Travis County, Texas

FY 2020 Budget Preparation Manual

Planning and Budget Office

March 2020

TABLE OF CONTENTS

Introduction to the FY 2020 Budget Manual .................................................................................. 1

I. Annual Budget Kickoff .............................................................................................................. 2

II. Budget Calendar - Key Dates ................................................................................................... 2

FY 2020 Budget Guidelines ............................................................................................................. 3

Travis County Vision, Mission Statement, Guiding Principles, and Goals ................................... 3

Introduction ................................................................................................................................. 3

Economic Outlook ....................................................................................................................... 4

On the National Front .............................................................................................................. 4

The Texas Economy ................................................................................................................. 5

The Travis County Economy .................................................................................................... 5

Legislative Update and Financial Considerations ........................................................................ 6

FY 2020 Budget Considerations .................................................................................................. 6

Departmental Target Budgets ................................................................................................. 7

Maintenance and Operations Budget Drivers ......................................................................... 7

Workforce Investments and Countywide Budget Drivers ....................................................... 8

Program Specific Budget Drivers ........................................................................................... 14

Identified Budget Related Matters Not Included in Budget Drivers ..................................... 17

Reserve Levels ........................................................................................................................... 18

Five-Year Financial Forecast ...................................................................................................... 19

Property Taxes, Exemptions and Historical Property Tax Rates ........................................... 19

Budget Preparation Guidance for County Offices and Departments ....................................... 25

Target Budgets ....................................................................................................................... 26

Maintaining Current Service Levels ....................................................................................... 26

Non-County Requests ............................................................................................................ 26

Unspent Balances, Zero-Based Line Items, Vacancies, and Salary Savings ........................... 27

Special One-Time Funding for Select New Programs ............................................................ 27

Non-Property Tax Revenue ................................................................................................... 28

Calendar .................................................................................................................................... 29

Key Dates for Departments and Offices ................................................................................ 29

Budget Target Submission ............................................................................................................ 30

I. Budget Submission Summary (PB-1 form) ............................................................................. 30

II. Department Strategy Form ................................................................................................... 31

III. Program Results Form .......................................................................................................... 32

A. Program Information Tab .................................................................................................. 32

B. Program Goals, Objectives, and Measures Tab ................................................................ 33

C. Performance Measures Tab .............................................................................................. 34

D. Attachments Tab ............................................................................................................... 34

IV.Organizational Information (PB-2 ForM) .............................................................................. 34

V. Budget Workbook (Budget Submission Worksheet and Position List) ................................. 37

A. Budget Submission Worksheet: ........................................................................................ 37

B. Position List Worksheet: .................................................................................................... 38

VI. Zero-Based Commitment Item Update ................................................................................ 41

VII. CAR Account Update ........................................................................................................... 41

VIII. 120 Day Vacancy List .......................................................................................................... 42

IX. Status Reports and Pilot Status Reports .............................................................................. 42

X. Fees not set by statue and revenue generating contracts.................................................... 43

XI. Additional Information ......................................................................................................... 44

A. Replacement Computers and Printers .............................................................................. 44

B. New and Replacement Copier Equipment ........................................................................ 45

C. Revenue and the FY 2020 Budget Process ........................................................................ 46

D. Purchasing Office Information Request for FY 2020 Contracts ........................................ 46

E. Radio Replacement ............................................................................................................ 46

F. Encumbrance and Pre-Encumbrance Review .................................................................... 47

Requests for Funding Beyond the FY 2020 Budget Target Level .................................................. 47

I. Budget Request Proposal (PB-4 Form) ................................................................................... 49

II. Budget Request Details (PB-5 Form) ..................................................................................... 51

III. Capital Budget Requests (PB-6 and PB-7 Forms) ................................................................. 53

IV. Centrally Budgeted Line Items in Support Departments ..................................................... 54

APPENDICES .................................................................................................................................. 55

1. Capital .................................................................................................................................... 56

I. Stand Alone Non-Technology Capital Requests (New and Replacement) ......................... 57

II. Capital that Requires Special Approval ............................................................................. 58

III. Capital Requests for Voter Approved Bonds .................................................................... 59

IV. Status Report of FY 2019 Capital Purchases/Projects Funded from the Capital Acquisition

Resources (CAR) Account, Certificates of Obligation, and Voter Approved Bonds .............. 59

V. Quarterly Cash Flow Information for Major Stand Alone Capital Projects ....................... 59

2. Information Technology ........................................................................................................ 60

I. Requests for Information Technology (New or Upgrade) .................................................. 60

II. Requests for Personal Computer Hardware and Software ............................................... 61

III. Guidance on Midyear Requests for IT Equipment ........................................................... 62

3. Sample Organization Chart ................................................................................................... 63

4. Pay Scales .............................................................................................................................. 64

Classified Employee Pay Scale ............................................................................................... 64

Peace Officer Pay Scale (TCSO) ............................................................................................. 65

Peace Officer Pay Scale (Non-TCSO) ...................................................................................... 66

5. Benefit Calculations ............................................................................................................... 67

6. Budget Staff Assignment ....................................................................................................... 68

7. Guide to Performance Management .................................................................................... 69

I. Background ......................................................................................................................... 69

II. Overview of Performance Management ........................................................................... 70

III. Travis County Vision, Mission Statement and Guiding Principles, and Goals .................. 71

IV. Basic Methodology to Develop a Performance Management System ............................ 71

V. Conclusion ......................................................................................................................... 76

8. Budget Forms ........................................................................................................................ 79

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INTRODUCTION TO THE FY 2020 BUDGET MANUAL

This Budget Manual provides the information needed for offices and departments to prepare their budget submissions for the FY 2020 budget process. The FY 2020 Budget Guidelines were approved by the Commissioners Court on February 26, 2019, and are located in the next section of this document. The Guidelines contain the policy direction approved by the Commissioners Court for the FY 2020 budget process.

The key elements of the budget guidelines outlined below are intended to help offices and departments in the preparation of FY 2020 budget submissions:

• Offices and departments are to submit their base budget submission at or below their approved FY 2020 Target Budget Level.

• New resources will be prioritized for items discussed in the budget guidelines. Offices and departments are urged to manage issues outside of these cost drivers within their Target Budget Level.

• The FY 2020 budget process will include a review of fees not set by statute and revenue contracts as a part of the County’s effort to maximize non-property tax revenue. Offices and departments will be provided their list of fees not set by statute and revenue contracts developed in collaboration with the County Auditor’s Office and will be asked for the proposed FY 2020 amounts and corresponding justification.

• Non-county entities that plan to request new or additional funding in the County budget must coordinate such a request through the County department in charge of delivering the service. Given potential challenges with revenue caps, such will not be considered by PBO for the FY 2020 Preliminary Budget.

• Offices and departments will continue to be asked to work with the Planning and Budget Office to ensure that each program has at least one outcome measure demonstrating the “ultimate” benefit of the program.

• Offices and departments are also encouraged to budget programs in one or more fund centers but not budget more than one program in a fund center. This will help connect program expenditures to their performance measures in SAP.

• PBO will review vacancy trends in each office and department. Based on these reviews, PBO may recommend adjustments to budgeted departmental salary savings or the elimination of long-term vacant positions. All positions that have been vacant for 120 days or longer will require documentation explaining the reason for the vacancy.

• The budget process decisions must be made not only with regards to the impact on FY 2020 operations but future budgets as well. Further highlighting the need for multiyear view of the budget is the 86th Texas Legislature’s discussion on revenue caps, which would significantly impact the County’s taxing abilities and thus impact the services our residents expect.

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I. ANNUAL BUDGET KICKOFF

PBO will hold Budget Kickoff meetings for Offices and departments on Monday, March 11 at 10:00 AM and Thursday, March 14 at 10:00 AM in the Commissioners Courtroom to allow County staff to discuss the planning and budget process with PBO. This will give departmental staff the opportunity to ask questions and receive clarification on any issues related to the FY 2020 budget process. Staff from administrative support departments such as the Facilities Management Department (FMD), Information Technology Services (ITS), Communications and Records Services (CARS), the Purchasing Office, Transportation and Natural Resources (TNR), and the Auditor’s Office will also be present to provide guidance regarding the type of information they require to support budget submissions. It is important that a representative from each department or office attend one of these meetings.

II. BUDGET CALENDAR - KEY DATES

Requests for additional funding submitted after the April 22 deadline will not be reviewed by PBO.

Date Event

March 11,14 Budget Kickoff Meetings

April 22 Budgets Due to PBO by 5:00 P.M.

May 30 Employee Public Hearing – HRMD will send out notice to all employees once date finalized

May/June Departmental Meetings with PBO

July 22 Preliminary Budget Published

August and/or September Proposed Select Budget Hearings (Pending receipt of certified values)

August and/or September Budget Mark-Up (Pending receipt of certified values)

September 24 FY 2020 Budget Adopted

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FY 2020 BUDGET GUIDELINES

TRAVIS COUNTY VISION, MISSION STATEMENT, GUIDING PRINCIPLES, AND GOALS

Vision:

Travis County is an innovative, vibrant community that preserves diverse cultural heritage and natural resources.

Mission Statement:

Effectively, efficiently, and equitably provide justice, health, and safety services to improve the quality of life for the people of Travis County.

Guiding Principles:

• Equity, Fairness, and Respect

• Financial Sustainability

• Operational Excellence

• Leaders in Innovation

Goals:

• Promote community resilience in daily living and in times of emergency

• Promote the well-being of our residents through social, economic, and health and safety initiatives

• Ensure the public safety and peaceful resolution of conflicts through the justice system and other public processes

• Preserve and protect our environment and natural resources through responsible land stewardship

• Empower the public through civic engagement and collaboration

• Foster transportation mobility and accessibility

INTRODUCTION

The approval of the annual Budget Guidelines marks the start of the budget process. The guidelines serve as the foundation upon which we build the budget for the next year and illustrate the County’s thoughtful approach to financial planning. The guidelines 1) provide an overall framework for the budget process; 2) set expectations regarding the impact of economic and financial conditions on the annual budget; and 3) outline specific direction to offices and departments in the formulation of their budget submissions. Furthermore, guideline discussions provide the Commissioners Court an opportunity to prioritize potential issues that may require funding or internal reallocations for the next fiscal year.

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Travis County provides a wide variety of services and programs which focus primarily on the judicial system, health, emergency and social service delivery, law enforcement and corrections, and the maintenance of the county road system. The Commissioners Court is committed to supporting efficiencies and ensuring effective outcomes for these programs so that resources are allocated in ways that best benefit the community.

Each year, Travis County develops a budget that supports its core mandated services and promotes resiliency and sustainability. The budget must also be able to address acute shocks such as reductions in revenue from the state and federal government, especially given discussions around legislative changes that could set artificial revenue restrictions and limit local control of taxpayer resources.

Performance data is key to the County’s resiliency efforts because it assists decision makers in maximizing the effective use of scarce dollars. The County’s SAP Budget and Planning module (SBP) provides a central information repository of performance data for reporting and analysis of program performance objectives and results. All offices and departments have submitted their departmental goals, current and projected results of their programs into SBP for FY 2019. All of the submissions have been reviewed and directly link the County goals. FY 2019 marked the first year all offices and departments submitted their program information into the online system. This information will continued to be refined and improved for FY 2020 and future budget processes.

The success of the budget process is dependent on close collaboration among all stakeholders. PBO is charged with working with all County offices and departments to find the appropriate balance between managing limited available resources and the funding required to efficiently and effectively execute the services provided for our residents. The budget process decisions must be made not only with regards to the impact on FY 2020 operations but future budgets as well. Governor Abbot has set forth an early legislative proposal to reform property taxes, which would significantly impact the County’s taxing abilities and thus impact the services our residents expect. The following guidelines and five year forecast have been developed to prepare for this potential change along with recognizing our tax base growth appears to be normalizing and growing slower than recent years of at least 10 plus percent annual growth.

ECONOMIC OUTLOOK

Local and national economic conditions continue to be relatively strong. With robust job growth and some of the lowest unemployment in the nation, Travis County and Texas continue to attract individuals and businesses. Over the past decade, the population of Travis County has grown by approximately 30 percent to 1,304,311 (Ryan Robinson, City Demographer, City of Austin). As new businesses enter the market and the population grows, so too does the tax base, which grew for the eighth consecutive year in 2019.

ON THE NATIONAL FRONT

The national economy is in a long period of continued growth. Healthy job creation paired with rising asset prices and improved consumer confidence are sustaining income and consumption

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growth (Organization for Economic Cooperation and Development, “OECD” Economic Outlook 2018).The International Monetary Fund (IMF) projects strong US economic growth in the near term as job creation continues, private investment strengthens, and consumer confidence remains strong. According to the US Bureau of Economic Analysis (BEA), real GDP increased by an annual rate of 3.5 percent in the third quarter of 2018.

The Federal Reserve approved four interest rate increases through December 2018, in line with the 2017 forecast. However, no rate increase was implemented in January of 2019. Although the organization instituted rate increases throughout 2018, in December, The Federal Reserve cautioned restraint in further interest rate hikes, citing a strong labor market, the strong rise of economic activity, job gains, and increased business and household spending, along with a low unemployment rate. Uncertainty over the effect of tariffs and fluctuations in the stock market at the end of 2018 have caused worries in the federal reserve that further hikes could cause more volatility and that patience is necessary before more action is warranted.

THE TEXAS ECONOMY

In the 2020-2021 biennial estimate of state revenue, the Texas Comptroller of Public Accounts expects the state will have $119.12 billion available for general purpose spending. This represents an 8.1 percent increase from the 2018-2019 biennium, due in large part to recovery in the oil and natural gas industry. The Comptroller’s economic forecast for the state projects a strong but slowing 4.0 percent growth in gross state product for 2019.

According to the BEA, real GDP in Texas grew 6.0 percent in the third quarter of 2018, the second highest growth rate in the nation. In 2017, employment in the state grew 3.4 percent, according to the Texas Comptroller of Public Accounts. The current state unemployment rate is 3.9 percent. Concerns about housing affordability throughout the state are likely to persist, as home prices continue to rise more quickly than wages (Texas A&M University Real Estate Center). Data indicates a shortage of houses priced below $300,000.

THE TRAVIS COUNTY ECONOMY

Travis County’s broad and diversifying economy supports strong growth and positions it to withstand most economic challenges. Economic indicators for Travis County remain strong. Unemployment in the region continues to remain low and GDP growth has been among the fastest growing in the country. The housing sector is beginning to show a slight downtick with the median home price in Austin, declining in December by two percent (year over year) per the Federal Reserve Bank of Dallas. The overall tax base has grown 12% per year over the last five years and 7% per year over the last ten years. The Travis Central Appraisal District (TCAD) is beginning to look at estimates for FY 2020. Overall growth is expected to begin to slow down, or normalize, close to the 10 year average. New construction is expected to be lower than the record high of $4.7 billion last year.

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LEGISLATIVE UPDATE AND FINANCIAL CONSIDERATIONS

The Texas Legislature began the 86th Regular Session on January 8, 2019. As in prior years, the Intergovernmental Relations (IGR) staff has provided Commissioners Court with a legislative preview in advance of the legislative session. IGR identified the following issues that will likely be key focal points of the 86th Legislative Session:

• Revenue Caps – Governor Abbot has set forth an early legislative proposal to change the rollback rate from 8% above effective maintenance and operations rate to 2.5%. Along with revenue growth restrictions, the proposed legislation would require changes to the appraisal process and calendar.

• School Finance – the Legislature established a Commission on Public School Finance which will make recommendations on school funding by the state later this year.

• Hurricane Harvey – follow-up to the disaster may lead lawmakers to address statewide emergency management, disaster preparedness, land use and zoning authority, public education, workforce development, agriculture, tax and appraisal policy, and criminal justice.

• Sunset Review for 32 State Agencies – agencies under review include the Department of Public Safety, the Department of Motor Vehicles, and the Lower Colorado River Authority.

• Various Social Issues – legislators will continue to address issue areas that impact Texas, such as safety net programming, immigration, criminal justice reform, and healthcare.

As in prior years, the Intergovernmental Relations (IGR) staff partners with other local government entities to monitor and analyze legislation throughout the session with special attention by the Planning and Budget Office and County Auditor’s Office on bills that may impact the County’s ability to raise the revenue required to deliver services to County residents.

FY 2020 BUDGET CONSIDERATIONS

As noted earlier, the guidelines begin the budget process by laying out major considerations that will ultimately shape the development of the budget. An important factor in the development of the budget process includes estimates of known budget drivers. These cost drivers and other budget priorities must be weighed seriously by the Commissioners Court early in the process in order to provide clear direction to the Planning and Budget Office in the formulation of the Preliminary Budget.

The Planning and Budget Office presents priority budget items, including workforce investment, to the Commissioners Court within the context of previous Court direction. This year, it is critical for the departments and offices to formulate their budgets within the context of a three to five year planning horizon given discussions at the Texas Legislature to impose artificial taxing limits on local governments.

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As in prior years, the section below provides the Commissioners Court additional information related to the potential flexibility of each cost driver under “Other Considerations.” The budget process is designed to continue efforts to increase the efficiency, effectiveness, and fairness of our core services. Our increased efforts to organize the County’s performance measures into a database is rolling out and will not only assist County departments in evaluating program results, but will also provide the Commissioners Court and the public greater transparency.

Travis County enjoys a solid financial foundation. Nevertheless, the increased likelihood of artificial restrictions on local governments’ ability to set and manage its tax policy has a significant impact on the development of the budget. The County will be forced to hedge against this risk with limited or no growth to existing programs, coupled with creating increased future flexibility through reserves and building up cash for capital accounts to help reduce the debt financing of routine capital items.

DEPARTMENTAL TARGET BUDGETS

The FY 2020 Target Budget represents the FY 2019 Adopted Budget plus the annualized impact of any new increases approved during FY 2019, less any one-time expenses and other reductions related to pilot programs and programs that have been moved from ongoing to one-time, plus any needed corrections. The current target budget amount for FY 2020 is $653.4 million (including $626.6 million in base budgets) and represents the amounts needed to continue approved programs in offices and departments for the next fiscal year at their baseline service levels. This number also includes ongoing funding built into reserves and capital budgets that allows the Commissioners Court the flexibility to make long-term decisions midyear and issue less future debt by cash funding recurring capital needs.

PBO reviews departmental base budgets annually during the budget process. This process involves working with departments to identify flexibility within their budgets to better accomplish their goals and missions. This analysis oftentimes results in recommendations from PBO for offices and departments to internally fund budget requests that the department has requested to be funded with new tax dollars. In addition, an operational review for departments that report to the Commissioners Court, as well as the Purchasing Office, was completed in 2016 and a business review will be discussed with Commissioners Court in the February/March time-frame. Any future action on external review outcomes will need to be considered within the County’s mission and long-term goals and in light of the threat of artificially imposed revenue caps.

MAINTENANCE AND OPERATIONS BUDGET DRIVERS

The estimates on the next table are discussed in greater detail below. These estimates represent projected FY 2020 expenditures that, unless other direction by Commissioners Court is provided, will require additional funds to be made available either through significant reallocations of existing County resources or by the addition of new ongoing resources.

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Low Mid High Departmental Target Budgets $653.4 M $653.4 M $653.4 M

Workforce Investments & Countywide Budget Drivers Compensation & Benefits 16.7 M 19.4 M 21.7 M Facility Operating Expenses 3.6 M 4.5 M 5.0 M Interlocal Agreements 1.4 M 2.0 M 2.6 M BCP Transfer & Waller Creek TIF 1.0 M 1.4 M 1.8 M Subtotal Workforce Investment & Countywide Budget Drivers $22.7 M $27.3 M $31.1 M

Program Specific Budget Drivers New Courts 2.2 M 2.6 M 3.2 M Indigent Attorney Fees MCE/Managed Assigned Counsel/Justice Related

1.7 M 2.1 M 2.4 M

Tech-related and Other Approved Project Operating Costs 1.0 M 1.4 M 2.0 M Increased Investment in Social Services 0.5 M 0.5 M 0.5 M Sheriff’s Inmate Costs 0.5 M 0.8 M 1.1 M Other Priorities and Pilot Programs 1.4 M 1.7 M 2.1 M Subtotal Program Specific Budget Drivers $7.3 M $9.1 M $11.3 M

Total $683.4 M $689.8 M $695.8 M

Preliminary Estimated Increase $30.0 M $36.4 M $42.4 M

WORKFORCE INVESTMENTS AND COUNTYWIDE BUDGET DRIVERS

1. Compensation & BenefitsA. Compensation

The Travis County Commissioners Court is ever mindful that its employees are the County’s greatest strength as employees provide services to residents and execute the County’s Vision, Mission, and Goals. Travis County has a compensation philosophy that prioritizes the recruitment, motivation, and retention of employees capable of providing exemplary service for the residents of Travis County by using a total compensation system that is fair, flexible, and market competitive. While compensation encompasses much more than direct wages, the guidelines will address funding for potential salary increases. The table on the next page summarizes employee salary standard compensation increases since FY 2015.

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HISTORY OF EMPLOYEE SALARY COMPENSATION, FY 2015 – FY 2019

Employee Type FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

Classified (Standard Increases)

$1,0001 2.5% across the board increase

2.0% across the board inc.2

2.5% across the board inc.3

Classified (Other)

Market Salary Survey Adj. Livable wage $13/ hr

1st year of Benchmark Study;

2nd year of Benchmark Study; Compression

3rd year of Benchmark Study, Compression

Peace Officer Pay Scale

One Step Increase

One Step Increase

One Step Increase One Step Increase

- One Step Increase - 2% Scale Increase

1 Ongoing salary increase for regular classified employees who were hired as of April 1, 2014 and earned no more than the full-time equivalent of $100,000 after the salary increase. 2 Ongoing salary increase for regular classified employees who were hired as of April 1, 2017. Minimum increase for regular full-time employees is $1,200. 3 Ongoing salary increase for regular classified employees who were hired as of April 1, 2018. Minimum increase for regular full-time employees is $1,200.

Classified Employees: The Compensation Committee is charged with making recommendations to the Commissioners Court about compensation-related matters for the upcoming fiscal year. The Human Resources Department (HRMD) will be working on the Market Salary Survey through the spring and will discuss it as well as any other workforce efforts with the Commissioners Court in April. These efforts will then be prioritized thorough the budget process by Commissioners Court, with input from the Compensation Committee and employees. Available funds are prioritized in the planning parameters for a market salary survey for classified employees. The full survey occurs every four years and reviews the market in comparison to current County pay ranges for all job titles for needed adjustments.

Peace Officer Pay Scale (POPS) Employees: These employees are on a step scale with progression through the scale based on steady, incremental movements from one step to the next in years when this type of increase is approved by Commissioners Court. The budget drivers presented for compensation provide sufficient flexibility to fund one step increase for employees on the Peace Officer Pay Scale. The POPS payscale was increased during the FY 2019 budget process by two percent.

Elected Officials: HRMD conducted research in 2018 which concluded that Travis County Elected Officials were paid below their market peers. A multi-year plan was approved by the Commissioners Court on July 3, 2018 to increase elected officials’ salaries to the market level over the course of three years. Following this approval, a grievance was filed and then approved to increase the salaries of Constables Precincts One through Four to market level immediately. The budget drivers as presented include funding for increasing elected officials salaries per the previously approved plan.

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Other Considerations: These preliminary assumptions will be tested by the Compensation Committee and Benefits Committee as recommendations are formulated and presented to Commissioners Court later in the spring. PBO will continue to be a resource to the Commissioners Court during this process and invites discussions to continue to recognize total compensation including cash compensation, health insurance, life insurance, retirement annuity, vacation leave, sick leave, personal leave, free parking, holidays and elements of work/life balance (when comparable and measurable), and employee mobility.

B. Health Benefits

Travis County began a self-insured health benefits plan in 2002. Under a self-insured program, the actual insurance claims made by employees are paid directly from County resources with an insurance carrier hired to administer claims processing (i.e., a third party administrator). The benefits of being self-insured are flexibility with providing standards of care for employees and more control over increasing health premiums for the County. Despite this added control, a self insured plan does not necessarily reduce exposure to overall health care increases. The Commissioners Court determines the plan funding and benefit structure on an annual basis based on recommendations from the Employee Benefits Committee and after an employee public hearing.

Reliable cost estimates for benefits in the upcoming fiscal year are not known until the budget process is underway. However, it is important to provide an estimate for these guidelines and the best way to formulate this estimate is based on historic increases experienced by the County in recent years. A summary of the most recent five-year period is shown on the table on the next page.

INCREASES IN COUNTY’S RATE CONTRIBUTION TO EMPLOYEE HEALTH PLAN

Fiscal Year Original Actuary Estimate Final Budget Increase after Plan Design Changes

2015 6.3% 4.0% 2016 13.1% 10.5% 2017 6.4% 4.0% 2018 11.2% 4.9% 2019 3.4% 0.0%

For FY 2020, PBO recommends planning for an estimated four to six percent increase in the health plan. Although, FY 2019 did not include a rate increase, the estimate used for FY 2020 takes into account the average “Final Budget Increase after Plan Design Changes” in the above table. The table above also demonstrates that plan design changes, prepared early in the year by the Benefits Committee, generally assist in reducing the original anticipated impact. Such changes also further refine the plan to ensure that the long-term costs are more sustainable to the County and plan participants.

Other Considerations: During this fiscal year, HRMD, Frost, and the Employee Benefits Committee will continue to work to improve the plan to provide better health care coverage and control

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costs. A number of topics will likely be discussed in preparation for FY 2020. These topics will likely include issues such as educating employees and retirees about their benefits. In addition, a strategic plan for maintaining a comprehensive benefit plan for County employees, retirees, and covered dependents will be developed that considers long-term cost increases as well as the overall stability of the plans. The development of key performance metrics related to Travis County Health Clinics will also be examined including a review of utilization, employee outreach, and effective marketing efforts for the Travis County Health Clinics. Finally, the exploration of tenure-based contributions for retiree health care will be explored, utilizing the earmarked funds on the Allocated Reserve.

C. Retirement

In FY 2018, the Texas County & District Retirement System (TCDRS) reported that their investment earnings for the prior calendar year were negative. The system’s goal is for eight percent annual earnings to ensure that the required employer contributions remain steady, absent any other changes, and that the plan has sufficient resources. When TCDRS has a year in which investments fall below eight percent, the loss is divided over a five-year period to reduce the impact and individual member rates are adjusted to generate the additional revenue necessary to maintain benefits. In FY 2019, the rate was increased by 2.88 percent, which included a 50 percent of CPI Retiree COLA with no other plan changes. Since investment earnings for TCDRS were negative for the past calendar year, it is expected the required contribution rate to main the current plan will require new funding for FY 2020. TCDRS will inform the County of the required contribution rate later in the budget process.

Other Considerations: TCDRS gives employers various suggestions to keeping rates stable, including adopting a rate higher than the required rate, adjusting plan benefits, and paying for COLAs when implementing. These suggestions and other tools should be given the same amount of review and consideration as the County gives compensation and health benefits, especially as the number of retirees grows over the next decade.

It will be important to continue strengthening our plan through our funded ratio based on contributions from the County and anticipated retiree annuities. This ratio has held steady over the last decade or so but should be monitored and a plan should be discussed around a goal of 90 percent in the future. The table below summarizes the County’s retirement plan financial information over the last five years.

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RECENT FINANCIAL INFORMATION FOR RETIREMENT PLAN

Fiscal Year

Calendar Year County Contribution Rate of Salaries

Retiree COLA Awarded % Funded Ratio

2016 13.67% 50% CPI 85.61% 2017 14.32% 83.26% 2018 14.91% 86.31% 2019 15.34% 50% CPI 86.98%

Employee Public Hearing: Commissioners Court will hold an employee public hearing on employee-related issues in the Commissioners Courtroom at 700 Lavaca Street and invites all County employees, employee groups, and retirees to give the Commissioners Court feedback for consideration for the FY 2020 budget. The hearing date has will be in late May or early June to assist the Court with evaluating any feedback received from the employees. HRMD will send out a notice to all employees once the date and time are finalized by Commissioners Court.

2. Facility Operating Expenses

Travis County annually funds various improvements to County buildings to enhance security, improve working conditions and maintain existing facilities. These efforts are made through the annual budget process. As no significant new County buildings are expected to become operational in FY 2020, emphasis will primarily be on existing facilities and operations. As a part of these efforts, it is anticipated that some level of new resources will be required to improve physical security. In addition, it is expected that the Tax Office will move their central location to a leased facility in order to better handle customer traffic and relieve 5501 Airport Boulevard space and parking requirements. Lease costs, operating and security needs related to this move have been included in our FY 2020 planning parameters. HRMD has also informed PBO that a new contract for the County's general liability insurance will result in an increase of $300,000 to maintain coverage.

Since 2010, the revenue generated from lease tenants of the 700 Lavaca Building have been set aside into the 700 Lavaca Special Revenue Fund. As those leases have ended and more County operations have moved into the building, lease revenue has decreased resulting in the need for a General Fund contribution for the operations of the building. Therefore, it is likely that the fund will be discontinued in FY 2020. Funding has been set aside in the planning parameters to supplement needed personnel and operating costs for the facility. Lease and parking revenue will also be budgeted in the General Fund starting in FY 2020 to help offset some of the facility related expenditures.

Other Considerations: Facilities Management is completing the final phase of a three year plan to assess every County building for security improvements. It is likely there will be some costs associated with fixing the most critical needs from those assessments. Also FMD is completing their multiyear project to replace access control systems throughout the County facilities. One-time funding will be needed to complete that project in FY 2020.

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3. Interlocal and Other Agreements

The County has interlocal agreements with the City of Austin and several other state and local partners to provide needed public services. These interlocal agreements include Public Health and Animal Control Services, Emergency Medical Services, the Regional Radio System, and the Combined Transportation, Emergency and Communications Center (CTECC).

Through the Public Health Interlocal Agreement, the City of Austin Public Health Department provides epidemiology, vital records, and environmental health services, disease surveillance, chronic disease and injury prevention, health promotion services, and social service contracts targeted specifically to subpopulations of the County experiencing an undue burden of morbidity and mortality throughout the City of Austin and Travis County. The City of Austin Animal Services Department enforces regulations, provides shelter for lost or homeless animals, implements wild life management strategies, and works to achieve live outcomes for at least 90 percent of sheltered pets under the Animal Control Services Interlocal Agreement. The Travis County portion of the Public Health and Animal Control Services Interlocal Agreements is based on a cost-sharing formula driven by the percentage of Travis County residents in the unincorporated area.

Travis County also contracts with the City of Austin for the provision of ground Emergency Medical Service and Transportation in the County. This agreement provides paramedic emergency ambulance services to Travis County excluding the City of Austin.

The Combined Transportation, Emergency & Communications Center (CTECC) and Regional Radio System (RRS) are cooperative agreements that benefit public safety and public service within the region by coordinating resources in the County as well as providing effective radio and wireless coverage for those assets across the region.

The Hazardous Materials (HAZMAT) interlocal agreement is a joint agreement between Travis County and the City of Austin to manage hazardous material removal throughout the county.

The Central Booking Interlocal with the City of Austin is a large interlocal agreement that impacts the revenue received by the County for providing this service.

Other Considerations: Work has continued on improving the negotiations and handling of interlocal agreements. We will continue to explore potential improvements with the County Executives and our City counterparts to ensure that these contracts are efficient and effective and fit well into our annual budget planning process.

4. Balcones Canyonlands Preserve (BCP)

The BCP operates under a regional Section 10(a) permit issued to Travis County and the City of Austin in 1996 by the U.S. Fish and Wildlife Service under the Endangered Species Act. The current budgeted transfer is $18,827,868. In recent years staff has begun to focus on the long-term maintenance of the BCP, as that the permit expires in May 2026. The FY 2018 Budget included funding for consulting services to plan for the completion of the BCP, including plans regarding the issuance of permits and any needed administrative changes to the Balcones Canyonlands

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Conservation Plan (BCCP). Staff also plans to continue pursuing final land acquisitions to Plan completion. The FY 2019 Adopted Budget includes an allocation of $619,356 to provide staff, materials and equipment for ongoing operations and maintenance obligations for the Preserve, along with a $3.7 million investment to repair and maintain 68 miles of dirt roads and trails that are vital for the access of staff, volunteers and researchers working on the BCP.

Other Considerations: The BCP Interlocal with the City of Austin sets out how the transfer is calculated. Any changes would require review through the BCP Coordinating Committee and approval by the City Council and Commissioners Court and may need to include other funding alternatives to assure that the permit is not impacted.

5. Waller Creek TIF

In 2008, Travis County entered into an agreement with the City of Austin for participation in the Waller Creek TIF. As part of the 20-year agreement, Travis County contributes 50 percent of the property tax on the increase in value of real property in the reinvestment zone (tax increment) for TIF purposes. The tax increment will be used to help repay the debt that was issued by the City to build the Waller Creek Tunnel. The tunnel project consists of the construction of flood control improvements along lower Waller Creek that will provide 100-year storm event flood protection with no out-of-bank roadway flooding for the lower Waller Creek watershed. The project will reduce the width of the floodplain in the reinvestment zone area that will significantly increase the amount of developable land area in the lower Waller Creek watershed. The FY 2019 Adopted Budget includes an increase of $265,819 in the Waller Creek TIF estimated budget due to increase in value of real property in the reinvestment zone. The total estimated County TIF contribution for fiscal year 2019 is $1,939,273. The TIF contribution will not be finalized until certified values are received from the Travis Central Appraisal District and the County has an adopted tax rate. In the meantime, funding based on historical annual increases are included in the FY 2020 planning parameters.

Other Considerations: The TIF agreement is between the County and City of Austin and sets out how the annual contributions for each are calculated. Any changes would require review on the impact of any proposed change and approval by the City Council and Commissioners Court and may need to include other funding alternatives to assure that the debt service requirements for the Waller Creek flood improvements are continued to be met.

PROGRAM SPECIFIC BUDGET DRIVERS

6. New Courts

The new 460th Criminal District Court will be operational in October of 2019. This new criminal court was partially funded this year with funds set aside for 10 additional FTEs in the District Attorney’s Office authorized for the last three months in FY 2019 in preparation of the new court. The remaining nine months were included in an annualization reserve. The new court will require staffing increases in a number of offices and departments that will support the court, an increase in the legally mandated fees budget for indigent attorney fee and other mandated expenditures, the purchase of legal materials to support court staff, and building renovations, equipment, and

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infrastructure to create a new courtroom in existing office space. It is anticipated that departments and offices will submit their requests as a part of the FY 2020 budget process.

In addition, the Commissioners Court approved on October 23, 2018,a request from the Civil and Family Courts judges for creation of an additional Civil District Court in the coming legislative session. This court may begin at the end of FY 2020. The full annualized cost of a new Civil District Court is estimated between $550,000 and $1.5 million.

Other Considerations:

The Commissioners Court has discussed additional criminal, civil and probate courts in future years. As discussed above, the addition of a new court comes with a large investment. The County will plan to future court growth while looking internally to continue to identify practices to improve the efficiently and effectiveness of our courts system.

7. Indigent Attorney Fees/Managed Assigned Counsel and DNA Review

Expenditures for legally mandated indigent attorney fees in the civil and criminal courts have increased annually over the last several years. The Civil Courts budget was increased by $300,000 to improve the alignment of budget with expenditures. An increased volume of Child Protective Services cases is the primary reason for these increases. An earmark of $200,000 on the Allocated Reserve was included in the FY 2019 Adopted Budget for civil indigent attorney fees, which are projected to continue increasing at a more modest rate than in recent years.

The FY 2019 Adopted Budget also includes an increase of $1,000,000 to the Criminal Courts budget for indigent attorney fees and $350,000 for legally mandated expert witness fees. Expenditures for criminal legally mandated fees exceeded the budget in FY 2018 due largely to an increase in the volume of felony cases, as well as a policy change that led to the appointment of attorneys in approximately 600 Driving While License Invalid (DWLI) cases. Expenditures are expected to continue to grow in FY 2019, and an earmark on the Allocated Reserve of $400,000 is also included in the Adopted Budget if resources are needed beyond those budgeted in the department.

In 2014, Travis County was granted a multi-year grant from the Texas Indigent Defense Commission to partially fund a Managed Assigned Counsel (MAC) program to oversee the indigent defense process for the Criminal Courts. This program replaced an outdated system of indigent attorney appointments and aimed to improve the quality of representation to indigent defendants. The FY 2019 Adopted Budget includes ongoing funds of $884,510 in the Criminal Courts budget to continue the program. Additionally, $234,821 in ongoing resources is budgeted for year three of the Holistic Defense grant. This is an increase of $57,918. FY 2020 will be the final year of the grant.

Several one-time funded additions to the FY 2018 and FY 2019 budget related to the closure of the Austin Police Department DNA lab will need to be re-evaluated for continued funding in the FY 2020 budget. CAPDS and Juvenile Public Defender are completing their initial reviews and are now identifying cases that require additional scrutiny. One-time funded positions, additional

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testing funds, and a five year contract with CAPDS for case review will be assessed by having further discussions with stakeholder departments on the amount of work needing to be executed in the next fiscal year.

Other Considerations: An Indigent Defense Working Group is preparing to submit a grant application to the Texas Indigent Defense Council (TIDC) for funding to begin a Travis County Public Defender Office. That grant would likely have a significant cash match requirement if the Commissioners Court chose to move forward with the application and accept a grant award. The amount of the match is not yet determined and the working group would need to advise the Commissioners Court on a staffing plan and budget and may also recommend improvements to the Capital Area Private Defenders Service. These will all be FY 2020 budget considerations if the Court moves forward with a letter of intent on March 5, 2019.

8. Tech-Related and Other Approved Project Operating Costs

PBO reviews and analyzes a variety of operating cost increase requests during the budget process and asks departments and offices to internally fund such cost escalators when possible. However, there are some larger operating costs related to programs such as the replacement of the Integrated Justice System that may require additional resources. Information and Technology Services (ITS) is completing the implementation phase for the new Adult Case Management System to replace the FACTS/Tiburon Integrated Justice System for the Courts. Juvenile Probation will commence implementation with a new Juvenile Case Management System in FY 2019. Maintenance for that system will be a FY 2020 budget request. In the next few fiscal years, there may also be requests to replace current Tiburon systems in Pretrial Services, Counseling and Education Services and the Sheriff’s Department.

Other Considerations: IT infrastructure is moving away from on premise hardware needs to requiring user-based licenses and “cloud” based technologies. As that transition occurs, ITS may require additional ongoing operating funds rather than one-time capital costs to serve their customers. For example, in FY 2020 the Microsoft 365 operating systems will transition to a per user cost, as opposed as per device. In addition, funds may be needed to enhance IT security, statutorily-required compliance programs, and other network improvements.

9. Increased Social Service Investments

Commissioners Court approved adding $500,000 of ongoing funding for social service investments to the FY 2020 cost drivers. This decision provided PBO with clear guidance to include a planning figure early in the process and signals the Commissioners Court’s intention to provide additional investments in social services. During FY 2018 and 2019, Health and Human Services Research and Planning staff has worked with Commissioners Court on a process to begin to identify priority areas for potential social services investment.

Other Considerations: The Commissioners Court will have the opportunity to continue to consider additional investments in this program area.

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10. Sheriff’s Office Inmate Costs

Historically, the cost of providing care of inmates in Travis County custody has been a major cost driver for the County. The FY 2019 Adopted Budget includes ongoing and one-time resources for food and medical and pharmaceutical costs based on historical growth patterns in the jail population and estimates of inflationary increases in those costs. Currently the increased growth in inmate population that occurred from FY 2014 through FY 2017 has stabilized. PBO is projecting the average daily population (ADP) in FY 2020 to be 2,331; this is close to the average ADP in FY 2014 of 2,362. However, the average length of stay has increased notably from 19 days in FY 2014 to 23 days in FY 2018. This equates to a 20% increase in the length of stay. PBO attributes some of this growth in the length of stay to increased numbers of inmates with moderate to severe mental health issues and an increase in severity of the initial arrest. Because of these factors, PBO is projecting inflationary increases for inmate costs for FY 2020, but not likely a need for new overtime resources beyond what is already budgeted. However, PBO will likely recommend that an earmark on the Allocated Reserve be maintained to guard against unexpected increases in this program area.

Other Considerations: For the last several years TCSO has submitted a significant budget requests for additional Law Enforcement staff. PBO has recommended that the Law Enforcement Staffing study, approved in FY 2009 and covering a plan for growth through FY 2012, be updated to guide Law Enforcement staffing decisions. As part of the FY 2019 Budget, Commissioners Court approved funds for a third party consultant to assist Travis County in the preparation of a Law Enforcement Study. At this time, the procurement process for a consultant is underway and the results will not be available to assist with the FY 2020 Budget Process. PBO believes it is likely that the study will be completed during FY 2020. Other Commissioners Court Priorities

11. Other Priorities and Pilot Program Recommendations

PBO will review and make ongoing recommendations on pilot programs that are justified in becoming ongoing programs based on their demonstrated results.

Other Considerations: Departments are encouraged to take advantage of the pilot program structure to test new programs and increase their overall effectiveness and efficiency.

The FY 2019 Adopted Budget includes a variety of earmarks that could materialize later in this fiscal year. Some of these earmarks represent one time expenditures; however, there are some earmarks that could materialize into ongoing commitments by the Commissioners Court that will need to be budgeted for FY 2020. In addition, sometimes other priorities that require attention emerge during the development of the Preliminary Budget.

IDENTIFIED BUDGET RELATED MATTERS NOT INCLUDED IN BUDGET DRIVERS

There are a variety of additional issues that are likely to have an impact on the development of the FY 2020 Preliminary Budget. The Planning and Budget Office will work with offices and departments to continue monitoring these issues and others that may materialize, and will keep

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the Commissioners Court apprised of any substantive changes. Potential issues include, but are not limited to:

• Additional staffing to meet current workload requirements;

• Additional investments in new programs or service enhancements, including any outcomes from the business review, the economic development strategic plan, a public defender’s office and fleet management changes;

• New unfunded/underfunded mandates;

• County response to natural disasters or other unforeseen events;

• Changes in assumptions that impact the calculation of the tax rate and resulting revenue;

• Other unexpected decreases in state or federal grant funds for established programs with proven results.

However, given looming revenue caps from the State, it will be difficult to address these challenges.

RESERVE LEVELS

Under ordinary economic conditions, local governmental entities employ the use of reserves to help mitigate any unforeseen risks and to provide a source of funding should additional resources be required for essential services beyond departmental budgeted expenditures. The necessity for reserves in times of uncertainty or worsening economic conditions is heightened and provides necessary fiscal resiliency for the entity.

Travis County has four primary types of budgeted reserves: the Unallocated Reserve, the Allocated Reserve, General Purpose Reserves, and Special Purpose Reserves. Maintaining appropriate Unallocated and General Purpose Reserve levels are important components of County financial policies and management practices. Special purpose reserves can also be used to set aside funding for future contractual obligations in instances where the final contractual requirement is determined after the adoption of the budget. Special purpose reserves provide the greatest flexibility for Court oversight and input into the programs and expenditures supported by these reserved funds.

For FY 2020, the Unallocated Reserve will be recommended by the Planning and Budget Office at the County’s Reserve and Fund Balance Policy goal of no less than 11% of the total budgeted operating expenses for the General Fund as defined in the CAFR. An Allocated Reserve totaling one percent of budgeted expenditures, excluding earmarks, will be targeted in FY 2020 and an appropriate CAR Reserve based on staff recommendations in the Preliminary Budget will be continued in FY 2020.

The Emergency Reserve will be continued and may be increased in FY 2020, especially in light of proposals that may artificially limit future taxing flexibility. This reserve is evaluated every year to determine if this reserve should be maintained at the current $5,000,000. Changes to this

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reserve will be recommended to be implemented over more than one budget cycle to ensure,in instances of a recommended reduction, a controlled decrease in Travis County’s General Purpose Reserves and any resulting impact on the fund balance.

Special Purpose Reserves will be utilized as a mechanism to maintain funding for certain projects that are not executable at the time that the budget is adopted.

FIVE-YEAR FINANCIAL FORECAST

The annual five-year financial forecast for the County’s operating budget provides the Commissioners Court the opportunity to place the upcoming budget process within a greater financial context. Constructing the annual budget process within a longer financial horizon allows for improved financial planning. The following five-year financial forecast is based on past budget and tax base growth and tax rate trends. The assumptions underlying the projections were prepared in consultation with the Travis Central Appraisal District (TCAD) and the County Auditor’s Office. Forecast estimates reflect conservative growth assumptions based on current information and are intended to deliver a macro level perspective. Information specific to the upcoming fiscal year will be refined as the FY 2020 budget process unfolds.

Over the last decade, Central Texas has seen strong growth, both in population and taxable value. This growth, coupled with a Consumer Price Index increase and other factors such as limited growth in salaries, changing demographics, and a lack of adequate funding for transportation infrastructure, education, and health care from the State, have placed greater pressures on the County’s budget.

PROPERTY TAXES, EXEMPTIONS AND HISTORICAL PROPERTY TAX RATES

County government is funded primarily by property taxes. Along with the tax rate set by local taxing jurisdictions and property values appraised at market value by TCAD, exemptions are an important component of calculating the annual tax liability for a property. Texas law allows a variety of partial or complete exemptions from local property taxes. Exemptions lower the taxable value of a property and its associated tax liability. A partial exemption removes a percentage or fixed dollar amount of the property’s value from taxation. An absolute or total exemption excludes the entire property from taxation. In most circumstances, exemptions require applications, which can be filed with TCAD. The general deadline for filing an exemption application is April 30. Specific information and exemption applications can be found at https://www.traviscad.org/forms/.

The Commissioners Court has had a long-standing practice of offering the maximum allowed Homestead Exemption of 20 percent to eligible Travis County households. In addition, Travis County offers an optional 65 and Older/Disabled Homestead Exemption of $85,500. The exemption was increased by $5,500 over the FY 2018 exemption amount of $80,000. The optional 65 and Older/Disabled Homestead exemption has increased by $20,500 (over 30%) since FY 2012. Given the current uncertainty surrounding revenue caps and their impact on County services, the Planning and Budget Office recommends no changes to the County’s exemptions for FY 2020.

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A summary of major exemptions for FY 2019 offered by Travis County, Central Health, City of Austin, Austin ISD, and Austin Community College below.

Jurisdiction Homestead Exemption 65 and Older Exemption

Disability Homestead Exemption

Travis County 20% $85,500 $85,500 with minimum of $5,000

Central Health 20% $85,500 $85,500 with minimum of $5,000

City of Austin 8% $88,000 $88,000 with minimum of $5,000 Austin ISD* $25,000 $35,000 $25,000 Austin Community College

1% $160,000 $160,000

with minimum of $5,000

*State law also automatically sets a tax ceiling that limits school property taxes to the amount the owner paid in the year they first qualified for the 65 and Older or Disabled Exemption.

The total taxable value for all Travis County property increased from $171.0 billion in the FY 2018 Adopted Budget to $189.0 billion for the FY 2019 Adopted Budget (based on the certified values as of January 1, 2018), representing an increase of 10.54 percent. The certified value for FY 2018 included new property value of $4.7 billion, compared to $4.1 billion in FY 2018. The table on the next page highlights property tax base growth over the last ten years.

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The five-year financial forecast modeling scenarios include assumptions about the value of properties to be certified as of January 1, 2019, that will be used to prepare the FY 2020 budget. The Chief Appraiser certifies this information in July of each year. The “year one” assumptions serve as the baseline for the estimated net taxable value for the five-year planning horizon. These preliminary estimates will change as new information becomes available. The table below outlines the major assumptions PBO used for the estimated tax rates and corresponding revenue at this early stage of the FY 2020 budget process.

Fiscal Year New Construction Value

Net Taxable Value (NTV)

Total NTV Growth

FY 2019 Certification $4.7 billion $189.0 billion 10.5% FY 2020 $2.2 billion $200.4 billion 6.0% FY 2021 $2.1 billion $210.4 billion 5.0% FY 2022 $2.0 billion $218.8 billion 4.0% FY 2023 $1.9 billion $225.4 billion 3.0% FY 2024 $1.9 billion $232.1 billion 3.0%

New construction data reviewed was estimated to be $2.7 billion for FY 2020 at the time this forecast was formulated. New construction was $4.7 billion for FY 2019 and has averaged $3.9 billion over the last five years. This model uses a very prudent$2.2 billion at this early stage of the budget process. Underlying assumptions will continue to be refined as we move closer toward the receipt of the January 1, 2019, certified values that will be used in the final calculations of tax rates for the FY 2020 budget process.

Affordability concerns in Austin continue to loom large, and in recent years the Commissioners Court has established tax policies which limit the growth annual property taxes for County taxpayers. Our mission includes providing a robust and fair justice system, providing quality public health and safety services to improve the quality of life for the people of Travis County, and protecting our natural resources for all to enjoy. We have met our mission while keeping a mindful eye on our tax rate and its impact on affordability in the area. The Travis County portion of the tax bill for a typical taxable homestead is less than 15 percent of the overlapping total tax bill based on the FY 2019 Adopted Tax Rates for Travis County, Austin ISD, Austin Community College, Central Heath, and the City of Austin.

The County’s approach towards tax management recognizes that modest changes in the tax rate may be an effective tool to respond to the increasing cost of delivering services in a fiscally responsible manner. This approach recognizes that the effective tax rate, even with new construction activity, resulting in added value to the tax base, does not always generate sufficient funding keep pace with a growing population and rising costs.

The County’s tax rate has decreased by almost 10.21 cents over the last five years, and by 14.59 cents since FY 2013. This significant reduction in the tax rate over this time occurred during a time of tremendous growth in the County. The County portion of the tax bill for the average taxable homestead for FY 2019 is estimated to be $62.62 in total more than the tax bill in FY

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2015. As displayed in the table below, this is a 5.71 percent increase over a five-year period, which would average a little over one percent per year (1.03%). This modest increase over five years has been accomplished through a managed tax rate approach that has allowed the County to reduce the property tax rate 10.21 cents during this period of growth. The County’s tax base is projected to grow at a slower pace in the near term as compared to recent years and modest tax increases will likely be required to respond to service demands of our growing community. The table below summarizes the difference in property tax bills from FY 2015 to FY 2019.

Rather than prescribing a set tax rate or set budget increase, Commissioners Court has directed PBO in the past to calculate a property tax rate that provides tax revenue sufficient to pay for budget priorities and cost drivers identified within the budget guidelines for the purposes of balancing the Preliminary Budget. All budgetary decisions are made within the context of a current 8% rollback rate cap. The rollback rate is the rate that will project last year’s maintenance and operation levy (adjusted) from this year’s multiplied by 1.08 plus a rate that will produce this year’s debt service requirement. The County has been at the rollback rate only once in 30 years and slightly below it only two times. Each of these three times was connected to a major economic recession. The following chart page highlights how the County has historically managed to balance its budget at a tax rate well below the current rollback restrictions and only adopted a rate at or slightly below rollback in extreme economic circumstances.

FY 2015 Adopted Budget

FY 2019 Adopted Budget

Difference ($)

Difference (%)

Average Appraised Value Homestead $316,409 $432,361 $114,952 36.33% Average Taxable Value Homestead $240,026 $326,894 $86,868 36.19% Tax Rate Per $100 of Taxable Value 45.63¢ 35.42¢ (10.21¢) (22.38%) Annual Property Taxes on Average Taxable Homestead Value

$1,095.24

$1,157.86

$62.62

5.71%

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As noted earlier, County budget growth has been driven by a variety of factors rather than a single issue or cost driver. The General Fund has grown at an approximate rate of 5.15 percent per year since 2009. This growth rate has been decreasing over the last few years. For comparison, in FY 2018 the prior ten year period growth rate was 5.5 percent. This readjustment in the long-term growth trajectory reflects a marked effort by the Commissioners Court to serve an ever growing population without significantly impacting property taxes.

Travis County continues to transition to more performance based budgeting practices by strategically adding resources to programs willing to participate in an intense program review process at the conclusion of a predetermined program pilot period. This approach, along with a focus on affordability, has forced the budget to conform to a slower rate of growth in recent years. The following forecast model likewise projects that the County will continue to grow at a slower rate than prior years.

This model limits the ongoing expenditure growth to balance the County budget at conservative estimated property tax rates that are close to the ten year averages above the Effective Maintenance and Operations Tax Rate. Projected rates are at or below five percent above the Effective Maintenance and Operations Tax Rate each year and well below the current rollback rate capped at 8% growth.

The following forecast illustrates County budgetary growth and related estimated ongoing revenue based on historical growth and past guidance regarding small incremental growth above the Effective Maintenance and Operations Tax Rate. The County’s tax rate and related revenue is projected to be well below the current 8 percent rollback cap. However, should the State

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implement artificial revenue cap restrictions at 2.5 percent rollback rate, the County would have a budgetary shortfall of $58 million within four years of implementation based on a funding requirement of $843 million in FY 2024 and $785 million available at the 2.5 percent revenue cap. The compounding effect of the revenue cap will only increase the funding shortfall over time.

The forecast model anticipates sufficient revenue to cover cost drivers each year with some limited level of resources for workforce investment, provided overall departmental growth is at 5.15 percent, which is the 10 year compounded annual growth rate. In years where mandated programs require new resources, it is expected that these mandated operations will be prioritized above any other cost drivers to remain within the projected available revenue.

This model does not take into account additional resources required for program enhancements and new unfunded mandates. Offices and departments would be required to manage within their target budgets and redirect internal resources to execute the County’s priority goals. Limited program enhancements such as pilot programs may be possible with slight shifts in projected tax base values and new construction growth. Given the looming threat of a 2.5 percent revenue cap and the projected $58 million revenue shortfall within four years of implementation, all budgetary decisions made during the FY 2020 budget process must be made within the context of this potential change.

Offices and departments will be asked to continue working to manage their base budgets, which will be increasingly difficult as demands grow. This challenge will require continued close collaboration between offices, departments, Commissioners Court, and the Planning and Budget

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Office to ensure resources are prioritized towards mandated core services and strong performing programs with measurable benefits to residents.

It is important to note that remaining within this conservative forecast could prove to be a challenge given continued population growth and a corresponding increase in demand for County services, especially those in the unincorporated areas. Property tax valuations are not likely to continue to grow at the unprecedented rates seen these last few years and new construction will likely not continue to be certified at recent levels, which averaged $4.2 billion a year over the last three years.

Based on the Planning and Budget Office property tax base assumptions, PBO will balance the Preliminary Budget at a tax rate sufficient to cover the budget considerations discussed throughout this document.

The table below includes the target budget, budget drivers, expected revenue and property tax impact to the average taxable homestead for FY 2020 based on initial planning assumptions.

FY 2020 BUDGET PRIORITIES AND ESTIMATED TAX IMPACT TO THE AVERAGE TAXABLE HOMESTEAD

Estimated Budget Drivers and Target Budgets Budget Drivers (Mid-level Range) $36.4 M Target Budgets $653.4 M Total Expenses $689.8 M

Estimated Revenue

Revenue (Excludes Fund Balance) $689.8 M Revenue less Expenses $ -

Property Taxes

Estimated Property Tax Impact for Avg. Taxable Homestead (Increase over FY 2019) $90-$99

Travis County is committed to fiscal responsibility and minimizing county property taxes for the average taxable homestead. The public can learn more about Travis County’s tax rate history at https://www.traviscountytx.gov/images/planning_budget/Docs/fy19/Travis_County_Tax_Rate_History_FY_2010_-_FY_2019_Adopted.pdf.

BUDGET PREPARATION GUIDANCE FOR COUNTY OFFICES AND DEPARTMENTS

The key elements of the budget guidelines as outlined below are intended to help offices and departments in the preparation of FY 2020 budget submissions, and to assist the Planning and Budget Office in preliminary preparations for the upcoming budget cycle.

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TARGET BUDGETS

Offices and departments are required to submit their budgets at the FY 2020 Target Budget Level. This Target Budget Level represents the FY 2019 Adopted Budget plus the annualized impact of any new increases approved during FY 2019, less any one-time expenses and other reductions related to pilot programs and programs that have been moved from ongoing to one-time, plus any needed corrections.

Offices and departments are provided a great degree of flexibility within their target budgets and are urged to collaborate with the Planning and Budget Office to identify and implement any opportunities for savings and efficiencies.

MAINTAINING CURRENT SERVICE LEVELS

Target budgets provide offices and departments the flexibility to repurpose funds within their budgets to accomplish their highest priority goals. Executives and managers are expected to reprioritize within existing resources to maintain current service levels where required. Executives and managers are urged to focus on efficiencies, increased productivity, and simplification rather than on budget requests for additional resources.

New FTEs in the Preliminary Budget other than those related to the budget drivers discussed earlier in this document will be limited to those that are (1) internally funded on a permanent basis for existing program needs, (2) supported by new revenue sources that have a proven track record and have been reviewed by the Auditor’s Office (and include the departmental indirect cost rate above direct costs to account for administrative support, space, and associated infrastructure costs), or (3) based on an extraordinary and compelling need. If sufficient County-owned or leased space cannot be identified and costs estimated for a proposed program or FTE increase, then PBO will not recommend such a program or FTE increase in the Preliminary Budget. New FTEs in the FY 2020 Preliminary Budget will be very limited given potential revenue caps from the State.

NON-COUNTY REQUESTS

As in prior years, non-county entities that plan to request new or additional funding in the County budget must coordinate such a request through the County department in charge of delivering the service. The request must be submitted to the relevant County department no later than March 25, 2019 so that it can be included in the department’s overall budget submission.

Third party social service providers in the Human Services and Justice Planning issue areas are expected to work through the competitive solicitation process coordinated by the Travis County Purchasing Office.

County offices and departments are asked to advise their key stakeholders of the County’s budget process, schedule, and budget guidelines that provide the context for FY 2020 appropriations. Non-county organizations submitting a request through the appropriate County office or department will be included in their submission, but given potential challenges with revenue caps, will not be considered by PBO for the FY 2020 Preliminary Budget.

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UNSPENT BALANCES, ZERO-BASED LINE ITEMS, VACANCIES, AND SALARY SAVINGS

The Planning and Budget Office annually reviews the last three years of unspent operating funds, and considers whether it would be reasonable to reduce the budget without substantially affecting mandated service levels. The primary purpose of this review is to identify opportunities for repurposing these unspent funds.

Offices and departments will be asked to build selected line-item budgets from the ground up (“zero-based” budgeting), such as leases, maintenance contracts, other purchased services, consulting, and contributions to grants. Other commitment items such as travel and training may become subject to zero-based budgeting during budget development.

Each year, the Planning and Budget Office reviews vacancy trends in all offices and departments. Based on these reviews, PBO may recommend appropriate adjustments to budgeted departmental salary savings. In addition, PBO will review all positions that have been vacant for 120 days or more. Offices and departments with such vacancies will be required to document the reason for the long-term vacancy as part of their budget submission. It is not the intent of the Commissioners Court to maintain long-term vacancies where resources could be reallocated towards other higher priorities.

SPECIAL ONE-TIME FUNDING FOR SELECT NEW PROGRAMS

The Commissioners Court continues its support of innovative programs that can provide improved services, streamline business practices, and reduce costs. It is possible that a very limited amount of one-time resources will be available to support such innovative programs. It is likely that any funding recommendations will be geared towards reducing jail detention populations and maintaining current state and federally funded programs that are shown to be meeting or exceeding performance metrics. Offices and departments must document in the budget request how the following criteria are met:

• The program addresses a critical, core Travis County issue that:

o is not otherwise being addressed; or

o is being addressed but is not realizing the desired results.

• A new program that has potential to duplicate or overlap with an existing program is clearly identified, and protocols that will isolate the impact of each program on performance outcomes are described.

• Commitment to include Planning and Budget Analyst in the implementation process throughout the pilot period (FY 2020, FY 2021, and FY 2022).

• Programmatic performance measures for innovative programs directly relate to the established departmental mission statement, goals, objectives, and performance measures.

• Performance measures focus on outcomes, but also include input, efficiency, and output measures.

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• Performance measures are meaningful, valid, and can be independently verified.

• Commitment to take performance management training in consultation with PBO.

• Willingness to provide periodic status updates to PBO during the pilot period to refine goals and objectives and measures progress.

• Willingness to use special project workers if new staff is needed.

• A process is established for the periodic reporting of results that are connected to the County’s mission, vision, and goals.

NON-PROPERTY TAX REVENUE

The importance of non-property tax revenue has increased, given the revenue caps proposed by the state legislature. These non-property tax revenue sources comprise approximately 13 percent of the County’s ongoing revenue. The majority of these revenue sources are fees are within the justice system, which are set by statute. However, there is a smaller portion of fees that are set by the County. The budget process provides an opportunity for a review of County fees to evaluate the appropriate level of cost for each service. The Planning and Budget Office has worked with the Auditor’s Office and various County offices and departments to compile an overview of fees charged for services and facility use countywide. During the FY 2020 budget process, PBO will provide offices and departments with an inventory of the applicable services fees, along with an inventory of all revenue contracts held at the department level.

Some fees have not been adjusted in recent years to keep pace with the costs of providing the service, along with other considerations such as inflation or maintenance costs. The countywide business review performed by Morningside Research stated that Travis County is not maximizing opportunities to increase revenue from non-tax sources, and that, in many cases, revenue generated from fees does not cover the cost of performing the service. The organizational review recommended that the County, “Conduct a comprehensive review of the fee structure for all County services, with the goal of establishing fees equal to costs, accompanied by indexing to provide automatic adjustments of fees as costs change.”

Through the FY 2020 budget process, PBO proposes to begin a comprehensive review of fees, to begin looking at whether the current fees support the actual cost or a portion of the cost to the County of providing the services, and which have the potential to be increased.

For each fee or contract, offices and departments should report the following information:

• The date the item was last increased (and Commissioners Court date if applicable);

• Whether the department intends to increase the fee or contract as part of the FY 2020 budget process along justification, including estimated cost recovery, for any increase;

• If the fee or contract is to be increased, the proposed increase amount.

The requested revenue information should be completed and returned as part of the budget submission. Once this project is complete, PBO will bring forward a holistic fee item for

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Commissioners Court review and approval. This effort is especially important in light of potential artificial revenue caps on property taxes.

CALENDAR

The key dates below are subject to change based on the receipt certified values by TCAD and related statute requirements. The Planning and Budget Office is working on alternate calendars that account for any delay in the receipt of the certified appraisal roll. The law requires certain notices and two public hearings on the proposed tax rate if that rate is above the effective tax rate. A notice requirement under Local Government Code §140.010 mandates publication of a tax rate by the later of September 1 or the 30th day after the County receives the certified appraisal roll. In the event that the certified values are not available to approve a proposed rate by the September 1st notice deadline, the schedule for Budget Mark-Up may not be able to be set, as initially planned, and the Commissioners Court may wish to hold dates in late August and in September to use for this purpose.

KEY DATES FOR DEPARTMENTS AND OFFICES

Offices and departments are expected to submit their FY 2020 budget submissions by Monday, April 22, 2019.

Date Event March 11, 14 Budget Kick Off Meetings April 22 Budgets Due

May/June Employee Public Hearing – HRMD will send out notice to all employees once date finalized

May/June PBO review of County Budget Submissions June Departmental Meetings with PBO July 22 Preliminary Budget Published August Select Budget Hearings (Proposed) August Budget Mark-Up September 24 FY 2020 Budget Adopted

Approved by Commissioners Court on February 26, 2019.

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BUDGET TARGET SUBMISSION

Most of your FY 2020 budget submission will submitted via email to your Planning and Budget Analyst along with a hard copy submitted to the Planning and Budget Office as in past years. The Department Strategy Form and Program Results Form will be submitted electronically via SAP’s SBP Module. Please work with your Planning and Budget Analyst to make sure that all of the required information is being submitted to PBO.

Information submitted to PBO – one electronic copy via email and one hard copy:

• One signed Budget Submission Summary (PB-1) • One Organizational Information form (PB-2) and organizational chart that will be

submitted to Commissioners Court as part of the black book write-up • Capital Acquisition Resources (CAR) Account Update, if applicable • 120 Day Vacancy Report, if applicable • Zero-based commitment item spreadsheet, if applicable • Status Reports for prior year funded budget requests, pilot programs, and revenue-

related requests selected by PBO • Any additional information that may be requested by PBO

Information submitted online/electronically – do not print:

• One Department Strategy Form submitted online in SAP’s SBP Module • One Program Results Form (formerly PB-3) for each program area – submitted online in

SAP’s SBP Module • Excel Budget Workbook with the proposed position list and budget at the commitment

item level for every fund managed by the department submitted via email

The hard copy should be in black and white and unbound to facilitate photocopying. The electronic version should be emailed to the appropriate Planning and Budget Analyst, with each form attached as a separate file in its native program (i.e., do not turn files into PDFs). Instructions for budget submission documents follow below. All budget forms are available electronically on the Travis County Intranet at http://traviscentral/pbo/budget. Example forms are provided in Appendix 9. Please contact PBO if you need assistance accessing these forms electronically.

I. BUDGET SUBMISSION SUMMARY (PB-1 FORM)

The PB-1 is the form where the office/department provides a list of their requests in priority order. In cases where the office or department provides no discernable priority order or where multiple requests are given the same ranking, PBO will assign a priority based on PBO’s understanding of the office’s or department’s issues. The prioritized list must include all budget requests the office or department may receive from external agencies, and County Executives with multiple reporting offices and departments must prioritize all of the requests from direct report departments.

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Offices and departments will be asked to check a box if they have made requests through other departments. This includes renovations, IT-related requests, space accommodations, copiers, radios, vehicle replacements, etc. This information is needed so that PBO can verify that these requests have been reviewed by the relevant department.

The Budget Submission requires the signature of the Elected or Appointed Official or County Executive in charge of that department. Submit one form per department. If multiple departments report to one County Executive, only one form should be submitted with the signature and prioritized budget requests.

II. DEPARTMENT STRATEGY FORM

All offices and departments will submit department summary information using the online Department Strategy Form in SBP. The form is available in Travis County’s SAP system located under the Budget tab and the Performance Management sub-tab. This information was formerly gathered on the PB-1 Form prior to FY 2019.

Training materials will be available from PBO and the Auditor’s Office. Webinar training sessions were held on Wednesday, February 27, from 10:00 – 11:15 A.M, and Thursday, March 7, from 1:00 – 2:15 P.M. These webinars were recorded and can be accessed via the County Intranet. PBO will add more webinars if there is a demand for more times. Contact your Planning and Budget Analyst with additional questions about training.

The Mission tab provides space for offices and departments to share their mission statement. On the Goals tab, make sure that every department goal is listed and connected to a countywide goal. Use the sort order to prioritize departmental goals for display on reports.

The Planning tab includes the following open-ended questions that are key focus areas for these forms:

Current and Long-term Plans: The form provides a space for offices and departments to share annual work plans and long-term plans, or priority areas of focus for the future.

Factors Impacting Current and Future Budgets: Use this space to inform PBO of possible challenges on the horizon, known growth needs, or other upcoming events that will need to be considered in the next five years. Offices and departments should reference any planning documents, past presentations to Commissioners Court, or other related resources that can help inform the basis for such plans.

Improvements and Efficiencies: Use this space to report on potential efficiencies that could be incorporated to maintain service levels for an increasing population without additional dollars. The long-term goal is to help offices and departments prioritize resources toward mandated core services and proven programs with measurable benefits to Travis County residents.

The Attachments tab allows Offices and departments to attach electronic documents or provide links to external documents that describe long-term strategic plans and priority areas of focus for the department for the future. Offices and departments may also attach documents that address

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program needs, mandated requirements, growth factors, and internal process improvements and efficiencies.

Please work with your Planning and Budget Analyst if you have questions about the Department Strategy Form.

III. PROGRAM RESULTS FORM

All offices and departments will submit program specific performance measures using the online Program Results Form in SBP. The form is available in Travis County’s SAP system located under the Budget tab and the Performance Management sub-tab. This information was formerly gathered on the PB-3 Form prior to FY 2019.

Program staff and managers will provide program-level information and analysis, including actual and estimated performance measure results, on one Program Results Form per program. The Performance Management section and the Program Results Form located within it will appear only for authorized users in each department.

FY 2019 forms exist for all current programs, and users will be able to copy them and update data as needed for FY 2020. Please review and revise the Header Tab information for your program to ensure that everything is correct. Indicate whether the program is statutorily mandated and if there is any level of grant funding. If the Fund Center(s) shown is incorrect or incomplete, contact your Planning and Budget Analyst to update.

A. PROGRAM INFORMATION TAB

The Program Information Tab includes the following open-ended questions that are key focus areas for these forms:

Statutorily Required or Mandated Services within Program: What are the program’s statutorily or legally required/mandated services? Please list the legal requirements for each program. This includes, but is not limited to, federal, state, and local government code. In addition, identify whether there is a service level requirement for each mandated service, and describe at what level the office or department provides the service.

Changes to Statutorily Required/Mandated Services: Offices and departments should review and identify the mandated programmatic functions that may have changed since the last budget submission, especially in light of the recent 85th Legislative Session, to ensure information is accurate.

Discretionary Services within Program: List discretionary services provided in this program area. A discretionary service is one that is not strictly mandated by state or federal statute, and may include support or overhead functions, as well as services the County has traditionally provided according to local demand, not legal mandate. It may also mean a service level that is not specifically mandated by law.

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Changes to Discretionary Services: Offices and departments should review and identify the changes to discretionary services provided in this program area that have occurred since the last budget submission.

Program Efficiencies and Outcomes: Discuss the program efficiencies and outcomes the department/office seeks to attain and how all measures inform that effort. PBO is requesting information from offices and departments regarding potential efficiencies that could be incorporated to maintain service levels for an increasing population without additional dollars. The long-term goal is to help offices and departments prioritize resources toward mandated core services and strong-performing programs with measurable benefits to Travis County residents.

Program Results Compared to Benchmarks: Offices and departments should discuss trends in program results and note how these results compare in the field, whether the comparison program is internal to Travis County or external.

Source Data and Projection Assumptions: This section requests background information and source data that has led to the reported projections for performance measures. Explain how the performance measure data will be collected and how it can be externally verified, along with historical trends and any underlying assumptions for the projections.

B. PROGRAM GOALS, OBJECTIVES, AND MEASURES TAB

Using the Program Goals, Objectives, and Measures tab, offices and departments must associate, or “link,” program goals, program objectives, and performance measures to each other, and also link these components back to a department goal. Any newly created measures, goals, or objectives will need to be added to the list using the Add button. PBO recommends adding measures, then linking them to objectives, then to goals, working from right to left to aid in maintaining the correct hierarchy. As shown below, a component can only be linked with one component in each higher tier. That is, a measure can only be associated with one objective, an objective can only be associated with one program goal, and a program goal can only be associated with one department goal. The form requires, at minimum, a linkage of performance measure to department goal. If you don't have program goals and objectives to link, please contact your PBO analyst. Use the Validate button to find errors in data entry.

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County-Wide Goal

#1

Department Goal A

Department Goal B

Obj #1

Program Goal X

Program Goal Y

Obj #2

Obj #3

Obj #4

Obj #5

Meas G

MeasH

Meas I

Meas J

Meas K

Meas C

Meas B

Meas A

Meas F

Meas E

Meas D

C. PERFORMANCE MEASURES TAB

The following fields will be pre-filled with information already provided by departments: Measure Text, Type (e.g. Input, Output, Efficiency, or Outcome), and Unit of Measure (UoM). The Measure field is a unique identifier number assigned to each performance measure by SAP. The FY 2017 Actual, FY 2018 Revised, and FY 2019 Original measures will also consist of pre-filled data. For the FY 2020 budget process, departments will report on measures by entering FY 2018 Actuals and FY 2019 Revised Projections. Offices and departments will also update prior projections for FY 2020 through FY 2023 and provide FY 2024 projections. As in the previous tab, add any new or missing measures using the Add button. The Delete button will remove a measure from display but will not remove it from the system. PBO will be working with offices and departments to ensure that all programs have at least one outcome measure for each program.

D. ATTACHMENTS TAB

Offices and departments may attach electronic documents or provide links to external documents that provide background information related to the performance measures. Offices and departments may also attach documents that address program needs, mandated requirements, growth factors, and internal process improvements and efficiencies. Users are encouraged to use PDF or image file types for best functionality.

Please work with the appropriate Planning and Budget Analyst if you have questions about the ongoing process of entering Program Results Form data into SAP.

IV.ORGANIZATIONAL INFORMATION (PB-2 FORM)

The Organizational Information Form provides information about the office’s or department’s organizational structure and any planned organizational or internal budget changes for the upcoming fiscal year are included in the PB-2 Form. Proposed internal reallocations, reorganizations, and reclassifications should also be described and justified on this form.

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Additional information that may be needed includes a narrative memorandum documenting the rationale for a change in classification, a Position Analysis Questionnaire (PAQ), and current and proposed job descriptions.

The form also includes space to discuss any organizational changes since October 1, 2018.

A current organizational chart should be attached. Please ensure that the organizational chart accounts for all FTEs on the department’s position list(s) and is based on the organizational units within the SAP financial system. PBO intends to include these organizational charts in the annual Preliminary Budget back-up prepared for the Commissioners Court. If there are security concerns about releasing the organizational chart, contact PBO to discuss the appropriate degree of detail to include. For questions regarding organizational units in SAP, contact the assigned Compensation Team Member in HRMD.

Midyear FY 2019 reclassifications must be submitted to HRMD by March 25, 2019, for consideration for an effective date within FY 2019. Otherwise, reclassifications must be reviewed through the budget process for a potential effective date in FY 2020.

FY 2020 requests for position reclassifications must include the following:

• A memo requesting and justifying the reclassification and stating how a potential salary increase will be internally funded (a PB-4 and PB-5 will be needed if the proposed reclassification cannot be internally funded),

• It needs to be included on the departmental PB-2 form highlighting the change, • A PAQ for the position, and • A new organizational chart with the proposed changes.

Offices and departments must concurrently submit FY 2020 reclassification and reorganization requests to HRMD and PBO. PBO will discuss all proposed FY 2020 reorganizations and reclassifications with HRMD for their review and concurrence.

Internal Funding of Organizational Changes: If the office or department is proposing any reorganizations, reclassifications, or the creation of new FTEs within existing resources, a detailed description and justification must be included also on this form and fully budgeted and highlighted within the FY 2020 Budget Workbook.

List any changes to a position such as title, position number, or assigned organizational unit that differ from the position list provided by PBO as part of the FY 2020 Budget Workbook. Like career ladders, reclassifications should be funded internally. All proposed reorganizations will be highlighted to Commissioners Court during the budget process. Be prepared to justify any proposed reorganizations directly to Commissioners Court.

All costs related to internally funded new positions including one-time costs such as space, equipment, furniture, and vehicles, as well as ongoing costs such as operating supplies, must be available within the department’s existing resources, with the cost figures verified by the appropriate administrative support department. Offices and departments should submit an

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estimate of cost from the relevant support offices and departments (such as FMD, ITS, TNR, and/or CARS) with the FY 2020 Budget Submission on April 22, 2019. For that reason, PBO urges offices and departments to begin working with these support departments as soon as possible. For questions regarding which support departments may be impacted, please contact the assigned Planning and Budget Analyst. Individual assignments and phone numbers are listed in Appendix 7.

Offices and departments should redirect savings from vacancies with prior career ladder increases, other permanent salary savings, and any other resources within the budget target submission to internally fund any departmental career ladder increases. In addition, offices and departments with approved career ladders should provide PBO with a list of internally funded career ladder increases (including position numbers) for informational purposes on the Career Ladder Form. The internally funded career ladder increases must match the salaries listed in the department’s Position List Worksheet (“Positions” tab), turned in as part of the Budget Submission.

Internal Reallocations of Budget: If the office or department is proposing the internal reallocation of any existing resources, a detailed description and justification must be provided on the Organizational Information Form and fully budgeted within the FY 2020 Budget Workbook. PBO will review proposed internal reallocations to ensure that they meet the current requirements for existing services and programs. PBO will closely scrutinize the enhancement of existing programs or creation of new programs using internal resources, especially if the program lacks adequate performance measures. All planned cost-neutral budget reallocations or reorganization of personnel must be submitted to PBO by April 22, 2019. Any requested changes submitted after April 22 will be considered at the discretion of PBO.

Anticipated Changes to FY 2020 Revenue: Offices and departments are asked to report on revenue on the Organizational Information Form. Determination of available revenue will be an important factor for the preparation of the FY 2020 budget. Describe any significant increases or reductions to the anticipated revenue in your department, including revenue from any interlocal agreements or grants. Offices and departments are encouraged to explore revenue-generating ideas and appropriate charges for services and fees. For revenue reductions from non-County sources, provide PBO with a plan on how the department will mitigate the impact.

Offices and departments that currently have existing fees not set by statute and revenue generating contracts will find two additional tabs on their Budget Workbook as a part of the County’s effort to maximize non-property tax revenue. As discussed earlier, PBO will be working with offices and departments to review existing revenue generating contracts and fees not set by statute to determine if any revision is justified.

Contact your Planning and Budget Analyst and the Revenue Analyst in the Auditor’s Office early in the budget process if a new fee or a change to a current fee will be proposed.

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V. BUDGET WORKBOOK (BUDGET SUBMISSION WORKSHEET AND POSITION LIST)

As in previous years, the budget workbook includes two main linked spreadsheets: (a) the Budget Submission Worksheet – consisting of the office’s or department’s FY 2020 Projected Expenditures, FY 2020 Budget Submission, and FY 2020 Budget Target Level; and (b) Position List – which includes the authorized position list with actual salaries and estimated benefit costs as of February 4, 2019. There will be additional worksheets if a department or office is responsible for multiple funds.

In order to use the new capabilities of SBP most effectively, major programs should be budgeted in a single funds center. Offices and departments should use the budget submission as an opportunity to align expenditure budgets to programs within the workbook. Work with the appropriate PBO Analyst to make sure that budget hierarchies and rollup groups best reflect the programmatic structure and allow for accurate reporting for program performance.

Offices and departments should review and analyze past expenditure history and allocate operating budget in the correct accounts to reflect actual expenditures and needs, particularly for known expenses such as recurring contracts or bills. This will diminish the need for midyear transactions between commitment items. Please work with your Planning and Budget Analyst to make sure that the operating budget in the Budget Submission Worksheet best reflects the actual projected expenses of the office or department.

A. BUDGET SUBMISSION WORKSHEET:

All offices and departments must turn in the Budget Workbook with the FY 2020 Budget Submission column total of the Budget Submission Worksheet equal to or less than the Budget Target Level. If an office or department submits its budget above the Budget Target Level, PBO will reduce the FY 2020 Budget Submission to the Budget Target Level. PBO will accept department budgets submitted below the Budget Target Level after reviewing them for obvious errors or omissions. Offices and departments are encouraged to budget programs in one or more fund centers but not budget more than one program in a fund center. This will help connect program expenditures to their performance measures in SAP. If you wish to begin changes to how your programs are budgeted prior to your budget submission, contact your PBO Analyst for more information. Otherwise this will be an ongoing process before the publication of the Preliminary Budget.

As shown below, the Budget Submission Worksheet has three columns that will be used for the FY 2020 Budget Submission.

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FY 2020 Budget Submission Worksheet

FY 2020 Projected

Expenditures Changes FY 2020 Budget

Submission Personnel Operating Total (1) FY 2020 Budget Target Level (2) Difference from Dept. Submission (Needs to be zero or less) (3)

(1) This number must be equal to or less than the department’s FY 2020 Budget Target Level (2), which is listed at the bottom of the worksheet

(2) FY 2020 Budget Target Level (3) The difference between (1) and (2); should be less than or equal to $0

The first data column reflects the office’s or department’s FY 2020 Projected Expenditures. For personnel line items, these figures are the annual cost of actual salaries and benefits for filled positions as of February 4, 2019. For positions vacant on February 4, 2019, these figures are the annual cost of these positions at the minimum of the pay grade, unless the Commissioners Court has addressed special circumstances. This first column is completed by PBO prior to the distribution of the Workbook. It is protected electronically and cannot be changed by the department. Please contact your Planning and Budget Analyst with any questions about the numbers in this column.

The operating expense line items in the first column are taken from the FY 2020 Budget Target. The second column, “Changes,” is used to track all changes made in preparing the FY 2020 Budget Submission. For personnel line items, this column tracks all changes made to the attached Position List worksheet. Any changes to the personnel line items must be made in the Position List worksheet. The personnel cells in the Changes column are password protected to prevent changes that do not originate on the position list.

For operating line items, entering a positive number in the Changes column will add funding to a line item and entering a negative number will decrease funding from a line item. Please note that these changes are all internal to the departmental budget. After all changes are completed, the department total on the Budget Submission Worksheet must be equal to or less than the FY 2020 Budget Target Level.

The third column is the sum of the FY 2020 Projected Expenditures and the requested changes. This is the FY 2020 Budget Submission. This column is formula-driven and electronically protected. Do not update this column manually.

B. POSITION LIST WORKSHEET:

The Position List Worksheet (worksheet tab titled “Positions”) consists of the department’s payroll by position as of February 4, 2019. Offices and departments should make any proposed personnel changes (including any proposed internal reorganizations) on this worksheet.

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The Position List Worksheet includes the Organizational Unit Name and Number for each position. This will help offices and departments determine whether each position has the appropriate organizational unit and budgeted funds center.

The Position List Worksheet has hidden columns to help PBO upload budget changes to SAP correctly. DO NOT delete any columns or submit position information in another worksheet or format as it will likely result in your budget submission containing significant errors.

The Position List Worksheet will automatically calculate the benefits for each position. Do not change these formulas. Benefit calculations will be centrally updated as necessary by PBO based on Commissioners Court actions taken during the budget process.

While updating the Position List Worksheet, offices and departments are urged to periodically look at the Budget Submission Worksheet to verify that the budget is still within the FY 2020 Budget Target Level. If, after all adjustments have been made and checked, the FY 2020 Budget Submission is above the FY 2020 Budget Target Level, the Budget Submission must be reduced to meet the required Budget Target Level.

Key focus areas in the Position List Worksheet are:

Filled Positions: Update the salaries for all filled positions to the anticipated salary for the position as of October 1, 2019. Please update the “Employee name,” “Act Lngvty (longevity),” “Salary,” and “FC salary (funds center salary)” columns of the position list for filled positions that are now vacant or are expected to become vacant in the near-term. Any career ladder position title changes and salary changes for the next fiscal year should also be reflected on this worksheet. If a retirement or other vacancy in a currently filled position is expected as of October 1, 2019, please indicate on the worksheet and update the same four columns listed above.

PBO has updated the salaries of POPS positions to include the step increase approved for FY 2019. Due to changes and promotions that may have occurred after the position list was generated, all positions in the position list will need to be reviewed. As indicated above, offices and departments should review the salaries of all positions to ensure the positions are set at the estimated October 1, 2019, salary.

If the organizational unit or budgeted funds center for any filled position is incorrect or needs to be updated, please update the worksheet and work with PBO to ensure that the appropriate changes are made in the Human Resources module of SAP. PBO will work with HRMD or departmental Human Resources staff to ensure that all appropriate corrections are made.

Shift Differential Pay: On January 15, 2019, Commissioners Court approved changes to the County Code, Chapter 114.83 to adopt revised rules for shift differential pay. On the Position List Worksheet there will be a box for offices and departments to indicate if a position works a majority of their time outside the majority of the scheduled hours on weekdays and weekends are between 5 p.m. and 8 a.m. All weekend hours worked by medical personnel in correctional and detention facilities are eligible for shift differential. Also offices and departments should also

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identify "grandfathered staff" that received shift differential already when the new policy was adopted.

Based on this information and by examining shift differential expenditures during FY 2019, PBO will recommend a departmental shift differential budget for each applicable office and department for the FY 2020 Preliminary Budget. Offices and departments do not need to submit a budget request.

Career Ladders: Offices and departments should continue to redirect savings from career ladder vacancies, other permanent salary savings, and any other resources within their budget target to internally fund departmental career ladder increases for positions in high priority programs. A separate career ladder worksheet is distributed to offices and departments with approved career ladders to document the proposed changes. Please reflect the proposed career ladders on the Position List Worksheet as well as the career ladder worksheet.

Vacant Positions: Review all vacant positions to determine if any have been filled or will be filled in the near term. Update the “name,” “hire date,” “salary,” and “FC salary” columns of the position list and/or the expected salary at which the position will be hired. Funds center salary is the portion of the employee’s salary paid out of that particular funds center.

Part Time Employees: Please review whether an appropriate number of hours has been assigned to all part time employees. Regular employees who work fewer than 30 hours do not receive County health insurance coverage. However, incumbent employees who worked fewer than 30 hours per week as of May 19, 2015, are grandfathered and will continue to receive health insurance coverage so budget health insurance for these grandfathered employees accordingly.

The budget workbook includes health insurance coverage for all regular employees, including some “grandfathered” part time employees working less than 30 hours (less than 0.75 FTE). Please consult with your Planning and Budget Analyst before changing this benefit line item. Offices and departments wanting to change the budgeted amount of health benefits for part time employees will need to consult with their Planning and Budget Analyst prior to any proposed reallocation. If you do not know whether a position should receive benefits, please contact HRMD.

Temporary Employees: If your department has a budget for temporary employees, the position list will include a line for temporary salaries. Please review the amount and update or revise as necessary. A retirement contribution is expected to be paid for any temporary employee whose position is scheduled to last six or more consecutive months. Please review whether an appropriate amount for retirement (commitment item 506055) is budgeted on the position list. If the amount needs to be changed, please work with your Planning and Budget Analyst. If you do not know whether a position should receive retirement benefits, please contact HRMD.

The County provides health insurance to certain County employees currently classified as temporary employees if they meet certain criteria listed in Travis County Code Chapter 10. As with retirement contributions due to temporary employees who work more than six months, health insurance contributions for temporary employees who meet this criteria will need to be

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internally funded. The Position List Worksheet does not contain an allocation for health insurance for any temporary employees. The list of current temporary employees receiving this benefit have been included in a separate table in your workbook or provided separately by PBO. Please consult with your Planning and Budget Analyst and HRMD on how the health benefit expense for temporary employees will be managed within your FY 2020 budget. This may include moving long-time temporary employees to existing vacant positions within the department.

Special Project Workers: Special Project Workers are included on the position list, but are excluded from the FTE count for the office or department.

Overtime Salaries/POPS Add Pay: If the office or department has a budget for overtime or POPS Add Pay commitment items, the position list will include row(s) for these expenses to be included in the line item budget. Please review the amounts and update or revise as necessary. All increases to Overtime and POPS Add Pay commitment items should be funded internally.

Grant-Funded Positions: PBO will include all grant-funded positions in a separate position list tab within your workbook. This is intended to help PBO build a more comprehensive list of all positions by department. While grant-funded positions will be included on the position list, the grant budget will not become part of the budget process given the differing grant start dates and the existing grant management process.

VI. ZERO-BASED COMMITMENT ITEM UPDATE

Where applicable, PBO will provide offices and departments with a spreadsheet within the budget workbook to build the budgets for specific commitment items from $0 to the budgeted amount included in the budget submission. A detailed funding description will be requested for the following critical commitment items:

• Rent-Building & Land (511630)

• Hardware/Software Maintenance (511550)

• Other Services (511900)

• Other Consulting Services (511890)

• County Contribution to Grants (595010)

Your Planning and Budget Analyst may request zero-based budgets and funding descriptions for any other commitment items that are deemed in need of further detail. Contact the appropriate Planning and Budget Analyst with any questions.

VII. CAR ACCOUNT UPDATE

Office and departments that received funding for capital items from the Capital Acquisition Resources (CAR) Account in FY 2019 will receive a CAR Account Update worksheet within the workbook requesting the status of and projected expenditures for current CAR funded projects. This will include the approved budget along with space to provide an update for each project, the estimated project balance as of September 30, 2019, and the anticipated request to re-budget

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project resources, if applicable. Based on this information and mid-summer updates, PBO will work with offices and departments to transfer CAR balances that are recommended for re-budgeting in FY 2020 into the CAR Reserve.

VIII. 120 DAY VACANCY LIST

PBO will provide offices and departments with a worksheet that lists positions vacant for 120 days or longer projected as of April 22, 2019. The worksheet will contain comments provided to PBO from offices and departments in the past. Offices and departments should review these notes and provide any updates to the status of these positions and submit any additional information in the FY 2020 budget submission that documents the reason each position continues to be vacant. PBO will present an annual vacancy report to Commissioners Court in the spring, and will work with offices and departments throughout the budget process to assess long-term vacancies. Offices and departments with positions vacant 120 days or longer without reasonable justification may expect a recommendation from PBO to reallocate the resources within the department or to another department with a documented need. This includes consideration of positions that have been frozen for a long period of time.

IX. STATUS REPORTS AND PILOT STATUS REPORTS

PBO will provide offices and departments with status update forms that correspond with approved FY 2018 and FY 2019 budget requests for programs with new FTEs and/or funding of $100,000 and higher, select revenue-related requests, and FY 2018 and FY 2019 pilot programs. PBO will pre-fill the form with the following information from the original budget submission:

• Name of approved budget request • Year and dollar amount approved • Fund and Funds Center • Number of FTEs approved • Summary statement of request • Baseline performance measures • Performance measure projections with additional funding

Offices and departments should update the remaining fields, including number of FTEs currently filled. In addition, please describe the program implementation process and, if any delays have occurred, explain why.

The performance measure summary section includes the original measures submitted with the budget request. Please update the fields for “Actual FY 2018 Measure” if reporting on the status of an approved FY 2018 request. The columns for “Projected FY 2019 Measure” and “Projected FY 2020 Measure” should also be updated. Include new performance measures to highlight the expected outcomes of the program or add any other measures from the department that have been impacted by this approved budget request. In addition, use the space provided to describe the results of this program and whether the outcomes are different from those initially planned or projected by the department.

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If the request was tied to revenue, explain whether the total revenue for the program is meeting or exceeding the certified revenue. If not, explain why the expanded program should remain in the budget. Offices and departments requesting continuation of an existing one-time pilot project will need to fill out a separate PB-4 and PB-5 document for each program.

X. FEES NOT SET BY STATUE AND REVENUE GENERATING CONTRACTS

The FY 2020 budget process will include a review of fees not set by statute and revenue contracts as a part of the County’s effort to maximize non-property tax revenue. Offices and departments will be provided their list of fees not set by statute and revenue contracts developed in collaboration with the County Auditor’s Office as tabs within their Budget Submission Workbook.

Offices and departments with either of these items will receive their Budget Workbook with one or two additional tabs. One tab will contain all applicable fees not set by statute and the other tab will contain all applicable revenue generating contracts. Each tab will contain some prefilled information that will need to be verified and additional information requested for each fee or contract that will need to be updated and included in your budget submission. These columns include the following fields:

Fees not set by statute • Fee Description • Fund – Cost Center – GL • FY 2019 Approved Fee • FY 2020 Proposed Fee • Date Fee Last Updated • Fee Basis • Justification for FY 2020 Proposed Fee

Revenue Contracts • Contract Name • Agency/Company • Contract Number • Fund – Cost Center – GL • FY 2019 Contract Amount • FY 2020 Proposed Contract Amount • Date Contract Last Updated • Contract Basis • Justification for FY 2020 Proposed Contract Amount

Particular attention should be paid to fees and contracts that have not been reviewed or adjusted in several years. If your office or department has additional fees not set by statute or revenue generating contracts not included in these tabs, then please add them. PBO will review your updated information in your budget submission workbook in conjunction with the County Auditor’s Office. The FY 2020 proposed fees and revenue generating contracts should consider the following information, but not limited to:

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• Program salary and benefit costs • Equipment costs (including vehicle & IT equipment/software) • Direct operating costs (supplies, materials, fuel, etc.) • Overhead costs such as utilities, fuel and support services

After its review, PBO will help coordinate applicable changes to be presented to the Commissioners Court. Fees required to be approved by the Commissioners Court will be presented prior the adoption of the FY 2020 Budget. Recommended changes to any revenue contracts will be presented to the Commissioners Court at the next contract renewal or according to the terms of the contract.

It is expected that this is the first step towards implementing a more robust and complete annual fee and revenue contract review for the County. This new practice will have an emphasis on ensuring fee rates and contract revenue amounts that applicably recover recovers the cost of providing the service being provided as appropriate.

XI. ADDITIONAL INFORMATION

A. REPLACEMENT COMPUTERS AND PRINTERS

Computer replacement is handled centrally by ITS. To facilitate an efficient replacement process, offices and departments are required to submit an ITS Replacement Form to ITS by Monday, March 25. This form is available on the Travis County Intranet where other budget forms are located.

Offices and departments are asked to review and verify the data found in the ITS Replacement Form for FY 2020. The information in the ITS Replacement Form will automatically load when the office or department number is entered. This information is pulled directly from the SAP Asset Inventory Report and includes much more data than previous years. The design provides front-end information regarding not only eligible systems, but department-purchased systems, grant-funded systems and systems that may not be eligible for automatic replacement as well.

Based on the current five year computer replacement policy, the target date range for replacement eligibility for FY 2020 is systems purchased October 1, 2014, through September 30, 2015. Offices and departments should indicate their choice on the ITS Replacement Form – replace, upgrade, downgrade, etc. for each system.

To ensure adequate security, all equipment on the Travis County network should run on an operating system that is currently supported by Microsoft. Therefore, Windows operating systems older than Windows Server 2008 r2 for servers or older than Windows 7 for desktops must be replaced in an expeditious manner. PBO requests that offices and departments prioritize upgrading unsupported equipment for replacement during the FY 2020 budget process. If the affected equipment was previously internally funded desktop/laptop equipment, offices and departments are expected to internally fund the replacement as soon as possible. Submit an ITS Service Desk Request on Travis Central for questions regarding supported operating systems.

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Computers and printers will be recommended for replacement by ITS based on a replacement schedule that takes into consideration the age and reliability of the equipment as well as available resources. Standard configurations have been selected to facilitate redeployment at the end of the lifecycle period. All replaced workstations must be returned to ITS. Equipment purchased or replaced by the replacement budget is the property of the county, not of the department or individual. Offices and departments may not repurpose end-of-life computers within the department. If the department wishes to keep the old equipment for other uses, a request must be made in writing to and approved in writing by ITS and their PBO Budget Analyst. Recycled or “trickledown” equipment will not be considered as part of the five-year replacement cycle.

For general planning purposes, it should be expected that computers will be eligible to be replaced approximately every five years. A computer being identified as eligible for replacement does not guarantee its replacement. The amount of available funding is also taken into consideration in evaluating computer replacement. Networked printers will only be considered for replacement when malfunctions and down time are documented (e.g., calls to the ITS Help Desk) or when the manufacturer indicates that repair parts will no longer be available. Please contact ITS with any questions regarding the eligibility of replacement equipment.

Please note: In order for systems to be eligible for replacement, they must be active on the county’s network and up to date in the county’s inventory system in SAP. Inactive and off-network systems will not be funded or replaced.

As in prior years, upgrades to monitors, replacement of iPads and personal desktop printers will need to be funded internally by the requesting department or office. The use of personal desktop printers is discouraged due to the ability that networked printers have to print securely. In addition, offices and departments are encouraged to work with ITS on the selection of all IT equipment and software for use to ensure ITS is able to support the device. As has been done in previous years, for FY 2020, funds to purchase new computers and telecommunication equipment will continue to be centrally budgeted in ITS. Failure to complete and return the ITS Replacement Form by the March 25 deadline will result in ITS not including the applicable replacement equipment in the countywide request submitted to PBO. Replacement items not on the countywide recommended replacement list will not be considered by PBO for the FY 2020 Preliminary Budget.

B. NEW AND REPLACEMENT COPIER EQUIPMENT

Offices and departments are expected to internally fund the cost for leasing new and upgraded multi-function copier devices. Funds for these leases are transferred to CARS, which centrally budgets copier leases for the County. For replacement devices, if the new lease is cost neutral, no additional funds from the department will be necessary.

Offices and departments that plan to purchase new equipment or upgrade or replace current equipment must submit a completed RM-1 form to Paula Beatty in CARS by March 25, 2019. CARS will then submit to PBO a central budget request for multi-function device needs. Offices and departments will be made aware of any additional ongoing costs that will need to be transferred to CARS during the Preliminary Budget process.

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To allow CARS staff to handle copier requests centrally through the budget process, no midyear FY 2019 or FY 2020 multi-function device requests will be processed.

C. REVENUE AND THE FY 2020 BUDGET PROCESS

To assist the County Auditor’s Office in preparing the official countywide FY 2020 Revenue Estimate, applicable offices and departments will need to complete a Revenue Estimate Form in addition to the information regarding fees not set by statute and revenue generating contracts in tabs within your Budget Submission Workbook. In a few cases, the office/department will also need to complete a Special Revenue Request form. The Special Revenue Request form is only needed if the department identifies a new source of revenue that requires additional expenditures. Also included is an additional revenue form for reporting on the revenue impact (or potential impact) of an action in the legislative session. The forms can be downloaded from Travis Central at http://traviscentral/pbo/budget. Once completed and approved by the department’s Elected or Appointed Official, an electronic version of the signed document(s) should be returned to Vanessa.Robles@traviscountytx.gov. For questions regarding the FY 2020 Revenue Estimate or FY 2019 Revenue Certifications, please contact Vanessa Robles at X4-4483.

D. PURCHASING OFFICE INFORMATION REQUEST FOR FY 2020 CONTRACTS

The Purchasing Office wishes to better plan procurements for the upcoming year and to assure that no gaps occur in contract coverage. The Purchasing Office requests that offices and departments that are procuring major commodity items or services or performing construction-related procurement provide the information outlined in the following spreadsheet format to the Purchasing Office by Monday, April 22, 2019.

Department Name: __________________

Description of Item/Service/Project

Current Vendor (if applicable)

Date Needed

Dollar Value to be contracted in FY 2020

Check if contract is in place

Please include all major commodity items, services, and construction projects, even if it is a contract renewal. While this form is not mandatory, this information will allow the Purchasing Office to more proactively plan for procurement needs and avoid inadvertent gaps in coverage and impacts to departmental operations. Please contact Jason Walker at 854-4562 for assistance.

E. RADIO REPLACEMENT

Portable radio replacements will be centrally requested through Emergency Services. An FY 2020 Radio Replacement Form will be available for offices and departments that require replacement equipment. The form describes the available models and features of the radios. The form needs

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to be submitted to Brad Bearden in Emergency Services (854-4895) by March 25. Please direct any questions regarding models or eligibility to Emergency Services.

F. ENCUMBRANCE AND PRE-ENCUMBRANCE REVIEW

Near FY 2019 year-end, offices and departments will again be required to review all open pre-encumbrances (Shopping Carts) and encumbrances (Travel, Funds Reservations, and Purchase Orders) over 90 days old for potential liquidation.

In addition, shopping carts that will roll over to FY 2020 will be limited to contractual obligations or extraordinary circumstances and must be approved by PBO prior to accessing these pre-encumbered funds in FY 2020. Offices and departments are discouraged from using this process for routine or less critical purchases at the end of the fiscal year to help preserve the ending fund balance. As such, PBO will be less likely than in the recent past to approve all requested rollover encumbrances. PBO will provide updates to offices and departments regarding encumbrance review during the summer.

REQUESTS FOR FUNDING BEYOND THE FY 2020 BUDGET TARGET LEVEL

The FY 2020 Budget Guidelines provide an overall framework for the budget process. Offices and departments should review these guidelines prior to preparing their FY 2020 budget submissions. The Guidelines are intended to guide the development of a budget that supports core mandated services and promotes resiliency and sustainability. Offices and departments should reprioritize within their existing resources to fund any requests to maintain current service levels or new needs. While reduction proposals are not requested for the FY 2020 budget submission, if financial conditions worsen, budget reduction proposals submitted in FY 2018 will be evaluated and may be recommended.

PBO will be limited in its ability to make new funding recommendations beyond the cost drivers discussed in the guidelines in the Preliminary Budget. PBO is available to assist offices and departments with identifying ways to internally fund high priority budget requests.

The same constraints exist on capital requests. Therefore, please consider whether the capital request is compelling and urgent or if the capital project has prior Commissioners Court approval. PBO will review outstanding capital balances in conjunction with making recommendations for new capital projects. Offices and departments are asked to complete projects approved in a prior budget cycle before requesting additional capital funds.

To request additional funding, a budget request package must be submitted. A budget request package includes the following forms:

• Budget Request Proposal (Form PB-4) – narrative justification for the request

• Budget Request Details (Form PB-5) – the budget requested for funding the proposal

• Capital Budget Request (Form PB-6) – summary and details of capital funding request

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• Statement of Estimated Cash Flows (PB-7) – summary of when resources are needed by certain milestones

• Support Department Forms, if necessary

Pilot Programs: Offices and departments that received one-time pilot program funding in FY 2016 through FY 2019 and wish to request that a pilot continue for an additional year on a one-time basis must request funding for the program using the PB-4 and PB-5 forms. In the narrative section of the PB-4, staff should document how the following criteria are met:

• The program addresses a critical, core Travis County issue that: o is not otherwise being addressed, or o is being addressed but is not realizing the desired results.

• A new program that has the potential to duplicate or overlap with an existing program is clearly identified, and protocols that will isolate the impact of each program on performance outcomes are described.

• Commitment to include your Planning and Budget Analyst in the implementation process throughout the pilot period and how that criteria might be addressed.

• Programmatic performance measures for innovative programs directly relate to the established departmental mission statement, goals, objectives, and performance measures.

• Performance measures focus on outcomes, but also include input, efficiency, and output measures. All programs should have at least one outcome measure.

• Performance measures are meaningful, valid, and can be independently verified. • Commitment to take performance management training in consultation with PBO. • Willingness to provide periodic status updates to PBO during the pilot period to refine

goals and objectives and to measure progress. • Willingness to use special project workers if new staff is needed.

The criteria above should also be addressed for new pilot funding proposals.

External Requests: All non-county entities that plan to request new or additional funding in the County budget must coordinate such a request through the County office or department in charge of delivering the service. The request must be submitted to the relevant County department no later than March 25, 2019, so that it can be included in the department’s overall budget submission.

Third party social service providers in the Justice Planning and Health and Human Services issue areas are expected to work through the competitive solicitation process coordinated by the Purchasing Office. Non-county organizations submitting a request will be subject to the same funding criteria as listed under the FY 2020 Guidelines and the FY 2020 Budget Preparation Manual, but will not be considered for the FY 2020 Preliminary Budget due to limited available resources.

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I. BUDGET REQUEST PROPOSAL (PB-4 FORM)

The purpose of the Budget Request Proposal is to provide documented justification of departmental requests for additional funds. Request proposals should be complete, concise, and reasonable. All budget requests, no matter how large, must include an itemized description of all components of the request and must provide corresponding costing information on the PB-5. In the event that the budget request can be partially funded, this detailed information will allow for a better analysis of the individual components of a request. Below are descriptions of the PB-4 sections.

Name of Budget Request: Be descriptive, yet concise, to make it easier for the budget request to be easily identified.

Priority Number of Request: Each budget request must have a unique priority number that matches the list provided on the PB-1 form. Do not list more than one budget request as the top priority for funding as it defeats the purpose of the priority ranking. In cases with no clear ranking, PBO will assign priorities based on PBO’s understanding of the office’s or department’s issues.

Name of Program from Program Results Form: Include the associated funds center and organizational unit name and number.

Description of Request: What is the problem this request is intended to address and how does the department propose to address it? Describe the current issues that create the need for increased funding and explain how the request relates to the mission, goals, and objectives of the office/department.

Desired Outcomes: Describe the current service level and explain why it does not produce the desired outcomes. Indicate if the proposal is a new program, an expansion of an existing program, or maintenance of current service level. The more complex the problem or creative the proposed solution, the more space should be devoted to describing it. Describe how the performance measures for this request were determined and why this proposal is necessary to produce the desired outcomes.

Description of New or Program-Specific Measures and Evaluation: Explain the basis of measurement in this narrative section. First, describe how the proposal will be measured and evaluated. Identify any independent evaluation components that may be available to the department or office. Discuss any research, comparisons with other local programs, or existing best practices. List any identified benchmarks or comparison groups.

Impact on Existing Relevant Departmental Performance Measures: Use this section to justify the proposed investment of County resources. Explain the relevance of the measures used in the performance measure table and the expected impact to the program area if the request is funded. Describe the impact of funding the proposal on departmental performance measures, service levels, and program outcomes.

Proposed Implementation Timeline: Timelines should be realistic and may span multiple years. Include the expected dates of results, taking into account results that extend past FY 2020.

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Leveraged Resources and Collaboration: Identify any existing opportunities for internal efficiencies or leveraged resources. Describe the impact of other resources such as grant funds and other County department/office or non-county external agency resources. Describe collaboration efforts with other Travis County offices and departments or related partner agencies that will be used in the program.

IT, Space, and Related Costs: Offices and departments should work with FMD and ITS to identify and develop the cost of feasible space (County-owned or leased) and related furniture and fixtures, records storage shelving, cabling, software, hardware, and other technology infrastructure costs for a proposed program or FTE increase. PBO urges requesting offices and departments to begin working with the support departments as soon as possible. Enter the name of the contact in ITS and FMD who has been consulted on the budget request. If space is available, please specify the building address, floor, suite, office, and workstation (if applicable) on the PB-4. A look-up chart of the building locations as identified in SAP is located on the Budget Forms web page. If no space is available, any associated requests will be deferred until space can be secured.

A worksheet has been included in the PB-5 that allows FMD and ITS the ability to directly enter their related space costs into an office’s or department’s budget request. To allow ITS and FMD time to develop the cost estimates, forward the PB-5 to them by Monday, March 25.

Security: Offices and departments that wish to request funds for improved security should coordinate such requests with the County’s Security Manager, Stephen Davis, at 854-5468, and applicable support departments to obtain input and help in developing cost estimates. PBO will rely on the Security Manager’s recommendations to determine which requests may be included in the Preliminary Budget. The Security Manager and PBO will work together to present preliminary security recommendations to the Commissioners Court for specific direction in an executive session discussion during the summer. This will allow the Preliminary Budget to include those recommendations acted upon by the Commissioners Court.

Technology: Commissioners Court has charged ITS with the responsibility for increased oversight and review of technology issues and opportunities within the County. To meet this responsibility, budget requests for technology must be reviewed by ITS before budgets are due on April 22. All large scale enterprise technology requests that may include multiple offices and departments (such as body and patrol cameras) should be submitted directly to ITS with a letter of support that can be included in the submission from ITS. The letter of support should be addressed to PBO and outline the benefits and business case of the technology solution for the affected office/department. ITS’s responsibility of submitting these joint requests will ensure consistency and cost effectiveness of these enterprise requests. Offices and departments should begin working with ITS no later than Monday, March 25, 2019 so the request can be considered for the FY 2020 Preliminary Budget. Complete and submit the online “ITS Assessment Request” form located on the ITS intranet page.

Obtaining ITS input and full project costing early is critical to ensuring that ITS can adequately support the requested technology. If a budget request requires certain specialized hardware,

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software or other IT-related components please describe in the box provided in the PB-4. If there is a significant IT component to the request, an ITS Assessment form will need to be attached. Please also list the ITS contact for the project.

Technology projects that are submitted without ITS review and costing will be considered incomplete and will likely result in no funding recommendation in the Preliminary Budget. This early review does not apply to basic computer equipment requested on the PB-5 ITS worksheets.

Any technology projects that may involve or impact the County’s financial systems must also be reviewed by the County Auditor’s Office during that same time period.

II. BUDGET REQUEST DETAILS (PB-5 FORM)

The purpose of the Budget Request Details Form is to identify the cost of budget requests at the commitment item level. All budget requests, no matter how large, must include itemized costing for all components of the request to allow for full analysis, with corresponding narrative information provided on the PB-4. This detailed information will allow for analysis of the individual components of a request in the event that the budget request can only be partially funded.

In order to better capture future year performance data required in SBP, the performance measures section for budget requests are located in the the Budget Request Details form within the PB-5 Form.

There are four worksheets within this Excel workbook: Budget Request Details (PB-5); Performance Measures; ITS New Program, Staff, Equip; and Space Costs. Please ensure that each worksheet includes the Budget Request Name identical to the one that appears on the PB-4 and the PB-1. If an MS Excel message pops up that asks if you should “enable macros,” click “yes,” to allow the form to work. Please describe any non-routine IT items in the PB-4 and list these costs in the ITS New Program tab within the PB-5 Form.

A. Details (PB-5) Worksheet

Name of Budget Request: Ensure that this matches the name on the Budget Request Proposal Form (PB-4).

Priority: Ensure that this matches the priority number on the PB-1 and PB-4.

Dept #: When an office or department number is entered in this cell, the appropriate “Assigned Organizational Unit” list for that office or department will become available in the drop down menu in the personnel section of the form. Likewise, the “Budgeted Funds Center” list for each office or department will become available in the drop down menu in the operating section of the form.

Personnel: Select an approved job title from the drop down list and the proposed pay grade for the position will automatically appear along with the salary and benefits for that position. Please

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request the alternate form, PB-5A, from your Planning and Budget Analyst if requesting a new job title.

The number of requested FTE, fund source (0001 = General Fund), and associated budgeted funds center(s) are also required for this form. If a position is split-funded, please ensure that the Fund Percentage adds up to 100%. Do not reflect fund splits in the FTE column.

By default, positions are pre-populated in the form as Regular employees. Request multiples of the same position by entering a number greater than one (1) in the FTE column. To recommend removing positions, enter a negative number in the FTE column.

Salary for new positions is automatically calculated at the entry level of the pay scale. To request a salary higher than entry, clearly indicate that the request is for a salary above entry and justify the higher salary in the PB-4. Salary requests that are higher than entry level will also require the use of the alternate form, PB-5A.

Any requests for temporary employees or overtime should be entered in the last two rows in the personnel section, labeled accordingly. Enter the total requested pay amount and benefits will be calculated automatically. The benefits use the worker’s compensation insurance factor for clerical positions and include retirement. If the request differs from this default, please let PBO know so that the appropriate associated benefits can be determined.

Operating: Use the drop-down boxes to select the Commitment Item Category and Commitment Item Description for each operating item in the budget request. Also include the Fund and Budgeted Funds Center and separate requested amounts by one-time and ongoing costs. If the budget request requires more than 12 operating lines, use a second PB-5 form. Please ensure that subsequent PB-5s use the same budget request name as the first PB-5 and the PB-4, and the total cost from all PB-5s is listed on the PB-4.

Space Costs: If the budget request includes any space costs (operating or capital) in the “Space Costs” worksheet, the sum of that portion of the request will total in this section. Facilities Management and/or ITS will provide this information for the Space Costs tab within the PB-5 as appropriate. It is important to share any requests that have potential space costs with these support departments for their review by March 25, so the full costing of any request can be included in your budget submission.

Computer/Telecommunication and Other Capital Related to this Request: If the budget request includes any capital, whether IT or other, the sum of that portion of the request will total in this section.

The line “Total Computer/Telecommunication Equipment from ITS Forms” automatically sums the budget information entered in the ITS worksheet tabs. For assistance with these two worksheets, please contact PBO Business Analyst Michael Chang at 854-9336.

The line “Total Capital Equipment from Capital Budget Request (PB-6)” must be hard-key entered using information from cell F7, “Total Request FY 20,” from the “Multi-year Cap Request

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Summary” tab of the PB-6, Capital Budget Request form. Guidance on completing the PB-6 form is found later in this section.

B. Performance Measures Worksheet

The top portion of the performance measures section is intended to capture existing performance measures from the related program area. Measures listed here should correspond to the measures reported to PBO using the Program Results Form in SAP (formerly PB-3 Form). Use the bottom section of the form to report measures that are new or very specific to the proposal. Each performance measure reported should be categorized as Input, Output, Efficiency, or Outcome. Use the drop-down menu to select the applicable measure. New rows for additional performance measures can be inserted by right-clicking and choosing “Insert Row,” or by using the “Table Tools” menu to insert rows. Copy and paste the measurement category type titles into the new rows.

As a part of the County’s ongoing efforts to improve performance measurement and program evaluation, the PB-5 form also includes three columns where the projected results for additional years of funding should be listed.

Projected FY 2020 Measure at Base Level: Use this column to report on projected measures for FY 2020 if no additional funding is received.

Projected FY 2020 Measure with Added Funding: Use this column to report the results that are expected should the budget proposal be approved.

Projected FY 2020-23 Measure with Added Funding: These final columns should be used to report the expected results of continuing funding for the proposal beyond FY 2020.

C. ITS New Program, Staff, Equip Worksheet

This worksheet has been simplified with fewer standard selections for computers, printers, and telephones. ITS will assign the appropriate type of telephone, based on the location where the equipment is needed. All other equipment included in this budget request must be requested on the other worksheet. Please note a new option for tablet computers. Please use this option judiciously and only if the new position requires significant travel.

III. CAPITAL BUDGET REQUESTS (PB-6 AND PB-7 FORMS)

If the office or department is requesting non-IT capital, then one Capital Budget Request Form (PB-6) will be necessary per department. See Appendix 1, Capital, for detailed information on how to submit budget requests that include capital.

The PB-6 form includes additional detailed information to better assess whether the requested projects/equipment are “capitalizable” and meet the County’s capital policy in order to help identify a funding source for recommended capital. Please direct questions regarding which projects or equipment are capitalizable to the Auditor’s Office Capital Asset Analyst, Suzanna

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Fleegal, at 854-6673. PBO and the Auditor’s Office will work with offices and departments to determine how to appropriately categorize these assets.

In addition, PBO requires that offices and departments with major stand-alone capital requests such as building construction/renovation and road construction projects provide an estimated quarterly cash flow (PB-7 form) with their FY 2020 budget submissions. See Appendix 1 for more information and/or call PBO with any questions about this form. Submit a PB-7 form only with a budget request that includes capital with a cash flow requirement.

As part of the County’s ongoing efforts to improve the capital planning process, the PB-6 form also includes worksheets for offices and departments to provide a high level summary of anticipated capital requests for FY 2021 through FY 2025. To support this goal, offices and departments with annual capital requests will be required to provide this high level summary. The form and requested information will be revised in future years to include additional information as the capital planning effort is further improved.

IV. CENTRALLY BUDGETED LINE ITEMS IN SUPPORT DEPARTMENTS

Centrally Budgeted Line Items comprise expenses that are budgeted in one support department instead of being allocated to each user department. As all offices and departments are directed by Commissioners Court to maintain funding at the FY 2020 Budget Target Level, there will be no automatic increase in the centrally budgeted line items. If an operating department wishes to increase the level of support provided by a support department, the client department (not the central support department) will need to submit a request for increased support as a part of their budget submission for increased funding. For non-capital requests, the request must include a PB-4, PB-5, and the relevant support department form. If funding is approved, the increased amount will be included in the support department’s budget. If additional funds are needed mid-year and the client department did not work with the support department during the budget process, the client department will be responsible for funding the shortfall. Please coordinate with the departments listed below if additional service levels are sought.

Type of Expenditure Contact Name Department Contact Number

Public Notice & Advertising Geri Castaneda Purchasing 854-1754

Hardware (servers, storage, network, etc.) John Stark ITS 854-7193

Desktop Hardware Kent Hubbard ITS 854-1852

Software Ryan Reed ITS 854-6035

Paper/Printing Taylor Masters CARS 854-9104

Audio Visual Services Al Jackson CARS 854-4493

Records Management Consulting Shawn Malone CARS 854-7627

Imaging Services Shawn Malone CARS 854-7627

Copier Services Paula Beatty CARS 854-9596

Postage Tom Ashburn CARS 854-9139

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APPENDICES

Page 1. Capital ....................................................................................................................................... 562. Information Technology ............................................................................................................ 603. Sample Organization Chart ....................................................................................................... 634. Pay Scales .................................................................................................................................. 645. Benefit Calculations .................................................................................................................. 676. Budget Staff Assignments ......................................................................................................... 687. Guide to Performance Management ........................................................................................ 698. Budget Forms ............................................................................................................................ 79

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1. CAPITAL

Capital is defined as an item costing $500 or more, with the exception of software, which must cost $100,000 or more to be considered capital. Such items, if approved, are funded from the General Fund’s Capital Acquisition Resources (CAR) Account or from Certificates of Obligation (COs). Capital items costing between $500 and $4,999 should be requested in a 51XXXX series account while capital items costing $5,000 or more should be requested in a 52XXXX series account.

Only capital items that have been determined to be “capitalizable” by the County Auditor’s Office and meet the County’s capital policy to be placed in a 52XXXX series account are eligible to be funded with COs. PBO will work with the office or department and the County Auditor’s Office to assign an appropriate funding source for capital items recommended to be funded for FY 2020.

All capital requests (including stand-alone capital requests) should have a Budget Request Proposal form (PB-4), a Budget Request Details form (PB-5), and, if the project spans multiple fiscal years, a Statement of Estimated Cash Flows form (PB-7). Each capital request must include:

Justification for the request;

• The overall scope of the project;

• The impact of not receiving the additional funding;

• Performance measures (on the PB-5); and

• The estimated impact to the operating budget (listed on the PB-4 and PB-5 for FY 2020requests and on the PB-7 for future year requests).

In addition, a department’s budget submission should also include one Capital Budget Request form (PB-6) summarizing all capital being requested except for new computer and telecommunications equipment. The PB-6 has one summary tab for all of the office’s or department’s capital requests and supporting tabs for the detailed information for each request. Please note that the information on the supporting tabs is very important for PBO and the County Auditor’s Office to determine whether the item is capitalizable and meets the County’s capital policy so that an appropriate capital funding source (CAR or COs) may be determined.

The summary tab is a consolidated list of all of the office’s or department’s capital requests. The summary tab will automatically pull information from the supporting tabs and will not allow the user to input information other than the basic identification cells at the top of the form.

Areas of the PB-6 Supporting Tab to focus on include:

Commitment Item: Include all information related to where specific components of a requested capital project should be budgeted.

Detailed description: Include a detailed description of each capital item included in the request. This should provide a lay person sufficient information to understand what the County is purchasing and/or installing.

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Expected Lifespan: Indicate the expected life (in years) of the project/equipment in this section. Please work with the Auditor’s Office to reflect an accurate lifespan number.

Unit Cost: Provide the unit cost of individual components of the requested capital project/equipment.

Qty: Quantity of items requested.

New/Rep: Please indicate whether this is a new capital item or a replacement of an existing capital item.

Total Cost: Breaks down cost automatically into new and replacement depending on selection made (New/Rep).

Total/New/Replacement Cost: Automatically sums the new and replacement subtotals.

Anticipated FY 2021 to FY 2025 Capital Requests: As a part of the County’s ongoing efforts to improve the capital planning process and create a Capital Improvement Plan (CIP), the PB-6 form also includes a worksheet for offices and departments to provide a high level summary of anticipated capital requests from FY 2021 through FY 2025. To support this goal, the offices and departments with annual capital requests will be required to provide this high level summary. The high level summary should include information about new capital requests as well as any capital items that offices and departments expect will need to be replaced in the next five fiscal years. This information will continue to be revised in future years as this planning effort is further improved and the CIP is developed.

I. STAND ALONE NON-TECHNOLOGY CAPITAL REQUESTS (NEW AND REPLACEMENT)

If a department is requesting funding for new or replacement capital that is not related to another budget request then this capital should be submitted as a separate, stand-alone budget request with its own PB-4 and PB-5 forms. A budget request that addresses a facility or space problem should also be submitted as a stand-alone capital budget request.

The office or department should only submit ONE PB-6 file with multiple supporting tabs that document all of the office’s or department’s capital requests. Please work with your Planning and Budget Analyst if you have any questions.

Replacement Capital: A department’s replacement capital should be consolidated on one Budget Request Proposal form (PB- 4) and Budget Request Details form (PB-5) to the extent that the capital is programmatic or of an otherwise similar nature.

Space-Related Capital Projects: Offices and departments that have budget requests for projects related to space or corrective facility improvements, including improvements to leased spaces, need to have the Facilities Management Department (FMD) and Information Technology Services (ITS) review the requests to verify that all associated costs are included. Offices and departments should secure this review as soon as possible, but no later than March 25, to allow sufficient review time for the supporting department.

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All requests for facility repair and maintenance (other than those associated with a secured facility) should also be submitted to FMD by March 25pril to be included with all countywide facility needs.

II. CAPITAL THAT REQUIRES SPECIAL APPROVAL

The following capital purchases require approval by support departments as a prerequisite for consideration for inclusion in the Preliminary Budget. Please submit appropriate support department form(s) to the support department by March 25 and to PBO by the April 22 budget submission deadline. PBO will then work with the support departments to verify approval. Without a support department's approval of a request, PBO will not include the item in the Preliminary Budget. The following table shows what type of information or form (available in the appendices) is required for each type of capital in addition to the other required forms as outlined above.

Forms for Capital Related Requests

Type of Purchase and Where the Funds will be Budgeted

Form or Information Required

Technical Approval Department or Group

Send Form to PBO and:

Replacement and new radio, cellular, and paging equipment (Budgeted centrally in Emergency Services)

Wireless Request RU-1

Travis County Emergency Services

Brad Bearden,

ES

New vehicles and heavy equipment (Budgeted centrally in TNR)

PB-4, PB-5, PB-6 -- Chuck Schoenfeld, TNR

Radio/Mobile Data Equipment: PBO recommends that budget requests for new or replacement two-way radios, cellular phones, wireless equipment, and/or pagers be reviewed and approved by the Travis County Wireless Communications Committee by March 25, prior to budget submission on April 22.

New Vehicles and Heavy Equipment: All vehicles and heavy equipment are budgeted and purchased centrally in the Fleet Management Division of TNR. Requests for new vehicles require a Budget Request Proposal form (PB-4), a Budget Request Details form (PB-5), and an entry on the department’s PB-6 Form.

Replacement Vehicles and Heavy Equipment: The Fleet Management Division will provide a list of the vehicles and heavy equipment that meet the approved replacement criteria for applicable offices and departments. If the Fleet Management Division indicates that a vehicle meets the approved replacement criteria, PBO will work with the Fleet Manager to appropriately budget the replacement vehicle. Offices and departments will not be required to submit budget requests for vehicles that meet both the age and mileage replacement criterion.

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Please note that vehicles that are eligible to be replaced in accordance with the Vehicle Replacement Policy may need to have their replacement vehicle deferred due to limited resources. It is possible that not all eligible vehicles will be replaced due to fiscal constraints in any given fiscal year. PBO will request input from the Fleet Manager to help prioritize the vehicle replacement needs.

For “total loss” vehicles that are not repairable, please refer to the County policy on replacing total loss vehicles or heavy equipment. For additional guidance, contact the Risk Management Division in the Human Resources Management Department (HRMD). The policy provides for these vehicles to be replaced during the fiscal year in which the loss occurred and should not be requested as a part of the department’s budget submission.

III. CAPITAL REQUESTS FOR VOTER APPROVED BONDS

All requests for funding from voter approved bonds should be consistent with the program approved by Commissioners Court and the voters. Offices and departments with approved projects should submit the following information with their budget submission on April 22: amount of bond funding requested to be issued in FY 2020, the amount of funding needed for the remaining years of the program, the purpose and use of the funding, and a detailed cash flow of the project through the completion phase. The cash flow should reflect all projected contract award dates and the amount of funds required within each bond cycle. Each cash flow should also include the total funds required for each fiscal year and bond cycle assuming that bonds are issued once each fiscal year and that funds are available from each issuance by early June.

IV. STATUS REPORT OF FY 2019 CAPITAL PURCHASES/PROJECTS FUNDED FROM THECAPITAL ACQUISITION RESOURCES (CAR) ACCOUNT, CERTIFICATES OF OBLIGATION, AND VOTER APPROVED BONDS

Offices and departments that received CAR funding in FY 2019 must also include a CAR Expenditure Update in their budget submissions. Within this update, offices and departments must provide anticipated expenditures for the remainder of FY 2019 along with a detailed list of the items that are requested to be re-budgeted with appropriate justification. PBO recommends that offices and departments work diligently to responsibly spend the CAR resources within the year the project was approved and funded. PBO will also request a summer capital update that will include all outstanding projects funded from CAR, Certificates of Obligation, and Voter Approved bonds.

V. QUARTERLY CASH FLOW INFORMATION FOR MAJOR STAND ALONE CAPITAL PROJECTS

Offices and departments should submit a supplemental Statement of Estimated Cash Flows (PB-7) with every major stand-alone capital request. This form will provide PBO with important information regarding the proposed project’s cash flow and will be used to determine the best capital funding source.

In addition, this form asks offices and departments to provide information on the impact the project may have on the operating budget for fiscal years beyond FY 2020. As discussed in the

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Impact of Project on Operating Budgets section, operating information can include utility costs, staff, maintenance, custodial supplies, security requirements, and other services needed to support the project. This information will help PBO in the CIP process, the capital review process, and formation of the overall budget for FY 2020. If there is any impact to the FY 2020 operating budget, these costs need to be noted in the PB-5.

2. INFORMATION TECHNOLOGY

I. REQUESTS FOR INFORMATION TECHNOLOGY (NEW OR UPGRADE)

Prior to approval of any budget request for the purchase of software, hardware, and other data processing equipment, Travis County Information Technology Services (ITS) is required to provide a written assessment to the Commissioners Court, the Purchasing Office, and the requesting department that analyzes Business Requirements, Information Security, Systems, Network, Project Management, and Support for any new or upgraded information technology. In order to provide sufficient time for ITS to review technology requests for consideration in the Preliminary Budget, offices and departments are required to share these requests with ITS no later than Monday, March 25, 2019. The deadline is approximately one month prior to the budget submission deadline of April 22 and will allow ITS time to discuss the business case with the requesting department to help determine the best technology solution and develop equipment requirements and costing for the associated PB-5. The information created for that PB-5 will then be included with the formal IT-related request (PB-4) in the department’s budget submission to PBO.

Offices and departments should submit any proposals for new technology systems or equipment required to support their programmatic requirements to ITS as early as possible to allow ITS sufficient time to provide its recommendations to PBO for consideration in developing the Preliminary Budget. Additionally, PBO should be notified of any technology-related budget request sent to ITS before the March 25 deadline so that PBO can participate in the examination and review of the programmatic requirements of the request. This early review does not apply to standard computer equipment for proposed new FTEs.

Offices and departments requesting technology-related systems or equipment must complete an “ITS Assessment Request” form (located at http://traviscentral/its/its-purchasing) in order for the request to be eligible for consideration during the FY 2020 budget process.

When departments or offices are presenting the programmatic case for a technology system to assist them in the execution of their duties, they should keep in mind the following criteria.

A. REQUESTS FOR INFORMATION TECHNOLOGY THAT MAINTAIN CURRENT SERVICE LEVELS

These proposals must demonstrate that the technology:

• Maintains the existing technological infrastructure and/or accommodates growth inexisting system requirements (such as additional servers or memory); or

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• Represents a technological obligation outside of the County’s control, such as hardwareor software that is no longer supported, software changes, contractually requiredupgrades, changes in statutory requirements, changes in accounting standards, or someother external factor.

B. REQUESTS FOR NEW INFORMATION TECHNOLOGY

New technology requests should be aligned with one or more of the following outcomes:

• The ability to accommodate increased workload without new staff positions;

• Compliance with a new statutory requirement or other mandated technologicalobligation outside the County’s control;

• Provides management with an analysis of information which improves the decisionmaking process and management in program areas;

• Improvement of the delivery of services or use of existing assets for constituents andthe public; and

• Improvement of public safety and/or the protection of county natural resources.

II. REQUESTS FOR PERSONAL COMPUTER HARDWARE AND SOFTWARE

On an annual basis, County offices and departments individually submit requests for replacement personal computer hardware and software to ITS. As in prior years, these items will be centrally budgeted in ITS to facilitate bulk procurement of personal computers. This method is employed to achieve cost savings, as well as to assist ITS in scheduling the necessary staff resources to install the equipment.

Computer equipment that was originally funded and purchased internally by a department is not automatically eligible to be replaced via the centralized replacement budget in ITS. Offices and departments with computer equipment that was originally purchased using internal funds must submit a budget request to PBO to justify why this equipment should be replaced via the centralized budget. Only equipment that has been approved via the budget process and/or originally purchased by ITS is automatically eligible to be replaced via the centralized budget. This applies to grant funded computer equipment if the original grant purchase did not address the County’s future funding of computer equipment.

The following personal computer equipment is considered standard and is requested on the PB-5 ITS New Program, Staff, and Equipment worksheet.

Personal Computer: A Standard PC will have the capacity to run a complex suite of desktop applications, terminal emulation or client application software, and county email software concurrently.

Standard Mobile Notebook: Mobile notebooks are for offices and departments whose employees require occasional mobile computing. This notebook can be shared by multiple employees. This configuration will include the notebook and a case.

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Standard Workstation Notebook: For offices and departments whose employees require mobile computing more than 50% of the time. Configurations will include the notebook, case, docking station, external monitor, external keyboard and mouse. The individual will not have an additional desktop workstation.

Standard Mobile Tablet: For offices and departments whose employees require occasional mobile computing. This tablet can be shared by multiple employees. This configuration will include the tablet, keyboard, and dock.

Mobile Data Computer: For offices and departments requiring ruggedized mobile computing (Law Enforcement), configurations will require automobile mounting and docking hardware. Added to the cost of the computer devices will be the cost for installation, application software (Microsoft Enterprise software products), virus protection/security software, network software, network connection costs, and related maintenance costs. In the case of Mobile Data Computers, costs will be included for computer-aided dispatch and other necessary software and maintenance.

III. GUIDANCE ON MIDYEAR REQUESTS FOR IT EQUIPMENT

Offices and departments adding any unbudgeted, non-standard hardware or software to the network during FY 2020 are required to submit an ITS Assessment Request form to ITS to analyze business requirements, information security, network requirements, project management and support. This may also require a transfer of funds to reimburse ITS for the cost of any Microsoft Enterprise software, network, and security licenses, as well as the associated maintenance amounts for those products for the additional devices added to the network.

Additionally, on an annual basis, ITS requests funds to repair or replace telephones and VoIP (Voice over Internet Protocol) equipment, which may malfunction during the upcoming fiscal year. These funds, when approved, are intended for repair of existing equipment only, and are not intended to provide new telephones for County offices and departments. Any unbudgeted requests for telephone equipment made by a County office or department during the FY 2020 fiscal year will require that the office or department provide the appropriate budget transfers to the ITS budget to fund the purchase and installation of the requested equipment. In addition, any installation of this equipment will be scheduled on the basis of ITS staff availability.

On an annual basis, ITS requests funds to provide for repair or replacement of cabling and network infrastructure equipment. These funds, when approved, are intended for repairs and unanticipated work ($500 or less), and are not intended to provide large-scale re-cabling or infrastructure projects for County offices and departments. Any unbudgeted requests for cabling services (cabling jobs in excess of $500) made by a County office or department during the FY 2020 fiscal year will require that the department provide the appropriate budget transfers to the ITS budget to fund the necessary services. In addition, cabling installation will be scheduled on the basis of ITS staff availability from existing budgeted projects.

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3. SAMPLE ORGANIZATION CHART

NOTE: Organization charts should display all supervisory positions with their reporting relationships. The number of General Fund and Special Fund positions shown should tie exactly to the Approved Position List Worksheet, with the exception of grant funded FTE (by fund).

Total StaffingPermanent General FundTemporary General Fund

Grant FundSpecial Fund

Total

95.7 FTE0.4 FTE

16.7 FTE4.0 FTE

116.8 FTE

See Chart #2For Detail

49.3 FTE Total:45 FTE GenFund

2.3 FTE GrantFund

2 FTE SpecialFund

See Chart #3For Detail

18.4 FTE Total:4 FTE GenFund

12.4 FTE GrantFund

2 FTE SpecialFund

50 PositionsTotal

19 PositionsTotal

98 Positions1 Positions

18 Positions6 Positions

123 Positions

Shift Supervisor1 FTE, Slot 7

Case Manager1 FTE Grant Fund, Slot 8

Training Coordinator1 FTE Grant Fund, Slot 9

Volunteer Coord.1 FTE, Slot 11

7 Program Operators5.2 FTE

Slots 48-54

Senior Program Op1 FTE, Slot 12

7 Program Operators6 FTE

Slots 55-61

Senior Program Op.1 FTE, Slot 14

Pool of TemporaryProgram Ops Employees

Division A DirectorJohn Doe

1 FTE, Slot 2

Accountant I1 FTE, Slot 16

Receptionist1 FTE, Slot 17

Senior Secretary1 FTE, Slot 19

3 Clerk II3 FTE, Slots 20-22

2 Clerk III2 FTE, Slots 23-24

1 Temporary Clerk I0.4 FTE

Division B DirectorJane Doe

1 FTE, Slot 3

Division C DirectorJim Doe

1 FTE, Slot 4

2 Program Evaluators2 FTE, Slots 15,25

5 Program Techs.4 FTE

Slots 66-69

2 Assistant Prog. Tech.2 FTE

Slots 32-33

Senior Program Technician1 FTE, Slot 26

4 Program Techs.3.5 FTE

Slots 35-38

4 Assistant Prog. Techs.4 FTE

Slots 39-42

Senior Program Technician1 FTE, Slot 34

Division D DirectorVacant

1 FTE, Slot 5

Division E DirectorJane Smith

1 FTE, Slot 6

Head of Dept.Joe Smith

1 FTE, Slot 1

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4. PAY SCALES

CLASSIFIED EMPLOYEE PAY SCALE

Regular Employees on the Classified Pay Scale are salaried employees and are paid on an annual salary basis. The hourly rates and monthly salaries are shown for illustrative purposes for salaried employees.

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PEACE OFFICER PAY SCALE (TCSO)

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PEACE OFFICER PAY SCALE (NON-TCSO)

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5. BENEFIT CALCULATIONS

Job Description "WCI Factor"

PRINTING 0.0124

INSULATION WORK & DRIVERS 0.0367

ROAD EMPLOYEES - PAVING 0.0437

ROAD MAINT MGMT PERSONNEL 0.0056

DRIVERS 0.0297

AIRPORT, HELICOPTER OPR 0.0133

LAW ENFORCEMENT, AMBULANC 0.0155

AUTO MECHANICS 0.0128

ENGINEERS, SURVEYORS 0.0018

CLERICAL 0.0016

CLINICAL PROFESSIONALS 0.0019

HOSP PROFESSIONAL & CLERK 0.0048

BUILDING MAINT & JANITOR 0.0188

PARKS & RECREATION 0.0208

FICA OASDI (506010) Base Salary (up to $132,900) x 0.062

FICA Medicare (506020) Base Salary x 0.0145

Medical Insurance (506030) Months on Payroll x $980

Life Insurance (506040) Months on Payroll x $8.25

Retirement (506055) Base Salary x 0.1534

Workers Compensation Insurance

(506060)

Base Salary x “WCI Factor” Shown below

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6. BUDGET STAFF ASSIGNMENT

Jessica Rio, County Executive, 854-4455 Travis Gatlin, Budget Director, 854-9065

Alan Miller,

Assistant Budget Director 854-9726 Katie Petersen Gipson,

Senior Planning & Budget Analyst 854-9346

Planning & Budget Office County Clerk Reserves/BATs Budget Rules Vehicle Users Committee

Information Technology Services Communications and Records Services Facilities Management Justice Planning Juvenile Public Defender Counseling and Education Services Dispute Resolution Center Purchasing District Attorney County Attorney Security Committee Integrated Justice System Support Budget Forms Capital Support

Aerin Pfaffenberger,

Senior Planning & Budget Analyst 854-1160 Alexander Braden,

Senior Planning & Budget Analyst 854-4741

Transportation and Natural Resources Health and Human Services Auditor Civil Courts Criminal Courts Probate Court Debt Issuance/Debt Model Capital Budget (CAR, COs, State Highway, and Voter-Approved Bonds) Post Issuance Compliance Representative Capital Improvement Plan (CIP) Vehicle Users Committee Legislative/Fiscal Note Coordination

Constables (Precincts 1-5) Justices of the Peace (Precincts 1-5) Travis County Sheriff’s Office Civil Service Commission

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Tim Knoedler,

Planning & Budget Analyst I 854-1763 Alex Vlahodimitropoulos,

Senior Planning & Budget Analyst 854-1764

Commissioners Court (Precincts 1-4 and County Judge) General Administration Emergency Services Emergency Medical Services Medical Examiner Community Supervision and Corrections Pretrial Services District Clerk

Veterans Services Office Human Resources Management Treasurer Historical Commission Juvenile Probation Tax Assessor-Collector Grant Coordination Elected Officials’ Salaries Legislative/Fiscal Note Coordination Indirect Cost Study Compensation and Benefits

Chris Broussard, Business Analyst III

854-4456 Michael Chang, Business Analyst II

854-9336

SAP Support Reports Development Budget Module Implementation Budget Process Protocols, Forms, Manual, Rules, Documents Support Compensation, Benefits, & Payscale

SAP Support Budget Process Protocols, Forms, Manual, Rules, Documents Support Compensation, Benefits, & Payscale

Yolanda Aleman, Executive Assistant

854-9106

Court Agenda Coordination Appointments and Support

7. GUIDE TO PERFORMANCE MANAGEMENT

I. BACKGROUND

While Travis County has been incrementally improving its performance management program over time, the Commissioners Court has asked for a greater emphasis on the results of County programs. This renewed focus on results is one of the key elements of the budget process. As current economic and demographic forces impact Travis County’s housing affordability, traffic flows, and income disparities, the Commissioners Court has called on the County’s offices and departments to focus on gaining efficiencies and identifying resources within target budgets that can be reprioritized to address pressing needs. As a part of these efforts, the Planning and Budget Office (PBO) has been asked to lead a concerted and purposeful effort to focus on improving performance metrics reported by offices and departments.

PBO seeks to create a more robust performance management system throughout Travis County and to use this system to make more informed funding recommendations, establish accountability for performance throughout the County, quantify work performed, help successful programs develop, and increase transparency for the residents of Travis County. In addition, PBO is making every effort to

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provide Commissioners Court with as much accurate and relevant information about County programs and their performance as possible and relate this performance to offices’ and departments’ reported mission statements, goals, and objectives. Finally, PBO hopes to encourage offices and departments to better document and meet their own programs’ needs through the use of benchmarks and best practices.

A recent step in this effort is the implementation of the SAP Budgeting and Planning (SBP) module. SBP will help enable County leaders to make more informed program decisions, assist the Planning and Budget Office with funding recommendations, and establish performance accountability throughout the County. All offices and departments will submit their measures directly into SBP beginning with the FY 2020 budget process. The SBP performance management solution provides a structured countywide platform for reporting planned and actual performance metrics, allowing staff to readily see how these performance results are connected to the mission and goals of each offices or department and ultimately to the broad goals of the County. The system will also provide a central repository of performance data for reporting and analysis of program performance objectives and results.

The following information is a guide to developing an effective performance management system that offices and departments can use to improve their current systems and allow the county to work towards a performance management system that promotes effective and efficient programs.

II. OVERVIEW OF PERFORMANCE MANAGEMENT

Performance management involves the regular collection of specific information regarding the results of County services. It includes the measurement of the work the County is completing, and addresses the effect the County’s programs’ and employees’ efforts are having in our community. A performance management system links a department’s mission, goals, objectives and performance measures. Effective performance management can be used to promote results-based management, a proactive and focused management approach that emphasizes results rather than procedures and can be used to improve practices in budgeting, contracting, rewarding employee results, and grant-writing.

Moreover, performance management is used as a tool to:

• Achieve greater organizational performance;

• Establish expectations and communicate results;

• Evaluate whether goals and objectives are being met and in what timeframe;

• Measure work efforts and accomplishments;

• Establish a link between program performance, resource allocation and County priorities; and

• Provide a focused, but nimble, method to discern program effectiveness.

In general, a good performance management system should be able to provide answers to the following questions:

• What was achieved?

• How was it achieved?

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• How effective was the program in achieving its goals and objectives?

• How efficiently was the work done?

• How were residents helped by the effort?

• Are these performance measures the correct measures to use in evaluating the County’sprograms?

III. TRAVIS COUNTY VISION, MISSION STATEMENT AND GUIDING PRINCIPLES, AND GOALS

Vision:

Travis County is an innovative, vibrant community that preserves diverse cultural heritage and natural resources.

Mission Statement:

Effectively, efficiently, and equitably provide justice, health and safety services to improve the quality of life for the people of Travis County.

Guiding Principles:

• Equity, Fairness, and Respect• Financial Sustainability• Operational Excellence• Leaders in Innovation

Travis County Goals:

• Promote community resilience in daily living and in times of emergency.• Promote the well-being of our residents through social, economic, and health and safety

initiatives.• Ensure the public safety and peaceful resolution of conflicts through the justice system and

other public processes.• Preserve and protect our environment and natural resources through responsible land

stewardship.• Empower the public through civic engagement and collaboration.• Foster transportation mobility and accessibility.

PBO added the following “goal” into the SBP system for programs that do not link directly to any of the County’s stated goals:

• Supports all other goals

IV. BASIC METHODOLOGY TO DEVELOP A PERFORMANCE MANAGEMENT SYSTEM

There are four basic steps in the development of a performance management system that ultimately leads to the formation of useful performance measures.

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STEP 1: REVIEW YOUR MISSION AND GOALS

The mission statement outlines the organization’s purpose, or the “who” and “what” should be consistent with the County’s overall mission. The following is a good example of a mission statement from the Transportation and Natural Resources Department:

The mission of the Travis County Transportation and Natural Resources (TNR) Department is to provide citizens living in unincorporated areas of the County with comprehensive transportation, natural resources management, and public service systems in order to promote public safety, health and welfare in compliance with Texas laws and mandates of the Travis County Commissioners Court.

Goals give more specific direction on how an organization will achieve its mission. A goal statement should usually begin with “to,” followed by a verb. The goal statement says what the agency does, identifies who will receive the service, and is associated with an outcome measure (statement of accomplishment). Examples of goal statements from several divisions of the Transportation and Natural Resources Department that align with the department’s mission statement include the following:

• Planning and Geographic Information Systems – To develop and regularly update a long range,multi-modal, and local Travis County Transportation Plan, apart from the regionaltransportation plan of the Metropolitan Planning Organization, which incorporates significantpublic engagement and is well understood by the county’s regional partners.

• Environmental Quality Program – To address environmental pollution that can directly affectTravis County’s unique water resources, air quality, the health of our residents, and ourquality of life.

• Road and Bridge Maintenance – To manage and provide services for scheduled and directresponses on routine and preventative maintenance operations on accepted Travis Countyroads and right-of-ways.

• Parks Services – To maintain clean, safe, attractive, and comfortable parks that visitors enjoyand will visit repeatedly.

STEP 2: DEFINE YOUR OBJECTIVES

Objectives are outcome-based statements of what will be accomplished. Ideally, an objective should demonstrate progress toward reaching an organization’s goal. An objective should support the goal, show a benefit, and be quantifiable. The objective should also have a timeframe in which progress should be attained.

Below are examples of objectives that specify a quantifiable amount and timeframe. As an example of the need to align goals with objectives and then with performance measures, the examples below are also from the Transportation and Natural Resources Department and directly align with the goal examples provided above:

• Planning and Geographic Information Systems – To develop and regularly update a long range,multi-modal, and local Travis County Transportation Plan, apart from the regional

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transportation plan of the Metropolitan Planning Organization, which incorporates significant public engagement and is well understood by the county’s regional partners.

o Objective: Develop 75% of policy and recommendation elements for the Travis CountyTransportation Plan in FY 2020.

• Environmental Quality Program – To address environmental pollution that can directly affectTravis County’s unique water resources, air quality, the health of our residents, and our qualityof life.

o Objective: Perform maintenance activities necessary to ensure satisfactory operationand treatment on at least 90% of each county-owned permanent water quality structureannually.

• Road and Bridge Maintenance – To manage and provide services for scheduled and directresponses on routine and preventative maintenance operations on accepted Travis Countyroads and right-of-ways.

o Objective: To maintain the overall condition index of the entire 1,200 mile roadwaynetwork at 75% Good to Fair condition arterials and 70% of all other roadways withinTravis County.

• Parks Services – To maintain clean, safe, attractive, and comfortable parks that visitors enjoyand will visit repeatedly.

o Objective: To reduce number of hazardous trees by mitigating 350 trees by the end ofFY 2020.

Additionally, when setting objectives, offices and departments should compare their goals and past performance to other entities that are comparable to that particular area or program. This practice of benchmarking is intended to help managers determine whether the program performance is in line with an external standard. In turn, managers can determine what the best practice is and prioritize opportunities for improvement. Benchmark comparisons may be made against entities that are seen as standards of excellence or achievement in the particular field that is being observed. Benchmark information can also be obtained from relevant professional associations and research on similar programs.

STEP 3: SELECT YOUR PERFORMANCE MEASURES

There are four major types of measures used to develop a balanced performance management system: (1) input, (2) output, (3) efficiency, and (4) outcome measures. Each of these types of measures can be used to illustrate the various aspects of services and programs provided by Travis County. While each of these performance measures is an important component of performance management, outcome measures focus on the ultimate “why” Travis County provides a particular service, and therefore can offer the most value.

The following is a brief description of each measure with examples. The suggested measures below would likely be improved with your department’s expertise and unique experience. Your assigned Planning and Budget Analyst welcomes the opportunity to work with you on this topic.

• An input measure is designed to report the amount of resources, either financial or other(especially personnel), that have been used for a specific service or program. It can also measure

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work and demand for services that are driven by factors outside of the County’s control and will require an office or department to perform some task or activity. These measures are sometimes grouped with output measures, but differ in that they represent factors over which staff has no control. Examples of this type include:

o Dollars expendedo Staff hours used for a serviceo Number of new caseso Number of fires in unincorporated Travis Countyo Number of budget requests submitted

• An output measure is used to determine the quantity or number of units that an activityproduces or a service provides. Examples of this type of measure include:

o Number of detention bed days providedo Number of fire incidents responded to

• An efficiency measure is used to determine the ratio between the amount of output producedand the amount of input it took to produce it. Examples of this type of measure include:

o Cost per juvenile bed dayo Cost per fire response incidento Customer service staff members per County resident

• An outcome measure is used to determine how well the service provided accomplishes theintended purpose. It is a quantifiable measure of the benefit of the service or action. However,it should be noted that external forces can sometimes limit managerial control over an intendedoutcome. Examples of this type of measure include:

o Percent of juveniles not reconvicted within 12 monthso Fire deaths per 100,000 population

Using a variety of input, output, efficiency, and outcome performance measures for each objective will help show whether a service or action is achieving its intended goal, rather than merely counting “widgets.” The following is an example of how an output measure can be turned into an outcome measure that more accurately reflects the true intent of the program. The results of these measures are fictitious and have been fabricated for the intent of this exercise.

Measure Type Performance Measure FY 2018

Actual FY 2019 Projected

FY 2020 Projected

FY 2021 Projected

FY 2022 Projected

Original: Output Measure

Number of visitors in Travis County Parks 450,000 500,000 550,000 600,000 625,000

New: Outcome Measure

Percentage of parks with minimum rating of “Good” or better 80% 80% 85% 87% 89%

In the situation where an office or department has little control of external forces that may affect the measurement’s result, the outcome performance measures should be supplemented with more input, output, and efficiency measures that are typically under the office’s or department’s control. Tracking

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these more process-oriented measures, however, should never be the major focus of performance measurement.

Looking at each of these types of measures for a particular service or action can provide a much broader picture for determining whether a service or action is achieving its intended goal.

Measurement Criteria

Performance measures should satisfy the following criteria. They should be:

• Valid – The data captures the information intended.

• Reliable – The data required can be replicated (verifiable) and is not susceptible tomanipulation.

• Relevant – Relates to goals and objectives. The measures should be significant and beneficialto the office or department, Commissioners Court, public, etc.

• Timely – Measurements are reported on a recurring basis, as soon as possible after the eventsbeing measured, and provide the background data to easily trace the sources of themeasurement.

• Controllable – The selected measures are under the office’s or department’s influence.

• Comprehensive – The measures incorporate significant aspects of the office’s operations.

• Clearly Defined – The measures have clear documented meaning that can be uniformlyunderstood and interpreted.

• Balanced – The measures are balanced in terms of the types of measures used (input, output,efficiency, and outcome). Measures should always focus primarily on outcomes (as definedbelow).

• Strategic – The measures align with the office’s or department’s strategic plans, visions, goal,and objectives. The measures also align with the County’s Mission Statement.

• Unique – The measures avoid measuring an impact sufficiently captured by other measures.

• Cost Sensitive – The cost of collecting and retaining data is justifiable.

STEP 4: IMPLEMENT YOUR SYSTEM

The management of a performance measurement system involves collecting, reporting, and monitoring your measures. This will help you to identify if you are reaching your program’s goals and if adjustments are needed. The Health and Human Services Department has recently implemented a system for improving performance measurement across the department, described below:

In an effort to establish more robust performance measures for the various divisions and program areas in the department, Health and Human Services has helped program managers use logic models and other tools to create goals, outputs, and outcomes that capture the unique needs and purpose of the department. Through this multi-year process, management has revised many of their reported

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measures. Health and Human Services will continue to review and evaluate measures to better align them to budget and program priorities and to capture relevant outcomes.

PBO encourages offices and departments to have a continuous review process for their programs in order to evaluate what performance measures are useful to track, to make sure all programs and related performance measures align with their goals and objectives, and to ensure that the office or department is focusing on outcome measures that show the ultimate “why” Travis County provides a particular service.

In addition, PBO encourages the offices and departments to set goals for County programs by setting milestones for the current fiscal year and future years. These milestones should be directly linked to the set objectives, regardless of what timeframe the objective describes, and any annual plans or strategic plan that the office, department or division may have. These milestones can vary in frequency depending on the scope and length of the project or program being measured, but it is generally recommended that milestones be set on at least a quarterly review cycle. A timely review process will allow the office or department to adjust projections, justify fluctuation in performance, and produce nimble and responsive actions, if necessary.

V. CONCLUSION

This document is intended to provide a brief introduction to performance management and its importance. The performance of a particular service or program should not be judged on any one measure, nor is there always only one ideal outcome. Instead the ultimate “end” often includes competing goals, such as quantity vs. quality, with the more important of the two not always clear. Given that our work makes a difference in our community, it should be measured and communicated. The information provided through performance measurement is intended to assist Travis County offices and departments in providing efficient and effective services and programs.

The resources used to create this document are cited on the last page. There are numerous additional resources available on this subject. Please contact your Planning and Budget Analyst if you have any questions, need assistance to further develop and refine your performance measures, or would like additional research material on this topic.

77

78

RESOURCES

CAN Community Dashboard

http://www.cancommunitydashboard.org/

City of Redmond, Washington. Performance Measures and Logic Model Presentation (Adapted).

http://www.redmond.gov/workspaces/one.aspx?objectid=110035&contextId=110032

Fairfax County, Virginia. Basic Manual for Performance Measurement.

https://www.fairfaxcounty.gov/budget/sites/budget/files/assets/documents/pm/basic_manual.pdf

Fairfax County, Virginia. Data Collection for Performance Measurement Manual.

https://www.fairfaxcounty.gov/budget/sites/budget/files/assets/documents/pm/data_collection_for_performance_measurement_2012.pdf

Government Finance Officers Association (GFOA) Performance Management.

http://www.gfoa.org/sites/default/files/BUDGET_PERFORMANCE_MANAGEMENT_FOR_DECISION_MAKING_0.pdf

Kennerley, Mike, and Andy Neely. Measuring Performance in a Changing Business Environment.

http://www.som.cranfield.ac.uk/som/dinamic-content/research/cbp/IJOPM_v23_n2.pdf

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8. BUDGET FORMS

The following section contains a hard copy of the budget forms. The forms must be completed electronically. All the forms are available on the Travis County Intranet at http://traviscentral/PBO/budget.

If you have any questions about the use of the forms, contact your Planning and Budget Analyst or Michael Chang. For assistance with the computer application needed to complete the forms, call the ITS Help Desk at 854-9175.

Budget Submission Requirements

Name of Form Required for All?

Only required if requesting additional funding

Budget Preparation Workbook Yes - Budget Submission Summary (PB-1) Yes -

Organizational Information (PB-2) Yes -

Department Strategy Form (formerly PB-3) in SBP Yes -

Program Results Form In SBP for EACH program Yes

ITS Replacement Form Yes Submitted to ITS by March 25, 2019

Status Report No Provided by Planning and Budget Analyst. Updates on past approved budget requests, pilots, and revenue requests

Budget Request Proposal (PB-4) No Yes Budget Request Details (PB-5) No Yes ITS New Program, Staff and/orEquipment (embedded in PB-5) No Only if requesting new computer

hardware/software and telecomm equip.

Capital Budget Request (PB-6) No Only if requesting capital items (other than computer hardware/software and telecomm)

Statement of Est. Cash Flows (PB-7) No Only if requesting major stand-alone capital

Revenue Estimate Form No Required if the department has existing contracts, Special Revenue Funds, or fee intake

Legislative Impact Form No Only if legislation is passed that impacts the department’s revenue

Special Revenue Request No Only for a new source of revenue that requires additional expenditures

80

Budget Submission Requirements

Name of Form Required for All?

Only required if requesting additional funding

Portable Radio Request Form No Only if requesting specified equipment, even if internally funding

Multifunction Device Request Form No Only if budgeting new or replacement copier

equipment PAQ- Position Analysis Questionnaire No Only if seeking a classification review

ITS Assessment Request (online only) No Only for request for Information Technology

Budget Submission Summary (PB-1) v1.2

FY 2020 BUDGET SUBMISSION BUDGET SUBMISSION SUMMARY (PB‐1) 

Department/Office Name (#): 

Name of Elected/Appointed Official: 

Title of Elected/Appointed Official: 

Budget Prepared By (Name/Phone): 

FY 2020 Target Budget Submission Amount: 

Budget Requests: Prioritize all requests for funding above the department’s FY 2020 Target Budget Level and include in one list below. The prioritized list must include all budget requests the department/office may receive from external agencies. 

Please check the following boxes if you made a request through a relevant support department 

☐ Vehicle replacement ☐ Xerox Multifunction Devices (New, Upgrade, Replacement) ☐ Radios ☐ Space accommodations for new FTE ☐ Space renovations ☐ IT hardware ☐ IT software or other related projects ☐ HRMD Reclassifications/New Job descriptions 

Signature of Elected/Appointed Official 

All Budgets are due to the Planning and Budget Office no later than Monday, April 22, 2019, at 5 PM. The Budget Submission  requires  the signature of  the Elected or Appointed Official  in charge of  that department.  If  a  department  reports  to  a  County  Executive,  that  individual’s  signature  is  required.  Submit one form per department. 

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Organizational Information (PB-2) v1.3

FY 2020 BUDGET SUBMISSION ORGANIZATIONAL INFORMATION (PB‐2) 

Department Name (#): 

A.  Organizational  Structure/Proposed  Reorganizations:  Describe  changes  to  the  department’s organizational structure since October 1, 2018 and any changes proposed within the FY 2020 Target Budget submission. Fully describe the reason(s) for the proposed reorganization(s) and their impact on program performance measures. Attach all current and proposed organization charts. 

B.  Proposed  Reclassifications:  Fully  describe  and  justify  any  proposed  reclassifications  of  positions submitted  within  the  department’s  FY  2020  Target  Budget  or  as  a  request  for  new  resources. Justification should include a description of why the reclassification is necessary for the department’s workload and what programmatic areas will be improved if the reclassification is approved.  

Additionally, describe any changes to a position’s title, assigned organization units and fund centers, and FTE (0.5 FTE going to 1.0 FTE, for example) from the original position list provided by PBO within the department’s FY 2020 Budget Workbook. Please also attach appropriate supporting documentation such as a PAQ and current and proposed job descriptions. 

C.  Proposed New  FTEs  (Internally‐Funded):  Fully  describe  and  justify  any  proposed new  FTEs  to  be funded internally within the department’s FY 2020 Target Budget. Such justification should include a description of the program the position will support and performance measures that can be used to evaluate the programmatic outcome of the additional resources. Please attach appropriate supporting documentation such as a PAQ and proposed job description. 

D. For proposed new internally‐funded FTE, please include the building address and floor number, office number, or suite number where this new position will office and the name and phone number of FMD and ITS staff, if you have begun to work with them on the cost of accommodating this new position (space renovation and cabling, for example). 

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Organizational Information (PB-2) v1.3

E. Internal Reallocations of Budget: Fully describe and justify any proposed internal reallocations within the department’s Target Budget for FY 2020. Describe the impact of the proposed changes on program performance measures. 

F. Anticipated Changes  to  FY 2020 Revenue: Describe any  significant  increases or  reductions  to  the anticipated revenue in your department, including revenue from any interlocal agreements and grants. For reductions, how does the department intend to mitigate impact? 

83

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85

Budget Proposal (PB-4) v1.5

FY 2020 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB‐4) 

Name of Budget Request & Priority # of Request: Name of Program: (From SAP Program Results Form) Funds Center: Org Unit Name/#: Total Amount of Request: Collaborating Departments/Agencies: Request Contact (Name/Phone): 1. Summary Statement: Include one or two sentences to be included in Commissioners Court

materials.

2. Description of Request: Describe the request, including current issues that create the need for increased funding. How does the request relate to the mission, goals, and objectives of the department and goals

of the County?

3. Desired Outcomes: What are the intended results of the proposal? Describe the department/office’s current service and funding levels for this request and explain

why it does not produce desired outcomes.

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Budget Proposal (PB-4) v1.5

4. Description of New or Program‐Specific Measures and Evaluation:   How will the proposal be measured and evaluated? Is there an independent evaluation 

component?   Describe any benchmarks that have been identified. What comparable programs have been 

researched?   

5. Impact on Existing Relevant Departmental Performance Measures:   Explain the relevance of the measures submitted in the PB‐5 and the expected impact to the 

program area if the request is funded.  Describe the impact of funding the proposal on program outcomes, other departmental 

performance measures, and service levels.  

6. Describe the proposed implementation timeline. The timeline should include the expected dates of results and may extend past FY 2020. 

 

7. Leveraged Resources and Collaboration:   List and describe the impact of other resources such as grant funds, other County departments, 

or non‐County external agency resources.   What collaboration efforts exist with other departments/agencies that provide similar or 

supporting services?   Describe ways that these departments/agencies can collaborate to ensure success of the 

proposal.  

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Budget Proposal (PB-4) v1.5

8. Additional Revenue: Does this proposal generate additional revenue? Y/NIf  yes,  attach  a  copy  of  the  County  Auditor’s  revenue  form  and  other  relevant  backupinformation. Please send original revenue materials to the Auditor’s Office. 

9. If requesting a new position(s), is office space currently available? Y/NIf no, attach a plan from Facilities Management explaining how to acquire space for this proposal. If yes, provide the information below: Contact Person from FMD  Building Name/Location  Floor # Suite/Office #  Workstation # 

10. Please list any hardware/software (beyond routine desktop equipment) needed for thisrequest. 

If this requests is IT related or has a significant IT component, an ITS Assessment form is required. Please send completed form to ITS and attach a copy.  Contact Person from ITS: 11. Supplemental Information for Capital Projects: Describe the scope of the project, even if it extends beyond FY 2020. Define all acronyms and

department/field‐specific terms. Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality

material, increase in efficiency and/or capacity)?

88

FY 2020 BUDGET SUBMISSIONBudget Request Details (PB‐5)

Name of Budget Request: SBP Program:Budget Request Priority #: Dept #: Dept Name:

A.  Personnel

Assigned Cost BudgetedJob Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total

‐          100% ‐$ ‐$   ‐$  ‐          100% ‐$ ‐$   ‐$  ‐          100% ‐$ ‐$   ‐$  ‐          100% ‐$ ‐$   ‐$  ‐          100% ‐$ ‐$   ‐$  ‐          100% ‐$ ‐$   ‐$  ‐          100% ‐$ ‐$   ‐$  ‐          100% ‐$ ‐$   ‐$  ‐          100% ‐$ ‐$   ‐$  ‐          100% ‐$ ‐$   ‐$  

Temporary Employees # of Temp Employees: ‐          100% ‐$ ‐$   ‐$  Overtime POPS/Non‐POPS/Both: 100% ‐$ ‐$   ‐$  TOTAL PERSONNEL ‐          ‐$   ‐$   ‐$  

B.  Operating

Commitment Item Budgeted Commitment One‐timeCategory Fund Funds Center Item or Ongoing Cost

‐$  

‐$  

‐$  

‐$  

‐$  

‐$  

‐$  

‐$  

‐$  

‐$  

‐$  

‐$  

Services 511700 Ongoing ‐$  One‐Time $ Ongoing $ Total

TOTAL OPERATING ‐$   ‐$                  ‐$                 

C.  Space Costs (Operating and Capital) from Space Costs Tab

1. SPACE COSTS OPERATING ‐$   ‐$                   ‐$                  2. SPACE COSTS CAPITAL ‐$                  TOTAL SPACE COSTS ‐$   ‐$                  ‐$                 

D.  Computer/Telecommunication and Capital Related to This Request

‐$                  ‐$                  

TOTAL DEPARTMENTAL AND CENTRAL ITS CAPITAL ‐$                 

TOTAL REQUESTED PERSONNEL AND OPERATING (A + B + C1) ‐$   ‐$                  ‐$                 CAPITAL (A + B + C + D) ‐$   ‐$                  ‐$                 

Commitment Item

DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB‐6)COMPUTER/TELECOMMUNICATION EQUIPMENT FROM ITS FORMS

Cellular (Air) Time Usage

Annual Cost

Description

FY 2020 PB5 ‐ Budget Request Details ‐ Unlocked.xlsm89

Type

Mea

sure

Mea

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# in SAP

Actual FY 20

17 

Mea

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Actual FY 20

18 

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Revised FY

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Projected FY

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Fund

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Fund

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 FY 

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Actual FY 20

17 

Mea

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Actual FY 20

18 

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Revised FY

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Projected FY

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90

ITS New Program, Staff, Equip

Please enter data in blue outlined cells

Request Name:(Same budget request name as reflected on PB-4/5)

Number of New Staff included in request:Number of New Staff requiring computing or telecommunication equip:

Funds Center NameFunds Ctr.

No.Funds Center:

Location Room No.Building:

Electrical:Is Service currently available within 8 feet to desired location? Yes/No/Maybe MaybeIf No or Maybe, please contact Facilities Management

Quantity Requested

New Computer Device ( Includes MS Office Professional Suite; Word, Excel, PowerPoint, Access)

Personal Computer Standard Mobile NotebookStandard Workstation NotebookStandard Mobile TabletMobile Data Computer (MDC)

New Printer EquipmentNetwork Laser Printer Basic Functionality: Small Workgroups, medium volume output

New Telephone EquipmentMulti‐line PhoneDual‐line PhoneHeadset w/base

Total Computer & Telecommunication Equip to be included on PB-5 0

Please provide electronic copy to PBO and ITS with Budget Submission

TRAVIS COUNTYComputer & Telecommunication Equipment

FY 2019 Budget Year - New Program, Staff and/or Equipment

Please refer to budget instructions for definitions

For assistance please contact the helpdesk at 854‐9175

FY 2020 PB5 - Budget Request Details - Unlocked.xlsm91

Name of Budget Request:

C1.  Space Costs Operating

Commitment Item Budgeted Commitment One‐timeCategory Fund Funds Center Item or Ongoing Cost

‐$  

‐$  

‐$  

‐$  

‐$  

‐$  

‐$  

‐$  

‐$  

‐$  

‐$  

‐$  One‐Time $ Ongoing $ Total

INFORMATION TECHNOLOGY SERVICES SPACE COSTS OPERATING ‐$                  ‐$              ‐$               FACILITIES MANAGEMENT SPACE COSTS OPERATING ‐$                  ‐$              ‐$               TOTAL SPACE COSTS OPERATING ‐$                 ‐$              ‐$               

C2.  Space Costs Related Capital

Detailed DescriptionCommitment Item 

Description Qty FundBudgeted 

Funds CenterCommitment 

Item Unit Cost Total Cost

‐$               

‐$               

‐$               

‐$               

‐$               

‐$               

‐$               

‐$               

‐$               

‐$               

‐$               

‐$               INFORMATION TECHNOLOGY SERVICES SPACE COSTS CAPITAL ‐$               FACILITIES MANAGEMENT SPACE COSTS CAPITAL ‐$               TOTAL CAPITAL RELATED TO SPACE COSTS ‐$               

One‐Time $ Ongoing $ TotalTOTAL SPACE COSTS OPERATING (C1) ‐$                 ‐$              ‐$               TOTAL SPACE COSTS WITH CAPITAL (C1 + C2) ‐$                 ‐$              ‐$               

FY 2020 BUDGET SUBMISSIONBudget Request Space Costs

Commitment ItemDescription

FY 2020 PB5 ‐ Budget Request Details ‐ Unlocked.xlsm92

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7

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8

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9

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11

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12

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15

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16

-

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17

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18

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Dept #: Name:

Estimated Quarterly Cash Flow Needs

FY 202

3FY

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4FY

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2

January ‐ March, 2020April ‐ June, 2020July ‐ September, 2020

October ‐ December, 2020

Notes:

FY 2020 BUDGET SUBMISSIONStatement of Estimated Cash Flows (PB‐7)

Name of Budget Request:Budget Request Priority #:

January ‐ March, 2022

FY 202

0

October ‐ December, 2022

Subtotal FY 2020 0

Subtotal FY 2021 0

Subtotal FY 2022 0

January ‐ March, 2021April ‐ June, 2021July ‐ September, 2021

October ‐ December, 2021

October ‐ December, 2019

FY 202

1

April ‐ June, 2023July ‐ September, 2023Subtotal FY 2023

April ‐ June, 2022July ‐ September, 2022

January ‐ March, 2023

January ‐ March, 2025April ‐ June, 2025July ‐ September, 2025

October ‐ December, 2024

0Total

FY 202

5

0

Subtotal FY 2024 0

Subtotal FY 2025 0

October ‐ December, 2023January ‐ March, 2024

July ‐ September,  2024April ‐ June,  2024

Statement of Estimated Cash Flows (PB-7) v1.194

Brief Project Description:  Include project goal(s), internal or external planning document(s) that support(s) the project, and demand for the project or mission it supports.

Date(s) Discussed/Approved by Commissioners Court:

Project Status:  Include status of the project and what phase is to be completed during each Fiscal Year requiring cash flows. 

Impact of Project on Operating Budgets beyond FY 2020: Describe when the project will "go live" and what operating resources will be needed in the future to support the request. This information can include utility costs, staff, maintenance, custodial services, security requirements, and other services needed to support the project. If there is any impact to the FY 2020 operating budget, the costs should be noted in the PB‐5. 

Statement of Estimated Cash Flows (PB-7) v1.195

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98

FY2020PortableRadioBudgetRequestForm

TravisCountyEmergencyServicesandthePlanningandBudgetOfficeareworkingtodevelopastrategytoreplaceexistingportableradios.Basedonthenumberofradiosrequiringreplacement,amulti‐yearreplacementschedulewillbedeveloped.Departmentsshouldverifytheirradioinventory(sentseparately)andprioritizetheirreplacements.DepartmentsmustsubmitthisformtoEmergencyServicesbyMarch26thforinclusionintheFY2020budgetprocess.ThisrequestshouldalsobelistedontheirPB‐1formsubmittedtoPBObyApril22nd.

PleasesubmitanelectroniccopytoBradBeardenbyMarch25th.brad.bearden@traviscountytx.gov,512‐854‐4895

FillinALLfieldswiththerequestedinformation.

RequestingDepartmentandRequestorInformation:

DepartmentName:

DepartmentNumber:

Requestor’sName:

Requestor’sPhone:

AvailableRadioDescriptions

APX4000PortableRadioFeatures:EntryTierRadio.Designedasabudgetconsciousradioprimarilyforadministrative,publicworks,andnon‐publicsafetypersonnel.IP67RuggedStandard,SingleBandRadioOnly,LimitedEncryptionCapabilities,FrontDisplayOnly,BluetoothStandard,GPSStandard

APX6000PortableRadioFeatures:Mid‐TierPublicSafetyRadio.Builtonaheavierduty,moreruggedchassisforhigherreliabilityrating,IP68SubmersibleRuggedStandard,SingleBandCapable(700/800orVHF,limitscommunicationstousersonlocalradiosystemsonly),loudermorepowerfulspeaker,largefrontandtopdisplay,BluetoothStandard,andGPSStandard

APX8000PortableRadioFeatures:HighestTierPublicSafetyRadio.Builtonaheavierduty,moreruggedchassisforhigherreliabilityrating,IP68SubmersibleRuggedStandard,MultibandCapable(700/800,VHF,UHF,allowscommunicationinteroperabilitywithotherCounty,State,andFederalagencies),loudermorepowerfulspeaker,largefrontandtopdisplay,BluetoothStandard,andGPSStandard.ThismodeliscurrentlyusedbyAPD,AFD,EMS,andTCSOVehicleUnits

APX4000batteriesandchargersareNOTcompatiblewithAPX6000/8000radios. APX6000andAPX8000batteries,chargersandaudioaccessoriesareinterchangeable.

99

Pleasecompletetheformbelowbasedonthenumber,typeofradiosandaccessoriesyourdepartmentisrequestinginFY2019.

Indicatethetypeandquantityofequipmentrequested.

Model QuantitySpareBattery($112)

SpeakerMic

($242)

SingleCharger($105)

BankCharger($875)

APX4000($3455)

APX6000($5736)

APX8000($9043)

Other

Ifother,pleasespecifymodel/use(handheld,vehicle,etc.)and$$$Cost(ifknown)

________________________________________________________________________________________________________________________

100

If you have questions concerning this form or a spec purchase, call Paula Beatty (CARS) at 512‐854‐9596. 

 RM‐1 v1 

FY 2020 MULTI‐FUNCTION DEVICE REQUEST FORM Communications and Records Services (CARS) must approve purchase of all equipment listed below. Use this form before purchasing any multi‐function or copier equipment. 

Dept. No.  Department and Division  Contact Person  Telephone No. 

FOR NEW OR UPGRADED MULTI‐FUNCTION EQUIPMENT 

Please Provide a Business Case for New or Upgraded Equipment Below 

FOR REPLACEMENT and UPGRADE EQUIPMENT ONLY 

For replacement or upgrade Multi‐Function Devices, provide the Serial Number of the current equipment. If you have already received a quote from Xerox please forward to CARS with this form. 

Description of Current Equipment 

Identification or Serial # of Current Equipment  

Description of Replacement or Upgrade Need  

Equipment will needed by (month/year) 

Requesting Department Approval (Department Head Signature) / Date 

___________, _______  ________________________________________        ________20______ 

101

TRAVIS COUNTY Human Resources Management Department

Position Analysis Questionnaire (PAQ) An electronic version is available through your Human Resources Liaison

FY 19 TC PAQ HRMD Page 1 of 8

INSTRUCTIONS

Read each heading carefully before proceeding to fill out the questionnaire. Be certain the questionnaire is signed.

Make statements simple, complete, and accurate as the job exists today. Please provide descriptive information in sufficient detail to establish a clear understanding of the position. The purpose of the PAQ is to describe the work assigned to a position. It should clearly state the principle duties and responsibilities actually being performed. It is the position that is being described, not the person holding the position.

1. POSITION INFORMATIONDepartment Name, Division

Check: Filled Position

Vacant Position % FTEPosition Number Authorized Classified Title:

Actual Classified Title:

Incumbent’s Name Length of time in current position

Supervisor’s Name Supervisor’s Position Title

2. GENERAL SUMMARYProvide a brief general summary of the primary purpose or function of this position. Think of how you would describe the position to someone new to the County. What is the position meant to accomplish?

102

TRAVIS COUNTY Human Resources Management Department

Position Analysis Questionnaire (PAQ) An electronic version is available through your Human Resources Liaison

FY 19 TC PAQ HRMD Page 2 of 8

3. DUTIES AND RESPONSIBILITIES

Describe the primary duties and responsibilities of this position in order of importance. What is the action being done and what is the approximate percentage of time (use an action verb, e.g. makes photo copies, schedules meetings, installs software, opens mail, keeps files, prepares a budget proposal). A primary job duty generally includes significant duties and responsibilities that require at least 10% in time or importance. Total percentage must equal 100%.

JOB DUTY PERCENT OF TIME

1. %

2. %

3. %

4. %

5. %

6. %

7. %

8. %

9. %

Which, if any, of the duties listed above do you think are outside the duties listed in your job description? Please list the duty numbers in the box to the right.

103

TRAVIS COUNTY Human Resources Management Department

Position Analysis Questionnaire (PAQ) An electronic version is available through your Human Resources Liaison

FY 19 TC PAQ HRMD Page 3 of 8

4. SUPERVISORY RESPONSIBILITY

Check the statement which best describes the position. (choose only one)

No formal supervisory authority.

Lead Worker - Assigns, trains, schedules, oversees, or reviews work of others.

Project Manager - No formal supervisory authority but directs work of others on specific projects.

Front Line Supervisor - plans and directs work of others, hires, trains, prepares performance appraisals, and approves leave time of others.

Manager - Plans and directs the work of supervisors within a specific programmatic area. Executive - Delegates authority to carry out work of multiple units to subordinate managers. If supervision performed, indicate number of employees supervised and employee status. How many people do you directly supervise: How many people do you indirectly supervise through others:

Total number of people supervised (Direct + Indirect):

5. DECISION MAKING

Check the statement which best describes the position. (choose only one)

Required to make few, if any, decisions.

Decisions are defined by clear written standards or oral commands.

Decisions are guided by policy, but I have the ability to decide how to apply the policy to situations.

Decide whether or not policy applies to situations.

Decide what the policies are and how they will be applied. What are the most important/difficult decisions you make on a regular basis?

104

TRAVIS COUNTY Human Resources Management Department

Position Analysis Questionnaire (PAQ) An electronic version is available through your Human Resources Liaison

FY 19 TC PAQ HRMD Page 4 of 8

6. CONSEQUENCE OF ERROR

Check the statement which best describes the position. (choose only one) If work was performed in the wrong way and/or proper procedures were not followed (for example, regulations not adhered to or proper precautions not taken), what would the likely outcome be?

Minimal property damage, minor injury, minor disruptions of work flow

Moderate loss of time, injury, damage, or adverse impact on health and welfare of others

Major problem failure, major property loss, or serious injury

What is the most serious consequence of error in your job?

7. AUTONOMYCheck the statement which best describes the position. (choose only one)

What I do, how I do it, and when I do it are clearly defined by others.

What I do is determined by others but I have flexibility in how and when it gets done.

As long as I meet deadlines, I am able to decide how my work gets done.

Within broadly defined limits; I am free to decide what my work day is like. What types of tasks do you perform that do not require authorization?

8. HAZARD/DANGERCheck the statement which best describes the position. (choose only one)

Work environment is safe and secure.

Work environment is safe and secure, but occasionally there is a mild environmental hazard.

Work environment is safe and secure, but routinely there is a mild environmental hazard.

Routinely work in hazardous conditions, but the conditions are never life-threatening.

Routinely work in hazardous conditions, but they are seldom life-threatening.

Routinely work in hazardous conditions which are frequently life-threatening.

What hazards/dangerous conditions do you regularly encounter?

105

TRAVIS COUNTY Human Resources Management Department

Position Analysis Questionnaire (PAQ) An electronic version is available through your Human Resources Liaison

FY 19 TC PAQ HRMD Page 5 of 8

9. CONTACTS

What work-related contacts does this position have with people or organizations inside and outside the County? What are the purpose and the frequency of these contacts?

Frequent Contacts With Purpose of Contact Frequency of Contact

Commissioners Court

Elected/Appointed Officials, Dept Heads, Ex, Mgrs. Staff, same department

Staff, other departments

Public agencies

Vendors, Suppliers, Consultants

Professional associations/activities

General public

Other outside organizations

Other (specify)

10. FINANCIAL RESPONSIBILITIESPlease describe your responsibilities in accounting, purchasing, budgeting and financial analysis and list any appropriate dollar amounts for which you are responsible.

11. EDUCATION

Check the minimum formal educational level that a person new to this position would need to perform the job successfully. (choose only one)

EDUCATION: No formal education required Some college Master’s degreeHigh school diploma or G.E.D. Associate’s degree DoctorateTrade school Bachelor’s degreeOther (please specify)

106

TRAVIS COUNTY Human Resources Management Department

Position Analysis Questionnaire (PAQ) An electronic version is available through your Human Resources Liaison

FY 19 TC PAQ HRMD Page 6 of 8

12. EXPERIENCECheck the minimum experience level that a person new to this position would need to perform the job successfully. (choose only one)

None More than three up to five

years More than ten up to

twelve years One year or less More than five up to seven

years More than twelve up to

fifteen years More than one up to three

yearsMore than seven up to ten

years More than fifteen years

Supervisory Experience (indicate years of experience if required for position)# of years of supervisory experienced required: __________

13. PROFESSIONAL LICENSE, REGISTRATIONS, CERTIFICATIONS OR SPECIALQUALIFICATIONS REQUIRED: (Please list)

14. KNOWLEDGE, SKILLS AND ABILITIES

What instructions, resources, guidelines, federal and state regulations/laws, technical manuals, professional journals, or policies and procedures are regularly used in this job?

What knowledge do I need to perform my job?

What skills do I need to perform my job?

What abilities do I need to perform my job?

List any equipment, tools, technology, materials, and/or vehicles needed to perform job duties based on frequency of use: Daily

Weekly

Monthly

107

TRAVIS COUNTY Human Resources Management Department

Position Analysis Questionnaire (PAQ) An electronic version is available through your Human Resources Liaison

FY 19 TC PAQ HRMD Page 7 of 8

15. PHYSICAL DEMANDS AND ENVIRONMENTAL WORKING CONDITIONSListed below are various physical demands and working conditions. If you routinely work in these conditions, please check each box that applies. Then indicate what percentage of the day that you spend in these conditions.

Standing % Carrying % Stooping/Kneeling %Walking % Reaching % Crouching/Crawling %Sitting % Pushing % Viewing Monitor(s) %Repetitive Motion(s) % Driving %

Lifting Up to 10 pounds Up to 25 pounds Up to 50 pounds

Up to 100 pounds More than 100 pounds

Lifting is Occasional Regular Consistent

Listed below are environmental conditions that might be encountered in the workplace. Please check each condition that you encounter on a regular basis. Then indicate how frequently you encounter that condition.

DustOccasionalRegularConsistent

NoiseOccasionalRegularConsistent

VibrationOccasionalRegularConsistent

Extreme Temperature/Weather ChangeSeasonalOccasionalRegularConsistent

FumesOccasionalRegularConsistent

Infectious DiseaseOccasionalRegularConsistent

Extreme HeatSeasonalOccasionalRegularConsistent

Extreme ColdOccasionalRegularConsistent

Wet and/or HumidityOccasionalRegularConsistent

Dangerous MachineryOccasionalRegularConsistent

Potential PhysicalHarm OccasionalRegularConsistent

Hazardous ChemicalsOccasionalRegularConsistent

Other:OccasionalRegularConsistent

108

TRAVIS COUNTY Human Resources Management Department

Position Analysis Questionnaire (PAQ) An electronic version is available through your Human Resources Liaison

FY 19 TC PAQ HRMD Page 8 of 8

16. SIGNATURES

The statements are accurate and complete.

Date Incumbent Print Name

Incumbent Signature

Date Immediate Supervisor Signature

Date Department Head Signature

Immediate Supervisor Comments:

Department Head Comments:

Department Name, Division Authorized Classified Title:

Position Number Actual Classified Title:

109