INTRODUCTIONINTRODUCTION
i
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
1
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
2
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
Back to TOCBack to TOC
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
Back to TOCBack to TOC
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.
Back to TOCBack to TOC
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%
8%
9%
10%
Back to TOCBack to TOC
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
8%
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.
Back to TOCBack to TOC
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%
Back to TOCBack to TOC
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%
7%
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%
9%
Back to TOCBack to TOC
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.
Back to TOCBack to TOC
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.
Back to TOCBack to TOC
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

Back to TOCBack to TOC
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
ce
$34.3M
Fire
$24.5M
Principal & Interest
$43.0M
Capital
Proj
ects
$192.1M
46%
10%
6%
8%
3%
7%
14%
6%
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
n
$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




$0
$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
Back to TOCBack to TOC
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%
5%
5%
6%
3%
2%
0.5%
0.5%
Back to TOCBack to TOC
18
BUDGET MESSAGEBUDGET MESSAGE
Back to TOCBack to TOC
19
STRATEGIC PLANSTRATEGIC PLAN
STRATEGIC PLANNING FOR THE CITYSTRATEGIC PLANNING FOR THE CITY
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.
Back to TOCBack to TOC
20
STRATEGIC PLANSTRATEGIC PLAN
CITY VISIONCITY VISION
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
Back to TOCBack to TOC
21
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
Back to TOCBack to TOC
22
STRATEGIC PLANSTRATEGIC PLAN
CITY GOALSCITY GOALS
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
Back to TOCBack to TOC
23
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
Back to TOCBack to TOC
24
STRATEGIC PLANSTRATEGIC PLAN
POLICY AGENDA - TOP PRIORITY PROJECTSPOLICY AGENDA - TOP PRIORITY PROJECTS
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
Back to TOCBack to TOC
25
STRATEGIC PLANSTRATEGIC PLAN
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
Back to TOCBack to TOC
26
STRATEGIC PLANSTRATEGIC PLAN
POLICY AGENDA - HIGH PRIORITY PROJECTSPOLICY AGENDA - HIGH PRIORITY PROJECTS
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
Back to TOCBack to TOC
27
STRATEGIC PLANSTRATEGIC PLAN
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
Back to TOCBack to TOC
28
STRATEGIC PLANSTRATEGIC PLAN
MANAGEMENT AGENDA - TOP PRIORITY PROJECTSMANAGEMENT AGENDA - TOP PRIORITY PROJECTS
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
Back to TOCBack to TOC
29
STRATEGIC PLANSTRATEGIC PLAN
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
Back to TOCBack to TOC
30
STRATEGIC PLANSTRATEGIC PLAN
MANAGEMENT AGENDA - HIGH PRIORITY PROJECTSMANAGEMENT AGENDA - HIGH PRIORITY PROJECTS
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
Back to TOCBack to TOC
31
STRATEGIC PLANSTRATEGIC PLAN
MANAGEMENT AGENDA - HIGH PRIORITY PROJECTSMANAGEMENT AGENDA - HIGH PRIORITY PROJECTS
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
Back to TOCBack to TOC
32
STRATEGIC PLANSTRATEGIC PLAN
LONG RANGE FINANCIAL PLANNINGLONG RANGE FINANCIAL PLANNING
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.


Back to TOCBack to TOC
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.
Back to TOCBack to TOC
34
CITY PROFILECITY PROFILE
CITY ORGANIZATIONAL CHARTCITY ORGANIZATIONAL CHART
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
Back to TOCBack to TOC
35
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
Back to TOCBack to TOC
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
   
    

Back to TOCBack to TOC
37
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,

0
500
1,000
1,500
2,000
1850 1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960
250
450
800
1,250
1,438
1,138
1,000
900
1,173
1,240
1,438
1,878
Source: US Census Bureau
HISTORICAL CITY POPULATION, 1850 TO 1960
Back to TOCBack to TOC
38
CITY PROFILECITY PROFILE
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
Back to TOCBack to TOC
39
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
0
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
Back to TOCBack to TOC
40
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,


B
r
u
s
h
y
C
r
e
e
k
I
H
3
5
I
H
3
5
O
l
d
S
e
t
t
l
e
r
s
B
l
v
d
7
9
A
W
G
r
i
m
e
s
M
a
y
s
S
t
G
a
t
t
i
s
S
c
h
o
o
l
R
o
a
d
R
e
d
B
u
d
L
a
ne
F
M
6
2
0
4
5
G
r
e
e
n
l
a
w
n
B
l
v
d
U
n
i
v
e
r
s
i
t
y
B
l
v
d
1
2
3
7
8
9
10
11
12
13
14
4
6
5
CITY PROFILECITY PROFILE
DESTINATION ROUND ROCKDESTINATION ROUND ROCK
DESTINATION ROUND ROCKDESTINATION ROUND ROCK
Back to TOCBack to TOC
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.
41
CITY PROFILECITY PROFILE
ACCOLADESACCOLADES
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

Back to TOCBack to TOC
42
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%
5%
10%
20%
7%
11%
8%
9%
5%
9%
3%
5%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Transportation planning
Municipal court services
Enforcement of codes and ordinances
Maintenance of streets and sidewalks
Customer service
Communication with the public
Stormwater runoff & flood prevention
Water and wastewater services
Library services
Trash, recycling, & yard waste collection
Emergency medical services
Parks and recreation services
Police services
Fire services
Very Satisfied Satisfied
Neutral
Dissatisfied
CITY PROFILECITY PROFILE
CITY SURVEY RESULTSCITY SURVEY RESULTS
CITY SURVEY RESULTSCITY SURVEY RESULTS
Back to TOCBack to TOC



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
1%
13%
17%
30%
33%
49%
62%
85%
Other Issues
Public Transportation
Crime
Road Repair/Maintenance/Expansion
School Related Issues
Controlling rapid growth
High taxes/property taxes/finances
Traffic
43
CITY PROFILECITY PROFILE
CITY SURVEY RESULTSCITY SURVEY RESULTS
Back to TOCBack to TOC
44
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%

0
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
CITY POPULATIONCITY POPULATION
Back to TOCBack to TOC
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
5
Baltgem Development Corp.

87,753,234
6
CMF 15 Portfolio, LLC

87,550,060
7
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
45
CITY PROFILECITY PROFILE
CITY TOP TENSCITY TOP TENS
CITY TOP TENSCITY TOP TENS
Back to TOCBack to TOC
46
CITY PROFILECITY PROFILE
CITY POPULATIONCITY POPULATION
Back to TOCBack to TOC
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
1%
Other Taxes &
Franchise Fees
$7.2M
2%
Fines,
Perm
its, & Fees
$11.0M
3%
Utility &
Garbage
C
harges
$60.3M
14%
Progr
am Revenues
$6.2M
2%
Contracts & Other
$59.9M
14%
Bond
Proceeds &
Capital Lease
$114.7M
27%
Self Finance/Use of
Fund Balance (Cash)
$17.3M
4%
PARD/Library/
Sports Tourism
$25.3M
6%
Support
Departments
$19.9M
5%
Planni
ng
$6.8M
2%
Transfers Out &
Fiscal Support
$24.6M
6%
Utilities &
Stormwater
$30.0M
7%
Transportation
$14.3M
3%
Police
$34.3M
8%
Fire
$24.5M
6%
General Services
$5.4
1%
Principal & Interest
$43.0M
10%
Capital
Proj
ects
$192.1M
46%
Back to TOCBack to TOC
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
Back to TOCBack to TOC
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
Ex
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
Back to TOCBack to TOC
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
$7.3M
2%
Fund
Personnel
Services
Operating
Expenses
Capital
Outlay
De
bt
Service Transfers
Total
Budget
General Fund 90,400,829$ 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$
Back to TOCBack to TOC
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.
Back to TOCBack to TOC
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
Back to TOCBack to TOC
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
Pr
ojected
A
ct
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
Back to TOCBack to TOC
54
REVENUE SUMMARIESREVENUE SUMMARIES
GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL
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
Back to TOCBack to TOC
GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL 55
REVENUE SUMMARIESREVENUE SUMMARIES
Downtown Parklets
2018
Actual
2019
Act
ual
2020
Revised
Budge
t
2020
Projected
A
ctual
2021
Adopted
Budge
t
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
Back to TOCBack to TOC
56
REVENUE SUMMARIESREVENUE SUMMARIES
GENERAL FUND REVENUE DETAILGENERAL FUND REVENUE DETAIL
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$
Back to TOCBack to TOC
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

Back to TOCBack to TOC
58
REVENUE SUMMARIESREVENUE SUMMARIES
PROPERTY TAX TERMINOLOGYPROPERTY TAX TERMINOLOGY
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.
Back to TOCBack to TOC
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
Back to TOCBack to TOC
60
REVENUE SUMMARIESREVENUE SUMMARIES
PROPERTY TAX VALUE INFOGRAPHICPROPERTY TAX VALUE INFOGRAPHIC
Entertainment
$273
6%
Utilities
$214
4%
Clothing
$139
3%
Transportation
$798
17%
Taxes
$488
10%
Healthcare
$394
8%
Phone
$114
2%
Household Items
$326
7%
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
$5
Fiscal Support
$8
General Services
$5
Library
$3
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.*
Back to TOCBack to TOC
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
5%
Wilco FM/RD
$9
2%

WCID
$4
1%
Entertainment
$273
6%
Utilities
$214
4%
Clothing
$139
3%
Transportation
$798
17%
Taxes
$488
10%
Healthcare
$394
8%
Phone
$114
2%
Household Items
$326
7%
Housing
$1496
31%
Food
$603
12%
Back to TOCBack to TOC
62
REVENUE SUMMARIESREVENUE SUMMARIES
ASSESSED VALUES & PROPERTY TAX RATE HISTORYASSESSED VALUES & PROPERTY TAX RATE HISTORY
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
0.41465
0.42500
0.43000
0.42000
0.43900
0.43900
$0.32
$0.34
$0.36
$0.38
$0.40
$0.42
$0.44
$0.46
$0
$2
$4
$6
$8
$10
$12
$14
$16
$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
Back to TOCBack to TOC
TAXABLE ASSESSED VALUATION TAXABLE ASSESSED VALUATION 63
REVENUE SUMMARIESREVENUE SUMMARIES
TAXABLE ASSESSED VALUATION TAXABLE ASSESSED VALUATION
$1
$3
$5
$7
$9
$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
Back to TOCBack to TOC
64
REVENUE SUMMARIESREVENUE SUMMARIES
10 YEAR PROPERTY TAX & SALES TAX ANALYSIS - GENERAL FUND10 YEAR PROPERTY TAX & SALES TAX ANALYSIS - GENERAL FUND
10 YEAR PROPERTY TAX & SALES TAX ANALYSIS - GENERAL FUND10 YEAR PROPERTY TAX & SALES TAX ANALYSIS - GENERAL FUND
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
$50
$55
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

Back to TOCBack to TOC
GENERAL FUND REVENUESGENERAL FUND REVENUES 65
REVENUE SUMMARIESREVENUE SUMMARIES
GENERAL FUND REVENUESGENERAL FUND REVENUES
$0
$20
$40
$60
$80
$100
$120
$140
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020* 2021*
Millions
Property Taxes Sales Taxes Other Revenues
Other Revenues
Property Taxes
Sales Taxes
48%
27%
25%
23%
37%
40%

Year Property Taxes Sales Taxes Other Revenues Total Revenue
2012 $22,248,742 $39,443,432 $20,380,583 $82,072,757
2013 23,493,510 42,280,277 20,610,670 86,384,457
2014 24,330,110 43,926,440 22,501,741 90,758,291
2015 25,416,408 44,456,908 25,162,098 95,035,414
2016 27,017,296 44,470,674 24,854,687 96,342,657
2017 31,39