type expenditures.

Sports Center

• Reserve



net debt service requirements and other designations.

• Designation

It is the goal of the City Council to establish a capital replacement account of $3

million to ensure the facility is maintained.

Investment Reimbursement

At such time as revenues are sufficient to meet operations, reserve and

replacement funds, this fund is expected to repay the GSFC and HOT for

initial investment in the Sports Center Facility.

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APPENDIXAPPENDIX

Multi-Purpose Field Complex

• Reserve

ays of operating expenses.

• Designation

A designation of $750,000 is established as a capital replacement account to ensure

the facility is maintained.

• Funding Source

Operating and debt principal and interest costs not covered by tournament and field

rentals will be funded by transfers from the General Fund and HOT Fund at 50% from

each fund.

Golf Course Fund

• Reserve

It is the goal of the City Council to establish fund balance reserves of 25% or ninety



• Designation

A designation of $150,000 is established as a capital replacement account to ensure

the facility is maintained.

REVENUES

The City will maintain a diverse and stable revenue system. In order to protect the City from

revenue shortfalls and to maintain a stable level of service, revenues will be estimated

realistically and conservatively taking into account the volatile nature of various revenue

streams. The analysis will include probable economic changes and their impacts on revenues,

historical collection rates, and trends. The benefits of a revenue source should exceed the cost

of administration and collection of that revenue.

•

Property Tax

All real and business personal property located within the City will be valued at 100% of the

fair market value for any given year based on the current appraisal supplied by Williamson

and Travis Central Appraisal Districts.

•

Sales Tax

Sales tax revenue will be used to fund the recurring operations of the General Fund, the

transportation improvements and economic 

   time capital requirements in the General Self Finance Construction

Fund. Sales tax revenue fluctuates due to changes in economic conditions and will be

closely monitored to ensure the needs of the City are met.

The City’s goal is to have balanced and reliable ongoing revenues for its General Fund

operations without overreliance on any single sales tax provider. Therefore, Dell sales

tax receipts, net of rebate, are not to exceed 20% of budgeted sales tax revenues in the



will be budgeted and deposited in the General Self Finance Construction Fund for pay

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

• User Fees and Charges

For services associated with a user fee or charge, the direct and/or indirect costs of that

service will be offset by a fee where possible. The City will review fees and charges no

less than once every two years to ensure that fees provide adequate coverage for the

cost of services. The City Council will determine how much of the cost of a service should

be recovered by fees and charges.

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FINANCIAL POLICIESFINANCIAL POLICIES

• Utility Rates

Rates will be reviewed periodically and adopted to generate sufficient revenues to fully

cover operating expenses, meet debt coverage requirements and provide an adequate

level of working capital. The utility revenues will be budgeted based on an average year’s

rainfall/consumption. The rate analysis will anticipate neither drought nor wet conditions.



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

will be budgeted to fund payasyougo one

City’s goal to have growth pay for growth through impact fees and developer contributions

where practical.

•

Franchise Fees

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

to reimburse the City for use of public streets and rights of way.

•

Hotel Occupancy & Venue Taxes

Taxes imposed on hotel room nights allowed by statutory and charter authority. The use

of these revenues are limited by state law to specific tourism promotion activities. The

revenues will be estimated using actual properties and occupancy rates and prior year

revenue collections.

• Non-Recurring Revenues

Onetime or nonrecurring revenues should not be used to finance current ongoing

operations.

EXPENDITURES

•

Appropriations & Transfers

All expenses of the City will be made in accordance with the adopted annual budget or

as legally amended. The legal level of control is at the fund level. The City Manager is



any transfers or amendments that change the total expenditures of any fund must be

approved by the City Council.

•

Procurement

In accordance with state law and city ordinances, the City is to provide for the fair and

equitable treatment of all persons involved in public purchasing with the City of Round

Rock, to m

safeguards for maintaining a procurement system of quality and integrity while meeting

all legally mandated federal, state, and local requirements. Competitive pricing will be

sought in accordance with the following guidelines to ensure the best value is obtained

through the procurement of products and services.

• Formal Approvals

The City Manager or City Council approval is required as detailed below.

City Manager Approval

▪

Any outside agreement/contract that requires a signature under

$50,000.00;

City Council Approval

▪

Any item the City Manager deems necessary to require City Council

approval;

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APPENDIXAPPENDIX

▪

Any outside agreement/contract over $50,000.00;

▪

All intergovernmental agreements

•

Authorized Purchases

           

certain planned purchases as approved in advance by Council. This policy allows the

City Manager to approve items as listed without going back to Council under certain

conditions.

Routine equipment and technology purchases as included in the budget and the

budget list are considered approved by Council, unless:

▪

Item is $200,000 or greater, unless the Council makes an exception,

▪

Item contains a contract requiring the Mayor’s signature;

▪

Purchase deviates from the original purchase as designated on the list;

▪

Cost exceeds the greater of 10% or $10,000; or

▪

 approval

ents will be presented to Council for

consideration and approval.

CASH MANAGEMENT AND INVESTMENTS

The City Council has formally approved a separate Investment Policy for the City of Round Rock

that meets the requirements of the Public Funds 

Texas Local Government Code. This policy is reviewed annually by the City Council and applies



the City’s Comprehen

City will maintain cash management and investment policies and procedures will maintain the

public trust through responsible actions as custodians of public funds.

Cash Management Philosophy

The City shall maintain a comprehensive cash management program to include the

effective collection of all accounts receivable, the prompt deposit of receipts to the City’s

depository, the payment of obligations, and the prudent investment of idle funds in

accordance with this policy.

Investment Objectives

The City’s investment program will be conducted as to accomplish the following listed in

priority order:

• Safety of the principal invested

• Liquidity and availability of cash to pay obligations when due

•  the

City’s investment policy.

DEBT

The City of Round Rock establishes the following policy concerning the issuance and

management of debt. This policy is to improve the quality of decisions in relation to the City’s

financing activities, provide a comprehensive view of the City’s longterm debt picture and make

it easier for decisionmakers to understand issues concerning debt issuance and management.

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FINANCIAL POLICIESFINANCIAL POLICIES

It is the intent of this policy that the City’s debt be managed and monitored so as to enhance or

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

CONDITIONS OF DEBT ISSUANCE

Debt should be issued for the purpose of meeting the needs of the community through funding

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

Longterm debt is only issued to finance the acquisition and/or construction of capital

improvements. Additionally, only capital needs identified in the community investment program will

be considered. Refunding bonds will only be issued if the present value of debt service savings

exceeds three percent of the par value of the refunded bonds.

TYPES OF DEBT

•

General Obligation Bonds

General 

The use of the proceeds from GO Bonds is limited to the acquisition or improvement of

real property and other uses allowed by law and applicable bond ordinances. Libraries,

parks and public safety facilities are all types of facilities that could be financed with GO

Bonds. To the extent that property tax revenues are used to fund debt service, an increase

to the property tax will be proposed.

•

Certificate of Obligations

Certificate of Obligations may be used to fund capital improvements or equipment that

are not otherwise funded by general obligation or revenue bonds. With CO bonds, the

voters have an option to petition for an election on whether the certificates should be

issued. There is a forty

             

petition to call an election. To the extent that property tax revenues are used to fund debt

service, an increase to the property tax will be proposed.

•

Enterprise Revenue Bonds

Enterprise Revenue Bonds finance facilities for a revenue producing enterprise and are

payable from revenue sources within that enterprise. Municipal Water and Sewer and

Solid Waste are examples of revenue producing enterprises within the City.

•

Refunding Obligations

Pursuant to the Government Code and various other financing statutes applicable in

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

for the purpose of refunding any longterm obligation of the City. Absent any significant

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



bonds on a net present value basis, using the refunding issue’s True 

as the discount rate, unless the Finance Department determines that a lower savings

percentage is acceptable for issues or maturities with short maturity dates.

• Tax Anticipation Notes

Proceeds from Tax Anticipation Notes are used to fu    

payment is future tax revenues. These instruments have a term of one to three years

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and are for a specific purpose such as temporary financing for capital improvements,

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

•

Leases

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

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

•

Assessment Bonds

Proceeds from Assessment Bonds may be used to finance local public improvements,

provided that said improvements benefit the parcels of land to be assessed. Local streets,

street lights, landscaping, sidewalks and sanitary sewers are some examples of local

improvements commonly financed by assessment bonds.

•

Internal borrowing between City funds

term reserves as “loans” between funds. The

borrowing fund will repay the loan at a rate consistent with current market conditions.



of working capital reserves by the lending fund.

•

Other Obligations

There may be special circumstances when other forms of debt are appropriate and may

be evaluated on a casebycase basis. Such other forms include, but are not limited to

limited tax notes, nonenterprise revenue bonds, bond anticipation notes, grant

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

RESTRICTION ON DEBT ISSUANCE

• The City of Round Rock will not use longterm debt to finance current operations or

normal maintenance.

• Derivative products will not be used by the City.

• Swaps will not be entered into without establishment of a Swap Policy.

• Variable rate debt will not be entered into without establishment of a Variable Rate Debt

Policy.

LIMITATIONS ON OUTSTANDING DEBT

There is no direct debt limitation in the City Charter or under State law. The City operates under



1977 that limits maximum tax rate, for all City purposes to $2.50 per $100 assessed valuation.

Administratively, the Attorney General of the State of Texas will permit allocation of $1.50 of the

$2.50 maximum tax rate for general obligation debt service.

CHARACTERISTICS OF DEBT ISSUANCE

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

standard terms that include the following:

• Term may be up to 30 years depending on cash flow assumptions, or useful life of asset

being financed.

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FINANCIAL POLICIESFINANCIAL POLICIES224

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FINANCIAL POLICIESFINANCIAL POLICIES

• Call provisions will be shortest possible optional call consistent with optimal pricing.

• The City will seek level or declining debt repayment schedules and will avoid issuing

debt that provides for balloon principal payments reserved at the end of the term of the

issue.

• The City will avoid variablerate debt due to the potential volatility of such instruments.

Therefore, the City will avoid the use of variablerate debt for its general obligation bond

issues.

• The Debt service program will be managed in conformity with applicable bond

covenants.

Commercial insurance or other credit enhancements to the bond rating shall be considered

when costeffective.

DEBT ISSUANCE PROCESS

  



RFPselected pool of underwriters to mitigate time constraints and reduce overhead costs to the

City in procuring such services. Bond counsel will be used for each transaction.

The Finance Department shall review each debt issuance transaction on a casebycase basis

to determine the most appropriate method of sale.

• Competitive Sale

In a competitive sale, bids for the purchase of the bonds are opened at a specified



bid represents the lowest true  

advantageous when the debt to be issued is less complex, the municipal bond market

for highgrade credits is stable, and the sale of the City’s bonds is assured.

o Bond sales shall be cancelable at any time prior to the time bids are to be

received.

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

interest cost, the City may restructure the bonds in accordance with the Official

Notice of Sale. The City shall reserve the 

waive bid irregularities.

• Negotiated Sale

In a negotiated sale, the City chooses the initial buyer of the bonds in advance of the

sale date. The initial buyer is usually an investment banking firm, or a syndicate of

investment banking firms interested in reoffering the bonds to investors through an

underwriting process. This type of sale allows the City to discuss different financing

techniques with the underwriter in advance of the sale date. This method is most

advantageous when the debt issue is complex, debt structuring flexibility is required



or uncertain.

• Direct Purchase

In a direct purchase, the City may select a private purchaser willing to bid a below

market rate or other preferential financing terms. Such transactions often allow debt

to be issued more efficiently by eliminating the need for bond ratings and other

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APPENDIXAPPENDIX

associated issuance costs. Such financing will be    bycase

basis, depending primarily on rates prevailing in the market from time to time.

RATING AGENCY COMMUNICATION & DISCLOSURE

The City will seek to maintain and improve its current bond ratings so its borrowing costs are

         

advisor, the City will open a line of communication with at least one of the rating agencies

(Standard and Poor’s, Moody’s or Fitch) when issuing new bonds or refunding existing bonds to

obtain an affirmed or upgraded rating.

Full disclosure of the City’s operations will be made to the bond rating agencies. The City staff, with

the assistance of the financial advisors and bond counsel, will prepare the necessary materials for

presentation to the rating agencies.

The City will adhere to the recommended disclosure guidelines as endorsed by the Public

Securities Association, the Government Finance Officers Association, the Municipal Securities







 12 defines disclosure required by the

SEC.

BOND REIMBURSEMENT RESOLUTIONS

imbursements as a tool to manage its debt issues, due to arbitrage

requirements and project timing. In so doing, the City uses its capital reserve “cash” to delay

bond issues until such time when issuance is favorable and beneficial to the City.

The City 

that have a direct impact on the City’s ad valorem tax rate when the bonds will be issued within

the term of the existing City Council. In the event of unexpected circumstances that delay the

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

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

can be resolved.

The City Council may also 

other self

The total outstanding bond reimbursements may not exceed the total amount of the City’s

reserve funds.

INVESTMENT OF BOND PROCEEDS

The City maintains in its Investment Policy document approved by the City Council, the strategy

and policies for investing bond proceeds. The City’s Investment Policy complies, and will at all

times comply, with the provisions of the Public Funds Investment Act, Chapter 2256, Texas

Government Code, as amended. Interest on bond proceeds is restricted such that it may only be



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FINANCIAL POLICIESFINANCIAL POLICIES

associated issuance costs. Such financing will be    bycase

basis, depending primarily on rates prevailing in the market from time to time.

RATING AGENCY COMMUNICATION & DISCLOSURE

The City will seek to maintain and improve its current bond ratings so its borrowing costs are

       

advisor, the City will open a line of communication with at least one of the rating agencies

(Standard and Poor’s, Moody’s or Fitch) when issuing new bonds or refunding existing bonds to

obtain an affirmed or upgraded rating.

Full disclosure of the City’s operations will be made to the bond rating agencies. The City staff, with

the assistance of the financial advisors and bond counsel, will prepare the necessary materials for

presentation to the rating agencies.

The City will adhere to the recommended disclosure guidelines as endorsed by the Public

Securities Association, the Government Finance Officers Association, the Municipal Securities

12 defines disclosure required by the

SEC.

BOND REIMBURSEMENT RESOLUTIONS

imbursements as a tool to manage its debt issues, due to arbitrage

requirements and project timing. In so doing, the City uses its capital reserve “cash” to delay

bond issues until such time when issuance is favorable and beneficial to the City.

that have a direct impact on the City’s ad valorem tax rate when the bonds will be issued within

the term of the existing City Council. In the event of unexpected circumstances that delay the

can be resolved.

other self

The total outstanding bond reimbursements may not exceed the total amount of the City’s

reserve funds.

INVESTMENT OF BOND PROCEEDS

The City maintains in its Investment Policy document approved by the City Council, the strategy

and policies for investing bond proceeds. The City’s Investment Policy complies, and will at all

times comply, with the provisions of the Public Funds Investment Act, Chapter 2256, Texas

Government Code, as amended. Interest on bond proceeds is restricted such that it may only be

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actual need to rotate an auditing firm will be considered, but only at the discretion of the

City Council in providing for the best financial oversight of the City.

•

External Reporting

Upon completion and acceptance of the annual audit by the City’s auditors, the City will



to the City Council within 180 calendar days of the City’s fiscal year end. The CAFR will



           

evaluation and consideration for the Certificate of Achievement in Financial Reporting.

•

Receivables Policy

All receivables of the City are accounted for, aged and collected at the earliest

opportunity. Delinquent receivables are processed expediently and collection agencies



•

Payables Policy

All payables for incurred expenses are accounted for, aged and paid at the latest

permissible time to maximize the City’s investment earning capability. All applicable

discounts are taken.

INTERNAL CONTROLS

The Finance Department is responsible for designing appropriate controls for the departments

and the departments are responsible for implementation. Inherent in these responsibilities is

the recognition that the cost of the internal control should not exceed the benefits expected to

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

not absolute, assurance that assets are safeguarded from fraud and are recorded properly.

•

Department Policies

Where appropriate, this City will maintain appropriate policies to manage budgetary

expenditures and control, procurements, personnel, and staffing management. These

policies will be developed, updated, and approved by the City Manager as necessary.

•

Written Procedures

Wherever possible, written procedures will be established and maintained by the CFO

for all functions involving cash handling and/or accounting throughout the City.

•

Internal Audit Program

An internal audit program will be maintained by the CFO to ensure compliance with City

policies and procedures and to prevent the potential for fraud.

EMPLOYEES & COMPENSATION

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

City and to maintaining its high standards, the City’s policy as an employer is to attract and retain

quality employees who provide excellent, friendly service to the Round Rock community

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FINANCIAL SUMMARIESFINANCIAL SUMMARIES

in an effective and efficient manner.

To meet the goal of a quality workforce, the City will maintain competitive compensation and

benefit programs.

•

The proposed budget will include an amount adequate to cover changes in market

salaries, as well as funds for performancebased merit increases as determined annually

by the City Manager.

•

The City will maintain a competitive health insurance program, including considering new

 manner.

SELF INSURANCE & RISK MANAGEMENT

The City will maintain an internal service fund to account for the selffunded health insurance

coverage for all City employees. In addition to the basic coverage provided to each employee, the

employee may purchase dependent coverage through payroll deductions. Coverage will be

financed by contributions from the City and employee payroll deductions.

The City will make a diligent effort to avoid or prevent loss of City assets and to reduce the City’s

exposure to liability. All reasonable options will be investigated to finance risk exposure. If risk

is retained, reserves will be established based on actuarial determinations.

FEDERAL AND STATE GRANTS

The City will seek State and Federal grants where applicable and practical. The benefits of the

grant should exceed the cost of administration of the grant when possible. Council should

approve the application of all grants that will have future funding requirements.

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HOME RULE CHARTERHOME RULE CHARTER

ARTICLE 8

FINANCIAL ADMINISTRATION

Sec. 8.01. - Fiscal year.

The fiscal year of the City shall begin on the first day of each October and end on the last day of

September of the succeeding year. All funds collected by the City during any fiscal year,

including both current and delinquent revenues, shall belong to such fiscal year and, except for

funds derived to pay interest and create a sinking fund on the bonded indebtedness of the City,

may be applied to the payment of expenses incurred during such fiscal year, except as provided

in this Charter. Any revenues uncollected at the end of any fiscal year, and any unencumbered

funds actually on hand, shall become resources of the next succeeding fiscal year.

State Law reference— City fiscal year, V.T.C.A., Local Government Code § 101.022, V.T.C.A.,

Tax Code § 1.05.

Sec. 8.02. - Public record.

Copies of the budget adopted shall be public records and shall be made available to the public

for inspection upon request.

State Law reference— Local Government Records Act, V.T.C.A., Local Government Code ch.

201.

Sec. 8.03. - Annual budget.

Content. The budget shall provide a complete financial plan of all City funds and activities

and, except as required by law or this Charter, shall be in such form as the City Manager deems

desirable or the City Council may require. A budget message explaining the budget both in

fiscal terms and in terms of the work programs shall be submitted with the budget. It shall

outline the proposed financial policies of the City for the ensuing fiscal year, describe the

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



the City's debt position and include such other material as the City Manager deems desirable.

The budget shall begin with a clear general summary of its contents and shall show in detail all

estimated income, indicating the proposed property tax levy, and all proposed expenditures,

including debt service, for the ensuing fiscal year. The proposed budget expenditures shall not

exceed the total of estimated income. The budget shall be so arranged as to show comparative

figures for actual and estimated income and expenditures of the current fiscal year and actual

income and expenditures of the preceding fiscal year, compared to the estimate for the

budgeted year. It shall include in separate sections:



reasons for proposed increases or decreases of such items of expenditure compared with

the current fiscal year;

Amended May 6, 2017

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a separate schedule for each department, indicating tasks to be accomplished by the

department during the year, and additional desirable tasks to be accomplished, if possible;

a statement of the total probable income of the City from taxes for the period covered by the

estimate;

tax levies, rates, and collections for the preceding five years;

from sources other than the tax levy;

the amount required for interest on the City's debts, for sinking fund and for maturing serial

bonds;

the total amount of outstanding City debts, with a schedule of maturities on bond issue;

anticipated net surplus or deficit for the ensuring fiscal year of each utility owned or operated

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

giving detailed income and expenditure information shall be attached as appendices to the



a Capital Improvement Program, which may be revised and extended each year to indicate

capital improvements pending or in process of construction or acquisition, and shall include the

following items:

i. a summary of proposed programs;

ii. a list of all capital improvements which are proposed to be undertaken during the five



for such improvements;

iii. cost estimates, method of financing and recommended time schedules for each such

improvement; and

iv. the estimated annual cost of operating and maintaining the facilities to be constructed

or acquired; and

such other information as may be required by the City Council.

Submission. On or before the first day of August of each year, the City Manager shall submit

to the City Council a proposed budget and an accompanying message. The City Council shall

review the proposed budget and revise same as deemed appropriate prior to general circulation

for public hearing.

Public Notice and Hearing. The City Council shall post in the City Hall a general summary of

the proposed budget and a notice stating:

the times and places where copies of the message and budget are available for inspection

by the public; and

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

the budget.

Amendment Before Adoption. After the hearing, the City Council may adopt the budget with

or without amendment. In amending the budget, it may add or increase programs or amounts

and may delete or decrease any programs or amounts, except expenditures required by law or

for debt service or for estimated cash deficit, provided that no amendment to the budget shall



plus funds available from prior years.

Adoption. The budget shall be finally adopted not later than the final day of the last month of

the fiscal year. Adoption of the budget shall constitute a levy of the property tax therein

proposed. Should the City Council take no final action on or prior to such day the budget, as

submitted, together with its proposed tax levy, shall be deemed to have been finally adopted by

the City Council. No budget shall be adopted, or appropriations made unless the total of

estimated revenues, income and funds available shall be equal to or in excess of such budget

or appropriations, except as otherwise provided in this Article.



State Law reference— Municipal budget, V.T.C.A., Local Government Code ch. 102; when

charter provisions control, V.T.C.A., Local Government Code § 102.011.

Sec. 8.04. - Administration of budget.

 Payments and Obligations Prohibited. No payment shall be made, or obligation incurred

against any allotment or appropriation except in accordance with appropriations duly made and

unless the City Manager or designee first certifies that there is a sufficient unencumbered

balance in such allotment or appropriations and that sufficient funds therefrom are or will be

available to cover the claim or meet the obligation when it becomes due and payable. Any

ion of payment or incurring of obligation in violation of the provisions of this Charter

shall be void and any payment so made illegal. Such action shall be the cause for removal of

h obligations,

and such employee shall also be liable to the City for any amount so paid. However, this

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

contracts for capital improvements to be financed wholly or partly by the issuance of bonds, time

warrants, certificates of indebtedness, or certificates of obligation, or to prevent the making of

any contract or lease providing for payments beyond the end of the fiscal year, provided that

such action is made or approved by ordinance.

Financial Reports. The City Manager shall submit to the City Council at least quarterly the

financial condition of the City by budget item, and budget estimate versus accruals for the fiscal

year to date. The financial records of the City will be maintained on an accrual basis to support

this type of financial management.



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Sec. 8.05. - Emergency appropriations.

At any time in any fiscal year, the City Council may, pursuant to this section, make emergency

appropriations to meet a pressing need for public expenditure, for other than regular or recurring

requirements, to protect the public health, safety or welfare. Such appropriation shall be by



qualified and serving and shall be made only upon recommendation of the City Manager. The

total amount of all emergency appropriations made in any fiscal year shall not exceed the

amount allowed by state law.



Sec. 8.06.  Borrowing to meet emergency appropriations.

In the absence of unappropriated available revenues or other funds to meet emergency

appropriations provided for under the preceding Section 8.05, the City Council may by

owing of money to meet such deficit as provided by law.



Sec. 8.07. - Borrowing in anticipation of property taxes.

In any fiscal year, in anticipation of the collection of the ad valorem property tax for such year,

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



the budget for that fiscal year. Such borrowing shall be by the issuance of negotiable notes of

the City, each of which shall be designated, "Tax Anticipation Note for the Year ____________ "

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

fiscal year in which issued.



Sec. 8.08. - Depository.

All monies received by any person, department or agency of the City for or in connection with

affairs of the City shall be deposited promptly in the City depository or depositories, which shall

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

requirements as to security for deposits and interest thereon as may be established by

ordinance. All checks, vouchers, or warrants for the withdrawal of money from the City

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

designee, as approved by City Council ordinance. Provided, that the City Council, under such

regulations and limitati

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

such checks, vouchers and warrants.

 

State Law reference— Depositories for municipal funds, V.T.C.A., Local Government Code ch.

105.

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APPENDIXAPPENDIX

Sec. 8.09. - Purchase procedure.

All purchases made and contracts executed by the City shall be pursuant to a requisition from

the head of the office, department or agency whose appropriation will be charged and no

contract order shall be binding upon the City unless the City Manager certifies that there is to

the credit of such office, department or agency a sufficient unencumbered appropriation and

allotment balance to pay for the supplies, materials, equipment or contractual services for which

the contract or order is to be issued.



amendment approved by voters Apri

State Law reference— Competitive bidding, V.T.C.A., Local Government Code § 252.021 et

seq.; exemptions, V.T.C.A., Local Government Code §§ 252.022, 252.023.

Sec. 8.10. - Independent audit.

At the close of each fiscal year, and at such other times as it may be deemed necessary, the

Council shall cause an independent audit to be made of all accounts of the City by a certified

public accountant. The certified public accountant so selected shall have no personal interest,

directly or indirectly

completion of the audit, a copy of the audited annual financial report shall be placed in the

public library and placed on file in the City Clerk's office as public record.

ter amendment approved by voters January 20, 1996; May 15, 2004; May 10, 2008;



State Law reference— Audit of municipal finances, V.T.C.A., Local Government Code ch. 103.

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BUDGETBUDGET

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TAX LEVYTAX LEVY

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TAX LEVYTAX LEVY

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APPENDIXAPPENDIX

TAX RATE CALCULATION WORKSHEETTAX RATE CALCULATION WORKSHEET

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TAX RATE CALCULATION WORKSHEETTAX RATE CALCULATION WORKSHEET

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APPENDIXAPPENDIX

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APPENDIXAPPENDIX

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APPENDIXAPPENDIX

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APPENDIXAPPENDIX

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APPENDIXAPPENDIX

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TAX RATE CALCULATION WORKSHEETTAX RATE CALCULATION WORKSHEET

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WATER UTILITY RATESWATER UTILITY RATES

Adopted September 26, 2019

This ordinance amends the prior utility rate ordinance by repealing a scheduled water rate increase.

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APPENDIXAPPENDIX

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APPENDIXAPPENDIX

GLOSSARYGLOSSARY

Accrual Basis – A method of accounting that

recognizes the nancial eect of events, and

interfund activities when they occur, regardless of

the timing of related cash ows.

Ad Valorem Tax – A tax levied on the assessed value

of real property (also known as “property taxes”).

Amortize – To provide for the gradual extinguishment

of (as a mortgage) usually by contribution to a sinking

fund at the time of each periodic payment.

Appropriation – a specic amount of money

authorized by City Council to make expenditures and

incur obligations for specic purposes, frequently

used interchangeably with “expenditures”.

Assessed Valuation - A valuation set upon real

estate or other property by a government as a

basis for levying taxes. (Note: Property values are

established by the Williamson County Appraisal

District).

Asset - A probable future economic benet

obtained or controlled by an entity because of past

transactions or events. A current asset is cash or

readily convertible into cash within a one-year time

frame.

Audit - To conduct an ocial nancial examination

of an organization’s accounts.

Balanced Budget - A budget where total revenues

are equal to or great than total expense.

Benchmark - A comparison of performances across

many organizations in order to better understand

one’s own performance.

Bond - A written promise to pay a specic sum of

money, called the face value or principal amount,

at a specic date or dates in the future, called the

maturity date, together with periodic interest at a

specied rate.

Bonded Debt - The portion of indebtedness

represented by outstanding bonds.

Budget - A plan of nancial operation specifying

expenditures to be incurred for a given period to

accomplish specic goals, and the proposed means

of nancing them.

Budget Calendar – The schedule of key dates or

milestones which the City follows in preparation,

adoption, and administration of the budget.

Budget Year – From October 1st through September

30th, this is the same as the scal year.

Capital Improvement Program – A plan for capital

expenditures to provide long-lasting physical

improvements to be incurred over a xed period

of several future years. Examples include land,

improvements to land, easements, buildings,

building improvements and infrastructure.

Capitalized Lease Proceeds - Financing obtained

through a three to ve-year leasing program for

durable equipment and rolling stock.

Capital Outlay - Expenditures which result in the

acquisition of or addition to xed assets.

Capital Projects Fund - A fund created to account for

nancial resources to be used for the acquisition or

construction of major capital facilities or equipment.

Capital Recovery Fee - see Impact Fee

Community Development Block Grant (CDBG)

– Federal HUD entitlement funds used to meet a

variety of needs of low income citizens including

housing, infrastructure, equipment, facilities and

public services.

Certicate of Obligation (C.O.) - A form of general

obligation debt.

Certied Tax Roll - A list of all taxable properties,

values and exemptions in the City. This roll is

established by the Williamson County Appraisal

District.

Comprehensive Annual Financial Report - The

annual nancial report prepared by the City of Round

Rock covering all nancial activities and audited by

an independent certied public accountant.

Convention and Visitor’s Bureau (CVB) – The

designated sales and marketing department for the

City.

Debt Service – The payment of principal and interest

on borrowed funds.

Debt Service Fund - A fund established to account

for the accumulation of resources for, and the

payment of, long-term debt principal and interest.

Delinquent Taxes - Taxes remaining unpaid on and

after the date due.

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GLOSSARYGLOSSARY 263

APPENDIXAPPENDIX

Dell Sales Tax – Economic development agreement



2043

Demand

of population or user activity.

Department     

      



Depreciation – The decrease in value of physical

assets due to use and the passage of time.

Destination Marketing Organization (DMO) –

A resource used by the CVB to enhance the “Sports

Capital of Texas” marketing program for the City.

Division – A logical subset of the city department

used to help manage expenditures by activity.

Eectiveness     

that measures the quality of the program outputs.

Eciency     

measures the accomplishments of program goals



Encumbrance – Commitments related to

     

services.

Enterprise Fund – A fund used to account for

      

similar to private business enterprises in that they

    

full accrual accounting.

Executive Pay – This is the pay structure established

for the City Management and City Director level

positions.

Exempt Pay – This is the City’s pay structure

for positions that are not paid by the hour. These

positions also do not have overtime compensation.

Expenditure 

an asset obtained or goods and services obtained.

Expense – A charge incurred in an accounting

period, whether actually paid in that accounting

period or not.

Filing Fee       

         

department.

Fiscal

Fiscal Year       

annual operating budget applies and at the end of

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

and the results of its operations.

Fixed Assets      

which are intended to continue to be held or used,

such as land, buildings, improvements other than

buildings, machinery and equipment.

Franchise       

government permitting the continuing use of public

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

Full Faith and Credit      

taxing power of the City to repay debt obligations.

This term is typically used in reference to general

obligation bonds.

Full-time Equivalent (FTE)

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

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

      



hours annually represents a .5 FTE.

Fund         

balancing set of accounts recording cash and other

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

and residual equities or balances, and changes

therein. Funds are usually established to account

for activities of a certain type.

Fund Balance

in a governmental fund.

Gap Analysis      

steps to be taken in moving from a current state to a



needs analysis, and needs assessment.

GAAP – Generally Accepted Accounting Principles.

General Fund        

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

accounted for in another fund. This fund includes

most of the basic operating services such as

      

library services, street maintenance and general

administration.

General Obligation Bonds 

of which the full faith and credit of the City is pledged.

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GLOSSARYGLOSSARY264

APPENDIXAPPENDIX

GLOSSARYGLOSSARY

GIS (Geographical Information System) Fees 

fee intended to defray costs of adding plats to the

City’s electronic mapping system.

Goals

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

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



Governmental Fund – It refers to the General Fund,

all Special Revenue Funds and Debt Service Funds.

Grant – Contributions or gifts of cash or other assets

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

purpose, activity or facility.

HOT – Hotel Occupancy Tax – 7% of room rental

• 

promotion purposes

• Typically termed as “heads in beds” programs

I&S G.O. Bond Fund



Impact Fee        

wastewater service connections. Fees are to be



improvements and are accounted for in the Water/



Income



Infrastructure





Inputs – A program performance indicator that

measures the amount of resources expended or

consumed by the program in the delivery of service



Inventory – A detailed listing of property currently

held by the City.

LaserFiche

Liability      



particular entity to transfer assets or provide

services to other entities in the future as a result of

past transactions or events. Current liabilities are

         

year time frame.

Levy – To impose taxes, special assessments, or

service charges for the support of City activities.

Line Item Budget      





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

category.

Long-Term Debt

a fund liability with a maturity of more than one year.

Modied Accrual Basis – The basis of accounting



period in which they become measurable and

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

accounting period in which the fund liability is

incurred, if measurable.

Non-exempt Pay – This is the City’s pay structure

for positions that are paid by the hour. These

positions are eligible for overtime pay after working



hours above 40.

Objectives

relation to goals.

Operating Budget     

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

them.

Outputs

indicators that measure the quantity of work

performed by the program. These are units of

service delivered by the program to its customers.

Sometimes this is called workload.

Performance Budget

activities rather than line item expenditures. Work

load and unit cost data are collected in order to



Policy – A plan, course of action, or guiding

principle, designed to set parameters for decisions

and actions.

Program

activities within the City or within a Department.

Fill Online, Printable, Fillable, Blank City of Round Rock Adopted Budget (City of Round Rock, Texas) Form

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Fillable City of Round Rock Adopted Budget (City of Round Rock, Texas)

Fill Online, Printable, Fillable, Blank City of Round Rock Adopted Budget (City of Round Rock, Texas) Form

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