TCAD Adopted Budget Fy 2017

Travis Central
Appraisal District
Fiscal Year 2017 Proposed Budget
Travis County, Texas

Finance Department
July 26, 2016
Travis Central
Appraisal District
The activities of the Travis Central Appraisal District are
governed by the legislature, and the administrative rules
adopted by the Comptrollers Property Tax Assistance
Division.
Our Mission
Strategic Goals
1.
Develop appraisals that

reflect market value and
ensure fairness and
uniformity
2.
Be efficient in business
processes and ensure
Our Vision
that mission critical

tasks are completed in a
The Travis Central Appraisal District will act in accordance with

the highest principals of professional conduct, ethics,
accountability, efficiency, openness, skill and integrity. We
approach our activities with a deep sense of purpose and
responsibility to ensure fairness and equity for all taxpayers of
Travis County while striving to be the premier appraisal district
in the state by being an innovative and knowledgeable workforce.
timely manner with a

high level of accuracy
3.
Collect, analyze and

maintain accurate data
4.
Ensure that the district

maintains a highly
educated, motivated and
Our Values
Appraise- fairly, uniformly, efficiently, and effectively, balancing

the needs of both taxpayers and the taxing units by adhering to the
Texas Property Tax Code, USPAP, and generally accepted
appraisal standards.
Educate- taxpayers of their rights, remedies and responsibilities.
Communicate- collaboratively with and encourage communication
among the taxing units, taxpayer public, and the agency.
Service- provide exceptional customer service that is accessible,
accurate, responsible and transparent.
Performance- demand integrity, accountability and high standards
from all staff and strive continuously for excellence and efficiency.
skilled workforce
5.
Provide customer
service that is
courteous, professional
and accurate
Travis Central Appraisal District FY 2017
The mission of the Travis Central Appraisal District, in

accordance with the Texas Constitution and the laws of the state,
is to provide accurate appraisal of all property in Travis County
at one hundred percent market value, equally and uniformly, in a
professional, ethical, economical and courteous manner, working
to ensure that each taxpayer pays only their fair share of the
property tax burden.
Travis Central Appraisal District

FY 2017 Proposed Budget
Board of Directors
Mr. Richard Lavine, Chair
Austin ISD
Mr. Kristoffer S. Lands, Vice Chair

City of Austin/Austin ISD
Mr. Ed Keller, Secretary

Austin ISD
Mr. Tom Buckle

West Travis County
Ms. Shelda D. Grant

Travis County
Mr. Bruce Grube

Travis County
Ms. Eleanor Powell

City of Austin
Mr. Rico Reyes

East Travis County
Ms. Blanca Zamora-Garcia

City of Austin
Mr. Bruce Elfant

Travis County Tax Assessor/Collector
Ms. Marya Crigler

Chief Appraiser
Prepared by the TCAD Finance Department
TABLE OF CONTENTS
INTRODUCTORY SECTION:
Budget Transmittal Letter .
Organizational Chart .
Key District Personnel ..
Distinguished Budget Presentation Award . ..
BUDGET OVERVIEW ............................................................................................................
i
x
xi
xii
1
Budget Comparison ....................

District Budget by Department .
Revenue Budget
2017 Estimated Jurisdiction Liabilities
Capital Improvement Program .
Debt Administration ...
27
30
35
38
43
53
DEPARTMENT BUDGETS:
Administration .
Information Technology
Customer Service ..
Appraisal Support ..
Appeals
Commercial & Personal Property Appraisal ..
Residential Appraisal
Appraisal Review Board (ARB) ...
55
69
81
89
95
103
111
117
STATISTICAL INFORMATION ...
121
APPENDIX .
153
GLOSSARY ...
157
DISTRICT BUDGET:
Introductory Section
TRAVIS CENTRAL APPRAISAL DISTRICT

BOARD OFFICERS
BOARD MEMBERS
RICHARD LAVINE
CHAIRPERSON
KRISTOFFER S. LANDS
VICE CHAIRPERSON
ED KELLER
SECRETARY/TREASURER
TOM BUCKLE
SHELLDA D. GRANT
DENNY HAMILL
BRUCE ELFANT
ELEANOR POWELL
RICO REYES
BLANCA ZAMORA-GARCIA
MARYA CRIGLER
CHIEF APPRAISER
July 26, 2016
I am pleased to present the proposed budget of the Travis Central Appraisal District (the District) for fiscal year
2017. The proposed budget for 2017 totals $18,103,517, which represents a modest 3.49% increase over the
2016 budget. The proposed and five previous years budget history compare as follows:
Year
2012
2013
2014
2015
2016
2017
Budget Amount Percentage Increase

$
12,914,797
1.77%
$
13,375,023
3.56%
$
14,246,848
6.52%
$
17,149,799
20.38%
$
17,492,994
2.00%
$
18,103,517
3.49%
Travis County Taxpayers,

Travis CAD Board of Directors,
Presiding Officers of all Taxing Entities, and
Ms. Marya Crigler, Chief Appraiser,
Travis Central Appraisal District:
FACTORS AFFECTING FINANCIAL CONDITION

The Austin region continues to thrive as it enters its seventh year of positive trends in its real estate and
overall economy. The decade ending in 2010 saw a 37% increase in population and, in the summer of 2015,
the Austin metro population surpassed 2 million. As of October 2015, the population was 2,020,452 and the
Urban Institute predicts it could grow up to 3.2 million by 2030. With a 3% population increase, Austin-Round
Rock was the fastest growing metro area in the state and the seventh fastest in the nation. The area added
57,395 new residents- about 157 people per day. The Austin-San Antonio region, especially along the I-35
corridor, is posed to becoming the next Dallas-Fort Worth metroplex in terms of population growth.
Population Growth 2004-2014
ii
Source: US Bureau of the Census, Population Estimates

According to revised data released by the Texas Workforce Commission in March 2016, the Austin metro
added 44,500 jobs in 2015, a 4.7% increase. Central Texas payrolls expanded faster in 2015 than in the prior
two years. The Federal Reserve Bank of Dallas put Austins seasonally adjusted jobless rate in December
2015 at 3.3% compared to the statewide December average of 4.6% and national average of 5.0%. With
several large firms hiring, like Apple, or getting ready for large expansions, like Oracle, Austins employment
numbers are expected to remain strong and stay insulated from the states depressed energy sector.
Austin has consistently ranked among the top 50 best performing metro areas.
iii
iv
Across all commercial portfolios, we continue to see declining vacancy rates and increasing rent rates.
vi
The supply of housing continues to lag behind strong demand, which is being fueled by the regions job and
population growth. 2015 marks the third consecutive year that housing supply remained in the 2.0 month
range, well below 6 months which is considered a stabilized market. Supply shortage in close-in
neighborhoods is causing a frenzy of bidding wars with five to nine offers common for some listings.
vii
According to the Austin Board of Realtors, 2015 set all-time highs for Austin-area home sales volume and
prices. The total dollar volume increased 13% to $9.7 billion.
viii
Should you have any questions about the Districts 2017 proposed budget or the budgeting process, please
contact Leana H. Mann, the Districts Finance & Facilities Director, at (512) 834-9317 Ext. 405 or by e-mail at
Lmann@tcadcentral.org.
Respectfully submitted,
Leana H. Mann
Finance & Facilities Director
ix

Organizational Chart
Fiscal Year 2017
Board of Directors
Martin Wilbanks
Taxpayer Liaison
Marya Crigler
Chief Appraiser
Paula Fugate
Human Resource Director
Leana Hengst Mann

Finance and Facilities
Director
Sharon Baxter
Sr. Litigation Attorney
Paul Snyder
Deputy Chief of Appraisal
Michael Kasper
Director Residential
Lonnie Hendry
Director Commercial
Adrienne Albers
Appraisal Support
Open
Customer Service Director
Carlos Ortiz
Information Systems
Director

Key District Personnel
Fiscal Year 2017
Marya Crigler
Paul Snyder
Michael Kasper
Lonnie Hendry, Jr.
Vacant
Adrienne Albers
Carlos Ortiz
Paula Fugate
Leana H. Mann
Sharon Baxter
Chief Appraiser
Director of Residential Appraisal
Director of Commercial & Personal Property Appraisal
Director of Customer Service
Director of Appraisal Support
Director of Information Technology (IT)
Human Resources Director
Senior Litigation Attorney
xi
Distinguished Budget Presentation Award

Certificate of Achievement for Excellence in Financial Reporting
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the Travis Central Appraisal District, Texas for its annual budget
for the fiscal year beginning January 1, 2016. In order to receive this award, a governmental unit must publish
a budget document that meets program criteria as a policy document, as an operations guide, as a financial
plan, and as a communications device.
This award is valid for a period of one year only. We believe that our fiscal year 2017 budget continues to
conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another
award.
xii
Budget Overview

Budget Overview
There are three main parts to the property tax system in Texas:
An appraisal district in each county sets the value of property each year. A chief appraiser is the
chief administrator and operates the appraisal office.
A citizen board, called the Appraisal Review Board (ARB), hears any disagreements between a
property owner and the appraisal district about a propertys value.
Local taxing unitscity, county, school and special districtsdecide how much money they will
spend by adopting a budget. Next, the taxing units set tax rates that will raise the revenue
necessary to fund their budgets. The adopted budgets and the tax rates set to fund the budgets
determine the total amount of taxes that a person will pay.
The property tax year has four stages: appraising taxable property, protesting the appraised values,
adopting the tax rates and collecting the taxes. The following represents a summary of the process.
1. A large part of each appraisal district's job is to estimate what your property is worth on January 1.
What a property is used for on January 1, market conditions at that time and who owns the property
on that date determine whether the property is taxed, its value and who is responsible for paying the
tax. The appraisal district also processes applications for tax exemptions, agricultural appraisals and
other tax relief.
2. Around May 15, the appraisal review board begins hearing protests from property owners who
believe their property values are incorrect or who did not get correct exemptions or agricultural
appraisals. When the ARB finishes its work, the appraisal district gives each taxing unit a list of
taxable property.
3. In August or September, the elected officials of each taxing unit adopt tax rates for their operations
and debt payments. Several taxing units tax each property. Every property is taxed by the county
and the local school district. You also may pay taxes to a city and to special districts such as
hospital, junior college, water, fire and others.
4. Tax collection starts around October 1 as tax bills go out. Taxpayers have until January 31 of the
following year to pay their taxes. On February 1, penalty and interest charges begin accumulating
on most unpaid tax bills. Tax collectors may start legal action to collect unpaid taxes on February 1.
Budget Overview
HOW DOES THE PROPERTY TAX SYSTEM WORK?
Budget Overview
THE PROPERTY TAX CALENDAR
January 1
Appraisal districts are required to appraise property at its value on this date. A lien attaches to
each taxable property to ensure property tax payment.
January 1 April 30
Appraisal districts complete appraisals and process applications for exemptions.
January 31
Taxes due to local taxing units (or county tax assessor, if acting on their behalf)
February 1
Local taxing units begin charging penalty and interest for unpaid tax bills.
April May
Appraisal districts send notices of appraised value.
May 1
Appraisal review boards begin hearing protests from property owners.
July 25
Appraisal districts certify current appraised values to taxing units.
August September
Local taxing units adopt tax rates.
October 1
Local taxing units begin sending tax bills to property owners.

The Travis Central Appraisal District was created under the 66th Texas State Legislature in 1979 under the
provisions of Senate Bill 621 known as the Property Tax Code. The District is responsible for the appraisal
of property subject to ad valorem taxation in Travis County, Texas. The District is governed by a board of
nine directors serving two year terms, plus a tenth statutorily designated non-voting member who is the
County Tax Assessor-Collector. Travis County appoints two board members, Austin ISD appoints two board
members, City of Austin appoints two board members, and Austin ISD and City of Austin appoint one board
member together. The remaining two board members are appointed by a vote of the eastern and western
taxing entities within Travis County.
2
The District was formed in 1981 and formally began operations in 1982, pursuing its mission to provide
accurate appraisal of all property in Travis County at one hundred percent of market value, equally and
uniformly, in a professional, ethical, economical and courteous manner, working to ensure that each
taxpayer pays only their fair share of the property tax burden. As stipulated under the Texas Property Tax
Code, the District serves the citizens and taxpayers of Travis County and the taxing entities which lie within
Travis County.
Travis County is located in south central Texas astride the Balcones Fault, the boundary between the
Edwards Plateau to the west and the Blackland Prairies to the east. Its county seat, Austin, is the capital of
Texas. Travis Countys population, as of the 2010 census was 1,033,553 and continues to grow rapidly
every year. Since the previous census in 2000, the population of Travis County has grown 26.1%.
THE ROLE OF THE APPRAISAL DISTRICT
The appraisal district is considered a political subdivision and must follow applicable laws such as Open
Meetings and Public Information Acts. Meetings are generally open to the public and information generated
by the appraisal district is, in most cases, also available to the public.
The appraisal district board of directors hires a chief appraiser, approves contracts and sets policies. The
chief appraiser is the chief administrator of the appraisal district. The chief appraiser may employ and
compensate professional, clerical and other personnel as provided by the appraisal district budget. The chief
appraisers primary duty is to discover, list, review and appraise all taxable property in the appraisal district
using generally accepted appraisal techniques.
Budget Overview
Each Texas county is served by an appraisal district

that determines the value of all of the countys
taxable property. Generally, a local government that
collects property taxes, such as a county, city and
school district, is a member of the appraisal district.
A board of directors appointed by the member
governments presides over the appraisal district.
ACCOUNTING BASIS AND CONTROLS

Accounting Basis
The District reports its financial activities as a special-purpose government. Special-purpose governments
are governmental entities which engage in a single government program. Like most governments, specialpurpose governments present two types of financial statements: (1) government-wide financial statements
and (2) fund financial statements.
The government-wide financial statements report information on all of the activities of the District.
Governmental activities generally are financed through charges for services and intergovernmental
revenues. The statement of activities reflects the revenues and expenses of the District. The governmentwide statements are reported using the economic resources measurement focus and the accrual basis of
accounting. The economic resources measurement focus means all assets and liabilities (whether current
or non-current) are included on the statement of net position and the operating statements present increases
(revenues) and decreases (expenses) in total net position. Under the accrual basis of accounting, revenues
are recognized when earned and expenses are recognized at the time the liability is incurred.
The fund financial statements provide information about the Districts governmental funds. The emphasis of
fund financial statements is directed to specific activities of the District. The District reports the general fund
as its only major governmental fund. It is the Districts primary operating fund. This fund is used to account
for the acquisition and use of the Districts expendable financial resources and the related liabilities. The
measurement focus is based on the determination of changes in financial position rather than upon net
income determination. Governmental fund financial statements are reported using the current financial
resources measurement focus and are accounted for using the modified accrual basis of accounting. Under
the modified accrual basis of accounting, revenues are recognized when susceptible to accrual; i.e., when
they become both measurable and available and expenditures are recorded when the related fund liability is
incurred.
Budget Overview
Internal Controls
To provide a reasonable basis for making its representations, the Districts management team has
established a comprehensive internal control framework. This framework is designed to provide reasonable
assurance that assets are safeguarded against loss from unauthorized use or disposition, and that
accounting transactions are executed in accordance with managements authorization and properly
recorded so that the financial statements can be prepared in conformity with generally accepted accounting
principles (GAAP). The objective of the internal control framework is to provide reasonable, rather than
absolute, assurance that the financial statements are free of any material misstatements. The concept of
reasonable assurance recognizes that: (1) the cost of a control should not exceed the benefits likely to be
derived; and (2) the evaluation of costs and benefits requires estimates and judgments by management.
The design and operation of internal controls also ensures that all funds are expended in compliance with
applicable laws and regulations.
All internal control evaluations occur within the above framework. During the fiscal year ended December
31, 2015, the District reviewed its internal controls. I believe that the Districts internal controls adequately
safeguard assets and provide reasonable assurance of proper recording of financial transactions.
FINANCIAL POLICIES & PROCEDURES

The Travis Central Appraisal District (the District) financial policies compiled below encompass the basic
framework for the overall financial management of the District. These policies assist the Board of Directors
and management with decision-making and provide guidelines for evaluating both the current and longrange financial activities. They are reviewed annually in conjunction with the budgetary process to verify
continued applicability and benefit to the District.
4
The primary objectives of the policies are to provide accountability for cost-effective stewardship of
taxpayers funds through fairly presented financial statements supported by full disclosures.
Revenue Policy
Revenue Recognition- Revenues shall be recorded on the modified accrual basis of accounting.
Under the modified accrual basis of accounting, revenues are recognized when susceptible to accrual;
i.e., when they become both measurable and available.
1. Daily Deposits- In accordance with the Districts finance policy, the District shall require weekly
deposits of receipts only when the cash on hand amounts to at least $1,000. Any funds not
immediately deposited shall be appropriately safeguarded in a locked file cabinet in the Finance
Directors office.
2. Monitoring Revenue- District finance staff shall monitor revenues as billed and collected and
shall report to the Board of Directors no less than quarterly on any past due or uncollectible
amounts.
Cash Disbursement Policy

1.
Centralized Purchasing- The District will operate under a centralized purchasing concept.
2.
Payments- Local governments and state agencies are required to pay all bills owed within 30
calendar days. The District adheres to this requirement. Any deviations from this requirement
are reported to the Chief Appraiser.
3.
Monitoring- District finance staff shall monitor cash disbursements and report to the Board of
Directors at each regularly scheduled meeting all capital asset purchases and any purchases
over $50,000.
4.
Authority- The Finance & Facilities Director shall be responsible for designing, implementing,
monitoring, and amending (as necessary), accounting procedures including internal controls,
for the requisition, purchase and cash disbursement functions of the district in compliance with
Generally Accepted Accounting Principles (GAAP) and applicable state laws. Any change to
cash disbursement procedures shall be reported to the Board of Directors at their next
regularly scheduled meeting.
Budget Overview
3. Authority- The Finance & Facilities Director shall be responsible for designing, implementing,
monitoring, and amending as necessary, accounting procedures, including internal controls, for
the billing, recording, and reporting of all revenues of the District in compliance with Generally
Accepted Accounting Principles (GAAP) and applicable state laws. Any changes to revenue
procedures shall be reported to the Board of Directors at their next regularly scheduled meeting.
Operating Budget Policy

1.
2.
Planning: The District will prepare a five-year operating budget projection annually, which will
include projections of expenditures for the next five years.
Performance Measures: The District will integrate performance measures and productivity
indicators into its budgetary process whenever feasible.
3.
4.
Periodic Reporting: The Finance and Facilities Director shall present budget to actual
financial reports to the Board of directors monthly (or at each board meeting) and bi-weekly to
the Chief Appraiser.
Balanced Budget: The District shall submit a balanced budget wherein budgeted
expenditures shall not exceed budgeted revenues.
Asset Management and Capital Improvement Policy

1.
2.
3.
4.
Budget Overview
5.
Planning for Operational and Maintenance Costs: The District shall utilize an equipment
replacement schedule to plan major operational maintenance and asset acquisitions on a
systematic, comprehensive, and entity-wide basis.
Asset Condition: The District will maintain all assets at a level adequate to comply with all
regulatory requirements and to minimize future replacement and maintenance costs.
Planning: The District will annually update a ten-year capital improvement program, identifying
and describing each capital project along with the estimated cost.
Capitalization: The District will capitalize all asset cost which are $1,000 or more and whose
useful life is more than one year.
Reporting: The District will provide reports of expenditures by project to the Board of Directors
no less than quarterly.
Cash Management and Investment Policy

1.
2.
3.
4.
Written Policy: The Districts investment policy must be written and in compliance with all
applicable state and local laws. The policy must be reviewed on an annual basis by the Board
of Directors and approved through a resolution.
Objectives: The primary objectives of investment activities, in priority order, shall be
preservation of principal, liquidity, and yield.
Periodic Reporting: The District shall provide monthly investment reports to the Board of
Directors.
Treasury Services: The District shall prepare a Request for Proposal (RFP) for banking
services every 2 years, with the option to renew the contract for an additional 2 years.
Accounting Policy
1.
2.
3.
4.
Authority for Accounting Procedures: The District will establish and maintain the accounting
system according to Generally Accepted Accounting Principles (GAAP) and all applicable state
and local laws.
Annual Audit: An annual audit will be performed by an independent public accounting firm,
which will issue an official opinion on the annual financial statements, and a management letter
indicating any suggestions for improvement or areas of concern.
Transparency: Full disclosure will be provided in the financial statements.
Financial Report: The District shall prepare a comprehensive annual financial report (CAFR)
upon completion of the financial audit, which will be submitted to the Government Finance
Officers Association (GFOA) for the Certificate of Achievement for Excellence in Financial
Reporting award.
Debt Policy
1.
2.
Capital Financing: All financing of capital projects must be included in the current years
proposed budget and approved by the Board of Directors. The District statutorily cannot issue
debt to fund capital projects. All financing of capital projects must be done through the budget
process.
Unfunded Liabilities: The Districts policy extends beyond capital financing and includes not
knowingly entering into any contracts creating significant unfunded liabilities
The District is provided very strict guidelines on the budgeting process in the Texas Property Tax Code.
This information can be found in Chapter 6.06 of the Texas Property Tax Code and in the appendix of this
report. A brief overview of the budgeting process is provided below.
The District begins its annual budgeting process in February. Discussions are held with the Chief Appraiser,
the Finance Director and the department directors to discuss what the departments budget needs are for
the upcoming fiscal year. Once this information is gathered, the Finance Director prepares the proposed
budget based on the Chief Appraisers directives. In May, the District holds a budget workshop with the
Board of Directors, the Chief Appraiser and the Finance Director where the budget is looked at in-depth.
The District must send the proposed budget to the presiding officer of each taxing unit no later than 10 days
before the board of directors meeting where the proposed budget will be presented. This allows any taxing
unit to dispute all or part of the budget at that meeting. The proposed budget must be presented no later
than June 15th.
During this meeting, the board of directors makes suggestions along with any taxing units that come to the
meeting to discuss the proposed budget. The District then takes the budget and revises it to include the
changes made at the meeting. The District must again send a copy of the budget to the presiding officer of
each taxing unit no later than 10 days before the board of directors meeting where the budget will be
adopted. The board of directors must hold a public hearing to adopt the annual budget. The secretary of
the board must also post the notice of the public hearing in the county newspaper. The District posts this
information in the Austin American Statesman. The budget must be adopted no later than September 15 th.
Once the budget is adopted, the taxing units have 30 days to file a resolution with the board of directors
secretary to disapprove the budget. If governing bodies of a majority of the taxing units entitled to vote on
the appointment of board members adopt resolutions disapproving the budget and file them with the
secretary of the board within 30 days after its adoption, the budget does not take effect, and the board shall
adopt a new budget within 30 days of the disapproval.
Budget Overview
BUDGET PROCESS & PROCEDURES
All budget amendments must be presented to the taxing units 30 days prior to the meeting where the board
is set to approve the amendment. A budget amendment changes the final amount due from the taxing unit.
The District can make line item transfers without notifying the taxing units. The Chief Appraiser has the
authority to approve or disapprove any line item transfers. All line item transfers are then presented to the
board for approval. Budget line item transfers do not change the final amount of the budget, but simply
move budgeted funds from one function or program to another. Budget line item transfers do not require
any additional funds from the taxing units and they do not change the amount of any surplus credited to the
jurisdictions at year end.
BUDGET CALENDAR
JAN
Budget Overview
2016
M
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
DATE
2/8/2016
2/15/2016
SUBJECT
Budget discussion with Chief Appraiser on 2017 Budget
Meet with division directors
FEB
S
MAR
S
2016
T
S
5
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
DATE
3/7/2016
3/31/2016
2016
M
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
SUBJECT
2017 Budget requests due from department directors
First draft of budget to Chief Appraiser
2016
T
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
DATE
5/9/2016
2016
M
4/27/2016
4/29/2016
Final draft of budget to Chief Appraiser

Mail budget to taxing jurisdictions
4/11/2016
SUBJECT
Present proposed budget to board of directors
JUN
S
4/18/2016
SUBJECT
First quarter line item transfers approved at Board of Director's
meeting
Second draft of budget to Chief Appraiser
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
MAY
2016
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
DATE
6/15/2016
SUBJECT
Last day to present proposed budget
6/30/2016
First draft of adopted budget to Chief Appraiser
DATE
7/11/2016
SUBJECT
2nd quarter line item transfers approved at Board of Director's meeting
7/18/2016
7/25/2016
7/29/2016
Second draft of adopted budget to Chief Appraiser

Final draft of adopted budget to Chief Appraiser
Post public notice of budget in local newspaper
Budget Overview
APR
DATE
JUL
2016
1
8
2
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
AUG
S
2016
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
DATE
8/1/2016
8/8/2016
SUBJECT
Mail out final budget to taxing entities
Public budget hearing and adoption of 2017 budget
SEPT
S
2016
T
DATE
9/15/2016
9/30/2016
SUBJECT
Final day to adopt 2017 budget
Tax rates are set by all taxing entities
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
DATE
10/10/2016
10/24/2016
SUBJECT
Mail out final calculation of jurisdiction liability
Mail out end of year budget amendment to all taxing entities
10/31/2016
Submit budget to GFOA for Distinguished Budget Award
OCT
2016
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Budget Overview
NOV
S
2016
T
SUBJECT
Board of Directors meeting to approve final budget amendment
Final line item transfers approved at Board of Director's meeting
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
DATE
12/31/2016
1/1/2017
DATE
11/7/2016
11/7/2016
SUBJECT
Fiscal year-end
2017 Budget takes affect
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STRATEGIC PLANNING
10
The Travis Central Appraisal District (TCAD) established a Strategic Plan, referred to as a Three Year Plan, to
outline the activities and operations of the TCAD from year to year in anticipation of future projects, funds and
resources, technology, legislative changes, and capital improvements.
This Strategic Plan will be reviewed each year to monitor the completion of the tasks outline and to add another
year to the ongoing plan. This will help the TCAD to prepare for the future in an effort to anticipate changes within
the appraisal environment. Management staff personnel will be responsible for the development of this plan and
will ensure its viability in the tasks the TCAD is charged.
The Strategic Plan will address five major issues:
1) Future Projects
2) Funds and Resources
3) Technology
4) Legislative Changes
5) Capital Improvements
The Strategic Plan will become a tool for the final development of the TCAD Annual Management Plan.
This strategic plan addresses the following key strengths, weaknesses, threats and opportunities for the
Travis Central Appraisal District.
Strengths:
Strong management team
Strong support from sixty-one taxing entities served by the TCAD
Strong base for recruitment of qualified staff
Very focused management/staff
Experienced and proven management and supportive Board of Directors
Budget Overview
The SWOT analysis began by conducting an inventory of internal strengths and weaknesses within the
appraisal district. The strategic team noted the external opportunities and threats that may affect the
organization, based on the economic market and the overall environment. The primary purpose of the
SWOT analysis is to identify and assign each significant factor, positive and negative, to one of the four
categories, allowing the strategic team to
take an objective look at the appraisal district
operations. The SWOT analysis is a useful tool in developing and confirming goals, objectives, strategy.
Weaknesses:
Uncertain economic conditions affecting property valuations
Economic climate of the cities, school districts, county, and special districts
Retention of qualified staff personnel
Opportunities:
Technology advancement can streamline business operations

Increased efficiencies will result in stronger credibility and support
Threats:
New technology advancements may become too costly
Economic slowdown could reduce proper funding
Economic situation could upturn and resources could be limited
11
12
Develop appraisals that reflect market value and ensure fairness and
uniformity.
Budget Overview
Strategic Planning Goal

Goal
Objective
Outcome Measure
Strategy
Output Measure
Make better
Analyze ratio study statistics by
utilization of ratio neighborhood and school district weekly
studies when
during valuation and equalization phases
developing market in 2013/2014, and guarantee that sales
appraisals.
ratio median levels and weighted mean
are between 97 and 102 and COD are
between 5 and 15.
Median sales ratio
Improve accuracy
and reduce value
changes to 5% or
less.
Reduction in value
Staff training on defending appraisal Percent value change
changes at informal and values and standards of evidence
formal by 50% from 11%
average to 5% or less.
Create evidence packets to be used at

both information and formal level that
support District values and require a
higher standard of evidence for informal
changes. Train staff to make clear and
concise arguments at the ARB to defend
the District's values.
Improve quality Correctly identify all lake front property to
and consistency of include lake cove and lake views and
land values of
consistently apply appropriate land unit
lakefront property prices and modifiers.
Weighted mean sales

ratio
COD
Reduction in value
formal challenges of
land equity on lake front
property.
Maintain an ongoing program of

Number of sales qualified
audit and verification activities in
support of improved appraisal levels Number of neighborhood
profiles created
Efficiency
Measure
Number of property
protests
Number of value
reductions
Number of school districts

reviewed
Number of property
protests
Number of value
reductions
In conjunction with field inspections, Uniformity in COD

Number of land
utilize aerial photography to identify measures of specific ratio values updated
lake front, lake cove and lake view studies
properties. Utilize GIS mapping and
Number of property
analysis to ensure consistent land
protests based on
values.
equity
Update cost tables Create a program to regularly update cost Timely and accurate
Staff training on use of national
Accuracy of cost approach Number of cost
of main area and tables based on nationally recognized
cost tables
publications used to develop cost appraisals compared to tables updated
details.
publications adjusted for local economic
approach appraisals. Create
researched local
conditions.
benchmark properties and test
development costs.
developed cost schedules against
researched local cost information.
Test land value assignments through Lower market segment Number of
adjustments
benchmark
allocation by abstraction against
properties tested
researched land values. Create
specific procedure manual to
document steps taken to update and
test cost tables.
Software
Work cooperatively with software vendor Increased functionality in Create a coalition of PACS metro Co-development
Number of coenhancements True Automation and other PACS metro the PACS software
appraisal district clients to leverage commitments from metro development projects
appraisal district clients to enhance the modules
the group dynamics to push for
clients and True
approved
software to provide greater appraisal and
focus on Texas clients from True
Automation and group
Number of software
analysis capabilities.
Automation. Schedule and hold
consensus on
requirement
quarterly meetings with the metro enhancement priorities documents written
clients and True Automation
and approved
decision makers to focus on the
Number of
common needs of the metro
enhancements
appraisal districts, and
included in each
enhancements required to complete
software release
appraisal tasks and meet legislative
requirements.
Planning
Goal
Objective
Complete the Ensure that mission critical tasks of

top three
notices, certification and PTAD
mission critical studies are completed at minimum
tasks ahead of one to two weeks prior to statutory
schedule.
deadline.
Outcome Measure
Strategy
Output Measure
Percent of accounts
noticed at each run date
Improve Compliance by establishing

Completion date of
formal plans, timelines, benchmarks, and mission critical tasks
monitoring programs to ensure that
Certification level of 90% deadlines are met. Increase individual
accountability
as of July 18.
Efficiency
Measure
Number of notices
mailed at each run
date
Number of protests
completed
Local Value Findings or

Exceeds Standards finding
Complete
protest as
soon as
possible after
certification.
Ensure that all protests are

completed as soon as possible after
certification to shift the annual
calendar of events and provide more
time to appraisal staff to perform
discovery and valuation tasks.
Increased time to perform discovery
and valuation should result in higher
accuracy in the appraisal roll and
fewer property protests.
Complete
Ensure that all field inspections have
fieldwork and been completed and that the data
eliminate field entry of the field cards has been
work overlap completed by February 1
with valuation
cycle
Earlier start to discovery

and valuation cycles
Timely start to valuation

cycle
Complete
Ensure that properties are valued
Fewer than 5% of
valuation cycle and notices are sent in the first
properties noticed in
and reduce the NOAV run to be completed between subsequent NOAV runs
number of
April 1 and April 15
properties in
NOAV runs
after April 1st
Complete
homestead
exemption
processing
within 30 days
of receipt of
application
Lack of taxpayer compliance with

Fewer than 5% of
new homestead documentation
exemptions processed
requirements has become an
after 30 days of receipt
obstacle to timely processing of the
exemptions. Provide more
information and alerts to taxpayers to
ensure that the appropriate
documents are include with the
application when first submitted so
that staff may process applications
upon receipt
Select a target date of completion and

Date of completion
communicate the date and objective with and percent of open
staff, ARB and agents. Maintain
protest
consistency in scheduling of protests
hearings to ensure that protests are
completed by the target date
Number of informal
hearings held per day
Number formal
hearings per day
Develop a documented work plan to

Timely start to
Number of field
identify the scope of field work to be
valuation cycle
inspections per day
completed, evaluate field inspection
productivity tasks times and develop a
Number of field cards
field work plan that recognizes the man
processed per day
hours available for the project. Work plan
should include refresher training for
appraisers to ensure that work in
completed in an accurate manner as well
as communicating to the appraisers work
productivity expectations. Completion
benchmarks should be established to
evaluate progress. Regular meetings to
ensure progress. Accountability
consequences for failing to meet
expectations and deadlines. Explore
technological solutions such as Austin
Energy data and field devices to increase
efficiency in the field
Develop a documented work plan of
Percent of properties Number of
valuation tasks to be completed. Work
noticed with each
neighborhood profiles
plan should include research and
NOAV run
completed each
confirmation of sales data, review of
week
neighborhood designations, assign senior
staff to lead valuation teams and include
refresher training for appraisers to ensure
that work in completed in an accurate
manner as well as communicating to the
appraisers work productivity expectations.
Completion benchmarks should be
established to evaluate progress. Regular
meetings to ensure progress.
Accountability consequences for failing to
meet expectations and deadlines.
Create additional insert to be included
Percent of exemption Number of additional
with homestead application reminding
applications processed documentation letters
taxpayers of the new documentation
on first receipt
mailed to taxpayers
requirements. Custom print return
envelopes with a reminder on back of
Number of
envelope to include additional
exemption
documentation. Add additional information
applications
on website FAQ reminding taxpayers of
processed
additional requirements and create online
video detailing requirements.
Budget Overview
Be efficient in business processes and ensure that mission critical tasks are completed in a
timely manner with a high level of accuracy.
Strategic
Goal
13
Strategic Planning Goal

Goal
Objective
Field work quality Ensure that consistent

control
procedures are followed by all
staff and that careful review and
consideration is given to each tax
parcel appraised
Outcome Measure
Percent of field card
returned for corrections
Percent of accounts
requesting 25.25(c) or (d)
corrections
Strategy
Improve quality of data collection by
updating procedure manuals and
training staff in procedures, performing
quality assurance checks on returned
field work, using GIS and other tools for
data validation and holding staff
accountable for errors discovered
Output Measure
Number of field cards
processed
Efficiency
Measure
Average time to
process field work
Number of errors
identified
Collect, create and maintain accurate data.
Budget Overview
Accuracy of sales ratio

studies
Neighborhood
cleanup
Ensure that neighborhoods are

appropriately defined and
identified and address population
and sample size issues caused
by over stratification
Reduction in the number of

neighborhoods and
increased performance in
sales ratio studies
Develop procedures for the definition of Number of neighborhoods Number of

neighborhoods and ensure consistent with insufficient population neighborhoods
application of the procedures.
and sample size
reviewed
Procedures should identify
characteristics to be considered in the
creation of neighborhoods and establish
population minimums. Existing
neighborhoods of insufficient population
size should be combined where
practicable. Procedures should also
define a plan for annual review of
neighborhoods
Property
classification
Ensure that property

classifications are uniform and
consistent, and that procedures
are followed by all staff and that
careful review and consideration
is given to each tax parcel
appraised
Percent of field card

returned for corrections
Review existing property classification Percentage of properties

guides to determine applicability in
incorrectly classified
current mass appraisal models and
modify classification guide as necessary
in context with model and cost tables
developed. Create detailed standards
manuals for the classification of property.
Conduct annual training with appraisers
and utilize aerial photography and GIS
for data validation and to ensure
consistent application of standards and
procedures. Develop work plan for
quality assurance of property
classifications which includes manager
review of appraiser classification
determinations
Number of
properties classified
Utilize aerial photography and GIS to

Percentage of properties
overlay existing improvement sketches with size corrections
on top of current orthophotography to
identify improvements where the sketch
dimensions are incorrect or where
property additions have been missed
Number of sketches
pinned to map
Accuracy of sales ratio

studies
Sketch
Verification
14
Percent of accounts
requesting 25.25(c) or (d)
corrections
Ensure that improvement size

Increased accuracy and
based on property sketches
consistency in property
matched actual building footprint sketches and area
calculations
Number of
properties
classifications
corrected by
manager
Number of changes
or inspections
identified
Objective
Outcome
Measure
Strategy
Output
Measure
Efficiency
Measure
Increase
Ensure that district staff receives sufficient
Increased
Increase training budget for external courses and
Percentage of
training
training in their mission critical duty skills to
number of
provide more internal training opportunities
employees
opportunities include customer service, exemption
appraisal staff
attaining
administration, programming and technology,
with RPA,
certifications
record maintenance, mapping, and basic and
IAAO, AI
advance training in appraisal theory and practice. certifications
In addition to attaining Registered Professional
Appraiser certification appraisal staff should be
encouraged to attain IAAO and Appraisal Institute
certifications
Management Provide management training program to
Increased
Provide internal training on the following topics:
training
increase effectiveness and efficiency of
ability of
Systems thinking, project management, delegating,
managers
managers to teamwork, motivating staff, effective feedback,
create
documenting discipline, and dealing with conflict
functional
teams, manage
projects, meet
deadlines, and
handle
employee
relations
Cross
Create a knowledgeable workforce that can
Increased
Provide opportunities for related departments to cross Decreased the
departmental assist each other and taxpayers without
knowledge and train staff to create a greater understanding amongst number of tasks
training
governmental shuffle by providing cross
understanding staff of the full requirements of the appraisal district and and taxpayers
departmental training so that staff may answer by staff of all how each division plays a role. Newly hired staff
transferred
basic questions and, if not able to answer, will be phases of
should spend at minimum one week on Customer
between
able to re-direct questions to the appropriate
appraisal cycle, Service and GIS divisions. Clerical staff should go out departments
resource
responsibilities, in the field with appraisers to understand the field
and district
inspection process and appraisers should train on data
procedures
entry to understand the importance of accurate and
and policies complete field card notes
Number of
classes attended
Number of
internal training
sessions offered
Number of
certifications
awarded
Employee
retention
Tenure of
employees
leaving district
service
Ensure that the district is able to retain long term Increased

Review employee salaries and benefit packages to
employees that have developed a lot of
average length ensure that the district can remain competitive in the
institutional knowledge and skills
of
market. Benefits would include retirement packages,
employments health insurance, and sick and vacation time. Review
and increase employee reward and recognition programs such as
percentage of service awards and district sponsored morale events.
skilled workers Explore non-monetary rewards such as flexible work
retiring from schedule and telecommuting
the district
Succession The population of the senior management is
A well informed Directors and managers should document annual work Documented
planning
aging and several division directors in key
and trained
plans which include tasks and deadlines that may not work plans
positions are currently, or soon will be, eligible for staff ready to be included in departments general procedure
retirement. Efforts first must be made to retain assume
manuals. Directors should identify staff with leadership
these employees as long as possible; however, leadership
potential and offer mentoring and training opportunities
the decision to retire is a personal choice and
responsibilities that will allow theses staff members to become
should be respected and treated with dignity.
prepared to assume leadership responsibilities in the
Regardless of retirement status institutional
future
knowledge from key employees needs to be
documented and transferred to the next
generation of leaders
Create an equipment replacement schedule to ensure
Technology Provide employees an appropriate work
Documented
employees are given current technology and are able to work work plans
and facilities environment with adequate equipment and space
efficiently as possible. This schedule includes servers, SAN,
to work efficiently
network equipment, workstation, and peripheral equipment and
software replacement. Employee workstations and office
productivity software are scheduled to be replaced in 2013 and
servers are scheduled for replacement in 2014. District
facilities were remodeled in 2009-2011 to provide ergonomic
cubicle furniture; however, there is limited space for additional
employee growth. The district should research potential growth
solutions such as additions to the existing building, satellite
offices, or relocation to new facilities and develop
recommendations based on growth projections
Number of
internal training
sessions offered
Number of
projects
completed
Number of
employee
coachings
Budget Overview
Ensure that the District maintains a highly educated, motivated and skilled workforce.
Strategic Planning
Goal
Goal
Number of PCs
replaced
15
Provide customer service that is courteous,

professional and accurate.
Budget Overview
Strategic Planning
Goal
Goal
Objective
Outcome
Measure
Strategy
Output Measure Efficiency

Measure
Emphasize
customer
service
Providing excellent customer service Percentage of

should be a recognized goal of every surveyed
employee in the district
customers
expressing
overall
satisfaction
with services
received
Improve services delivered to our internal and external Number of customer Number of
clients through employee training. Annual and
complaints and
customers
mandatory training for all staff in customer service shall compliments receivedassisted
be conducted. Employees will be informed of
expectations and phone calls, meetings and protest
hearings will be audited by managers to ensure the
highest level of customer service is attained
Measure
customer
service
feedback
Attain highest rating possible from

Percentage of
those we serve as evidence by
surveyed
feedback provided through interviews, customers
surveys, cards, letters or any other expressing
measuring device used in the agency overall
satisfaction
with services
received
Customer service cards will be placed at the reception

desk in each department and customers will be
encouraged to complete the surveys. The cards will be
designed to measure the type of assistance (phone,
online, at office), who the customer interacted with
(customer service representative, appraiser) and the
level of satisfaction with the staff members courtesy,
professionalism, knowledge, communication, resolution
of the issue and overall satisfaction
Provide
Provide information and resources to Percentage of
additional
taxpayers that will be educational and surveyed
online
convenient
customers
resources to
expressing
taxpayers
overall
satisfaction
with services
received
Number of customers
surveyed
Number of customers
served
Improve services delivered to our internal and external Percentage of

clients through the districts website, to include; better customers getting
mapping and property search functionality, ability to file information from
renditions, homesteads and fiduciary online, providing website rather than
notices of appraised value, improved online protests
phone call of office
including rescheduling capabilities, and a series of
visit
informational videos covering topics such as homestead
applications, mass appraisal procedures, field
inspections, and property protests
OVERVIEW OF SIGNIFICANT BUDGET ITEMS

The revenue budget for fiscal year 2017 is $18,213,517. Since the District uses a balance budget policy,
budgeted assessments to the taxing units must equal budgeted expenditures. Budgeted assessments to
the taxing units and budgeted expenditures both total $18,103,517. The additional $110,000 in the revenue
budget is for miscellaneous income. This is income that the District is allowed to keep from year to year for
charges for services, investment income, and other miscellaneous income items.
16
If the District has a surplus of revenues over expenditures from the preceding years budget, the District
must reduce the current budget allocation to each taxing unit proportionately for the year that the surplus is
from. This is shown as a refund of appraisal assessments and is a contra revenue account, which
consequently reduces budgeted revenues required by the taxing units for that fiscal year. For fiscal year
2017, the District does not have any surplus funds being credited back to the taxing units.
The table and graph below show the total budgeted revenues by source for the fiscal year 2017 budget and
the previous five years budget history.
$20,000,000
$18,000,000
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$-
Budget Overview
Budgeted Revenues
On a high level view, expenditures are broken down by function. The District uses four categories or
functions of expenditures for budgeting purposes: (1) payroll related expenditures, (2) operating
expenditures, (3) service expenditures and (4) capital equipment and debt expenditures. The chart and
graph below outline the budgeted expenditures by functions for fiscal year 2017 and the previous five years
budget histories.
17
Expenditures by Function
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$-
Budget Overview
2012
2013
2014
2015
2016
2017
Payroll Replated Expenditures
Operating Supplies Expenditures
Service Expenditures
Capital Equip. & Debt
Three general ledger accounts combine to make the capital expenditures function: (1) capital equipment, (2)
debt service- principal, and (3) debt service- interest. Capital equipment is any fixed asset whose cost is
over the capitalization threshold and has a useful life greater than one year. The District has established a
capitalization threshold of $1,000 or more. Under the modified accrual basis of accounting, capital
equipment is expensed in the period in which it is purchased. When preparing government-wide financial
statements, adjusting entries are made to account for the depreciation of capital equipment, since the
government-wide statements use the full accrual basis of accounting.
Debt service principal and interest are treated similar to the capital equipment account. Under the modified
accrual basis of accounting, all debts should be expensed in the period that they are incurred. However,
debt is typically a long-term liability and must be adjusted when converting to the government-wide
statements, which use the full-accrual basis of accounting.
The table and graph below outline the capital expenditures & debt function for the fiscal year 2017 and the
previous five fiscal years budget histories.
18
Capital Expenditures Function

$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
2012
2013
2014
Capital Equipment
2015
2016
2017
Debt Service- Principal
Debt Service- Interest
Budget Overview
The following table provides a broad overview of the major revenue sources and major expenditure
functions by fiscal year for fiscal year 2017 and the previous five fiscal years budget histories.
DETAILED BUDGETARY ITEMS

The fiscal year 2017 proposed budget for the Districts one and only fund, the general fund, is $18,103,517,
a 3.49% increase from the fiscal year 2016 budget.
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General Fund
FY 2016
Adopted
Budget
$17,492,994
FY 2017
Proposed
Budget
$ 18,103,517
$ Change % Change
$610,523
3.49%
Information on significant budgetary increases and decreases are provided below.

(The ARB expenditures have been removed from the totals and shown as a department total to compare
fiscal year 2016 with fiscal year 2017.)
Budget Category
2016
Budget
$ Change
16-17
% Change
16-17
2015
Final Budget
2015 Actual
Overtime
Deferred Compensation
159,342
573,053
81,342
-
78,000
573,053
95.89%
100.00%
56,700
95,257
Postage & Freight- In House
146,343
111,200
35,143
31.60%
103,500
143,050
42,990
22,830
20,160
88.30%
19,630
9,671
183,965
152,665
31,300
20.50%
168,740
83,012
45,000
33,084
11,916
36.02%
28,800
39,755
Travel, Meals & Lodging

Training & Education
Telephone
Budget Overview
2017
Budget
Professional Services
174,893
98,459
76,434
77.63%
345,250
181,753
Software Maintenance
904,306
663,934
240,372
36.20%
665,174
617,689
Security Services
129,500
101,460
28,040
27.64%
22,900
64,272
9,000
1,800
7,200
400.00%
1,800
2,876
Bank Fees
Overtime: The Department of Labor has changed the rules for exempt vs non-exempt employees. For
fiscal year 2017, all residential and personal property appraisers will become non-exempt employees
because they do not meet the weekly threshold to be exempt employees. Because of this change, the
District has increased the overtime budget by $78,000 for FY 2017.
Deferred Compensation: Because the Districts employees do not participate in social security, the District
has set up a 401(a) retirement plan to allow employees to save additional funds for retirement. With the
401(a) plan, the District will contribute 5% of the employees annual salary to the retirement fund. The
employee then has the option to contribute an additional 5% in which the District will match 100% on the first
3% and 50% on the next 2% of contributions made by the employee. The funds are contributed on a 5 year
rolling vest scale.
Postage & Freight- In House: The cost of general postage was increased to the 2015 actual expenditures.
During 2015, the District sent more mail to taxpayers because of the increase in home sales. When the
number of sales increases, the pieces of mail we are required to send increases, which increases our
postage budget.
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Travel, Meals & Lodging: The District is hoping to receive the IAAO award for excellence at the national
IAAO conference in 2017. We are also planning to present numerous topics at the conference. Therefore,
the travel budget was increased for the 2017 budget to cover travel costs of the employees attending the
conference.
Training & Education: The IT training budget was increased $34,500 for fiscal year 2017. The District has
budgeted for the IT staff to attend trainings on Sequel Server, VMWare, Cisco and CommVault. The District
also budgeted $25,000 for the GIS mapping department to attend training on ArcServer and ESRI in 2017.
Telephone: Due to the increased call volume during 2015, the District added an additional trunk to the
phone system with AT&T. This will prevent calls from being dropped during peak call volume times.
Professional Services: The District plans to participate in an aerial drone photography analysis project
during FY 2017. The estimated cost of this project is $75,000.
Software Maintenance: The District plans to continue to fund efficiency projects with our CAMA software
vendor, Harris Computer Systems. The increased budget for co-development projects will gain the District
much needed efficiencies.
Security Services: The District has increased the number of Travis County Sheriffs Deputies that will be at
the District during the protest seasons from 1 to 2.
Budget Category
Operating Supplies- Equipment
Operating Supplies- Software
Furniture & Equipment under $1000
2017
Budget
2016
Budget
$ Change
16-17
% Change
16-17
2015
Final Budget
2015 Actual
155,150
240,500
(85,350)
-35.49%
40,900
107,238
15,000
75,000
(60,000)
-80.00%
15,000
10,111
5,000
20,000
(15,000)
-75.00%
5,000
62,780
Budget Overview
Bank Fees: During 2015, The District switched banking depositories from J.P. Morgan Chase to Wells
Fargo Bank, N.A. The monthly transaction fees with Wells Fargo are higher; however, the District also
earns a higher interest rate on the accounts. This increased cost is countered by the increase in investment
interest revenue.
Operating Supplies- Equipment: During 2016, the District budgeted for the computer replacement project.
This project totaled $148,500. It was removed from the 2017 budget, causing the decrease in this account.
Operating Supplies- Software: During 2016, the District budgeted for the computer replacement project.
Along with the purchases of the computers, the District budgeted to purchase the Microsoft Office Suite for
each new computer. This purchase was removed from the 2017 budget, causing the decrease in this
account.
Furniture & Equipment under $1000: In the 2016 budget, the District budgeted to replace task chairs for
staff. This was completed in 2016 and removed from the 2017 budget, causing the decrease in this
account.
CAPITAL EXPENDITURES BUDGET

In governmental accounting, an expenditure is considered to be a capital expenditure when the asset is a
newly purchased capital asset or an asset improvement that extends the useful life of an existing capital
21
asset. The Governmental Accounting Standards Board (GASB) provides the following authoritative
definition of a capital asset for state and local governments:
The term capital asset includes land, improvements to land, easements, buildings, building
improvements, vehicles, machinery, equipment, works of art and historical treasures, infrastructure,
and all other tangible or intangible assets that are used in operations and that have initial useful
lives extending beyond a single reporting period.
Per the Districts capitalization policy, if an assets cost is $1,000 or greater and the useful life of the asset is
more than one year, the asset is a capital asset and should be capitalized; this requires the District to spread
the cost of the expenditure over the useful life of the asset. If, however, the expenditure is one that
maintains the asset at its current condition, the cost is expensed fully in the year of the purchase.
Budget Overview
The table on the following page outlines the capital expenditures in the 2017 proposed budget. The total
dollar amount of the budgeted capital expenditures for FY 2017 is $394,900. More in depth information on
major capital projects can be found in the Capital Improvement Program section of this document on pages
43-52.
Department
Administration (10)
Capital Asset to be Purchased

A/C Replacements
Transfer to Reserves- Building Repair or Replacement
IT (20)
Servers
Online Protest Expansion Storage
Virtual Server Replacement- VM4
Cisco 2500 Series Wireless Controller
Phone System Replacement
Virtual Server Host Replacement
Windows Server Datacenter Software Purchase
Microsoft Exchange 2016 Software Purchase
Windows Server STD 2014 Software Purchase
Transfer to Reserves- Computer Equipment Replacement
Transfer to Reserves- Network Equipment Replacement
Total Capital Expenditures
Budgeted Cost
$
15,000
100,000
10,000
6,000
17,000
5,500
75,000
18,500
9,000
8,000
30,900
50,000
50,000
$ 394,900
STAFFING
22
During fiscal year 2016, the District has focused on hiring and maintaining qualified, skilled employees. Due
to the high turnover rate that the District was facing in clerical positions, the District has implemented a
policy of hiring temporary employees for a six month period prior to those individuals being hired as an
employee of the District. The graph below shows the budgeted number of employees versus the actual
number of employees. The variance for fiscal year 2015 and 2016 is due to the temporary employees within
their six month trial period are not included in the head count of actual employees.
Year
2006
2007
2008
2009 2010 2011 2012 2013
2014
2015 2016
# of Budgeted Personnel
107
112
113
119
128
129
130
128
127.5
132
131
Actual Personnel
110
103
111
119
120
123
117
116
114
107
108
Variance
-3
13
12
13.5
25
23
Personnel Comparison
140
120
100
80
60
40
20
0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Actual Personnel
Budgeted employees by function/program:

Function/Program
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Appraisal
64
65
69
78
78
79
80
81
89
87
89
Information Systems
37
37
38
37
36
35
33
32
29
29
29
Administration/General Operations
11
11
12
13
15
16
15
14.5
14
15
14
Total
112
113
119
128
129
130
128
127.5
132
131
132
Budget Overview
# of Budgeted Personnel
23
Budgeted Positions by
Function/Program
100
90
80
70
60
50
40
30
20
10
0
2007
2008
Budget Overview
Appraisal
2009
2010
2011
2012
Information Systems
2013
2014
2015
2016
2017
Administration/General Operations
PROJECTED CHANGES IN FUND BALANCE

The Government Finance Officers Association (GFOA) describes fund balance as The net position of a
governmental fund (difference between assets, liabilities, deferred outflows of resources, and deferred
inflows of resources). There are five different components of fund balance (nonspendable, restricted,
committed, assigned, and unassigned) designed to indicate both:
Constraints on how resources of the fund can be spent, and

The sources of those constraints.
For fiscal year ending December 31, 2015, the District had a total fund balance of $6,141,693 with
$1,243,778 being nonspendable fund balance for prepaid items, $3,419,849 being committed fund balance
for reserves for future expenditures, and $1,478,066 being unassigned. The District anticipates having an
excess of revenues over expenditures for fiscal year ending December 31, 2016 of approximately $500,000,
which the District will request from the jurisdictions through a budget amendment to append this amount to
the 2017 budget or place the surplus into reserves.
24
During fiscal year 2016, the District requested from the taxing jurisdictions to purchase the adjacent lot that
became available. The purchase of this lot will directly reduce the reserves for future building repair or
replacement. The estimated cost of the lot including closing costs is $270,000.
The Districts fund balance is also increased by miscellaneous revenue that appraisal districts are allowed to
exempt from the credit of surplus funds back to the jurisdictions. Miscellaneous revenue includes revenue
from the sale of data produced by the District as well as any late payment rendition revenue that is split
between the District and the county tax assessor-collector. The District expects for the FY ending
December 31, 2015 to have approximately $83,000 in miscellaneous revenue that will increase the
unassigned fund balance accordingly.
Fund Balance, December 31, 2015
Estimated Increases in Fund balance:
Excess of Revenues over Expenditures for FY 2016
Miscellaneous revenue from fiscal year 2016
Estimated Decreases in Fund Balance:
Purchase of Adjacent Lot
611,693
$
$
500,000
110,000
(270,000)
Estimated Fund Balance, December 31, 2016
951,693
LONG-TERM FINANCIAL PLANS
Every five to seven years the Districts needs to purchase new computer equipment as well as new
networking equipment that could cost upwards of $800,000. This a large expense to include in the budget
for one year. The cost increases the budget significantly and increases the amount due from the taxing units
significantly. This makes the expenditures of the District unpredictable for the taxing units and difficult for
them to budget for. During 2014, an attorney general opinion was issued that allowed appraisal districts to
set up reserve accounts. The District began implementing this practice in 2014. The District has set up
reserve accounts and budgets for a portion of the total cost to be put in the reserve account each year. For
FY 2017, the District allocated $100,000 in the administration budget for reserves for capital expenditures
and $100,000 in the information technology budget for reserves for computer and network expenditures.
Budget Overview
The District is currently focusing on two major long-term financial plans: IT replacements that need to be
done every 5 to 7 years and the need for a larger building in the near future.
The District continues to grow at a rapidly increasing rate. In the next three to five years, the District expects
that we will outgrow the building that we are currently in. The District began making a plan on how to solve
this problem (i.e. whether to purchase a new building, set up a satellite office, etc.), but no conclusion has
been reached.
CONTACT INFORMATION
Should you have any questions about the Districts FY 2017 budget or the budgeting process, please
contact Leana H. Mann, Finance & Facilities Director for the Travis Central Appraisal District at (512)8349317 Ext. 405 or by e-mail at Lmann@tcadcentral.org.
25
26
Budget Overview
District Budget

Budget Comparison
Budget Category
NO. OF EMPLOYEES
2017
Budget
2016
Budget
$ Change
16-17
% Change
16-17
132
131
0.76%
2015
Final Budget
2015 Actual
REVENUES:
Assessments
Refund of appraisal assessments
18,103,517
17,492,994
610,525
3.49%
17,149,799
17,149,799
0.00%
(26,908)
Investment earnings
5,000
3,000
2,000
66.67%
3,000
4,993
Charges for services
30,000
20,000
10,000
50.00%
20,000
31,707
Miscellaneous Revenue
75,000
60,000
15,000
25.00%
60,000
89,267
Total Revenue
18,213,517
17,575,994
637,525
3.63%
17,232,799
17,248,858
7,247,635
7,234,307
13,328
0.18%
7,344,622
6,158,749
Auto Allowance
435,000
426,602
8,398
1.97%
423,750
350,514
Overtime
159,342
81,342
78,000
95.89%
56,700
95,257
Seasonal & Temporary
145,000
145,000
0.00%
32,000
315,526
Medicare Tax
115,883
111,268
4,615
4.15%
110,806
91,650
Retirement Contribution
1,438,555
1,381,260
57,295
4.15%
1,375,522
2,194,581
573,053
573,053
100.00%
Health Insurance
1,622,680
1,868,944
(246,264)
-13.18%
1,896,123
927,958
Dental Insurance
46,014
44,124
1,890
4.28%
33,499
28,336
Life Insurance
26,231
22,071
4,160
18.85%
22,406
17,646
Disability Insurance
39,352
38,676
676
1.75%
38,514
29,212
Long Term Care
49,564
49,565
(1)
0.00%
50,321
25,952
3,390
3,390
0.00%
3,390
3,390
Workers Compensation
35,000
32,500
2,500
7.69%
32,500
28,429
Unemployment Insurance
30,000
29,999
0.00%
30,693
10,312
11,966,700
11,469,048
497,652
4.34%
11,450,846
10,277,514
Printing
117,735
118,485
(750)
-0.63%
111,560
106,962
Paper
14,700
13,300
1,400
10.53%
14,400
13,394
146,343
111,200
35,143
31.60%
103,500
143,050
Postage & Freight- Special Services
162,000
167,000
(5,000)
-2.99%
154,500
157,120
EXPENDITURES:
Salaries
Employee Assistance Program
Total Payroll Expenditures
District Budget
Payroll Expenditures
Operating Expenditures
Operating Supplies
Furniture & Equipment under $1000
Books, Publications, Subscriptions
& Databases
Microfilm
Records Management
Total Operating Expenditures
74,980
73,530
1,450
1.97%
70,286
70,732
155,150
240,500
(85,350)
-35.49%
40,900
107,238
15,000
75,000
(60,000)
-80.00%
15,000
10,111
5,000
20,000
(15,000)
-75.00%
5,000
62,780
134,938
129,285
5,653
4.37%
130,673
107,153
1,000
(1,000)
-100.00%
1,000
7,000
4,000
3,000
75.00%
2,440
16,415
832,846
953,300
(120,454)
-12.64%
649,259
794,955
27
Budget Category
2017
2016
$ Change
% Change
2015
Budget
Budget
16-17
16-17
Final Budget
2015 Actual
Dues & Memberships
16,365
10.57%
14,115
13,444
42,990
22,830
20,160
88.30%
19,630
9,671
152,665
31,300
20.50%
168,740
83,012
Advertising & Legal Notices
26,500
23,000
3,500
15.22%
34,000
23,864
Employee Recognition
25,000
22,500
2,500
11.11%
17,300
12,661
Board of Directors
43,500
57,040
(13,540)
-23.74%
26,950
66,223
Utilities
94,060
97,140
(3,080)
-3.17%
102,960
83,787
Telephone
45,000
33,084
11,916
36.02%
28,800
39,755
Internet Services
75,200
68,000
7,200
10.59%
63,200
65,439
Legal & Attorney
1,435,000
1,535,000
(100,000)
-6.51%
1,285,000
272,885
35,000
35,000
0.00%
41,000
14,290
Legal & Attorney- Personnel

SOAH
Arbitration Refunds
Legal Fees- Expert Witness
District Budget
1,565
183,965
1,500
1,500
0.00%
1,500
28,125
28,125
0.00%
28,125
3,600
250,000
250,000
0.00%
250,000
144,338
Accounting & Audit
17,290
16,725
565
3.38%
15,745
16,290
Appraisal Services
462,820
462,820
0.00%
582,820
313,320
174,893
98,459
76,434
77.63%
345,250
181,753
Professional Services- Payroll
32,000
30,000
2,000
6.67%
32,000
29,520
Rental- Office Machines
43,800
39,600
4,200
10.61%
47,200
42,990
Rental- Storage Space

Repair & MaintenanceEquipment
17,510
17,330
180
1.04%
20,450
16,682
111,341
117,901
(6,560)
-5.56%
77,800
69,134
Building Maintenance
62,000
62,120
(120)
-0.19%
62,700
45,306
Building Cleaning Service
43,120
42,120
1,000
2.37%
41,700
37,876
904,306
663,934
240,372
36.20%
665,174
617,689
7,500
7,500
0.00%
7,500
4,513
Property Insurance
Liability Insurance
32,000
32,000
0.00%
32,000
23,412
Security Services
129,500
101,460
28,040
27.64%
22,900
64,272
Aerial Photography
215,226
215,226
0.00%
78,240
185,837
Deed Copies
2,500
2,000
500
25.00%
4,000
2,200
Vehicle Fuel
1,800
1,800
0.00%
1,800
932
600
600
0.00%
600
287
9,000
1,800
7,200
400.00%
1,800
2,876
0.00%
(24)
339,660
322,695
16,965
5.26%
322,695
475,896
4,576,774
$ 332,297
7.26%
4,443,694
$ 2,963,728
Vehicle Maintenance
Bank Fees
Prompt Pay Discount
Appraisal Review Board
Total Service
Expenditures
28
14,800
4,909,071
Capital Equipment and Debt:

394,900
Total Capital & Debt
Total Expenditures
$ 18,103,517
493,872
(98,972)
-20.04%
493,872
$ (98,972)
-20.04%
$ 17,492,994
$ 610,523
3.49%
394,900
2016 Total Budget
17,492,994
2017 Total Budget
18,103,517
$ Change in Total Budget
610,523
% Change in Total Budget
3.49%
606,000
$
606,000
$ 17,149,799
569,720
$
569,720
$ 14,605,917
District Budget
Capital Equipment
29

District Budget by Department
10
Budget
Admin
Category
# Personnel
Salaries
District Budget
Auto Allowance
824,677
30
35
50
60
90
01
Appeals
Comm & BPP
Residential
ARB
Appraisal
Appraisal
23
47
Information
Customer
Tech
Technology
Service
Support
12
17
19
771,202
608,326
722,984
6,600
Overtime
Seasonal &
Temporary
12,000
Medicare Tax
Retirement
Contribution
Deferred
Compensation
12,228
NA
381,718
1,424,760
2,513,969
9,600
132,000
286,800
435,000
84,000
159,342
7,560,336
90,000
50,000
11,436
10,379
11,597
5,696
22,718
41,829
115,883
151,790
141,966
128,848
143,969
70,707
282,017
519,258
1,438,555
59,754
58,725
45,885
58,851
33,185
109,170
207,483
573,053
Health Insurance
178,385
142,062
201,254
224,931
47,354
272,285
556,409
1,622,680
Dental Insurance
3,486
4,183
5,926
6,623
1,394
8,018
16,384
46,014
Life Insurance
Disability
Insurance
2,973
2,907
2,443
2,701
1,387
5,170
8,650
26,231
4,381
4,284
3,600
3,980
2,044
7,619
13,444
39,352
Long Term Care

Employee
Assistance
Program
Workers
Compensation
Unemployment
Insurance
Total Payroll
Costs
3,755
4,506
6,383
7,134
1,502
8,636
17,648
49,564
Operating Supplies
Operating
SuppliesEquipment
Operating
Supplies- Software
Furniture &
Equipment under
$1000
Books,
Publications,
Subscriptions &
Databases
Records
Management
Total
Operating
Supplies
5,000
1,500
312,700
132
26,842
Paper
Postage & FreightIn House
Postage & FreightSpecial Services
17,500
Total
Budget
17,500
Printing
30
10
20
145,000
3,390
3,390
35,000
35,000
30,000
1,333,419
1,158,771
1,120,544
1,259,612
556,087
2,272,393
4,265,874
1,335
114,300
50
50
50
750
1,200
11,200
3,500
30,000
312,700
117,735
14,700
146,343
146,343
162,000
18,900
42,500
162,000
3,000
2,500
1,080
2,000
5,000
1,020
155,150
15,000
15,000
5,000
790
15,948
4,665
76,755
1,725
134,938
7,000
224,833
76,000
155,150
5,000
35,055
12,279,400
7,000
493,240
18,998
2,550
5,795
79,505
7,925
1,020
833,866

20
30
35
50
Admin
Information
Customer
Tech
Appeals
Technology
Service
Support
Category
Dues & Memberships
10,135
90
90
41,990
111,715
2,900
60
Comm &
BPP
90
01
Residential
ARB
Appraisal
Appraisal
1,035
2,115
8,000
10,000
Budget
16,365
1,000
50,000
250
2,500
1,500
Total
42,990
13,190
2,000
197,155
24,500
25,000
25,000
Board of Directors
43,500
43,500
Utilities
94,060
94,060
Telephone
45,000
45,000
Internet Services
42,900
32,300
75,200
Legal & Attorney

26,500
1,435,000
12,750
35,000
35,000
SOAH
Arbitration Refunds
Legal Fees- Expert Witness
Accounting & Audit
17,290
Appraisal Services
462,820
103,893
1,447,750
1,500
1,500
28,125
28,125
250,000
250,000
17,290
462,820
71,000
174,893
32,000
32,000
Rental- Office Machines
43,800
43,800
Rental- Storage Space

7,910
9,600
6,600
103,225
62,000
43,120
17,510
1,516
111,341
62,000
43,120
904,306
904,306
Property Insurance
7,500
7,500
Liability Insurance
32,000
32,000
Security Services
129,500
129,500
Aerial Photography
215,226
Deed Copies
Vehicle Fuel
Vehicle Maintenance
Bank Fees
Total Services
215,226
2,500
2,500
1,800
1,800
600
600
9,000
1,433,633
District Budget
Budget
10
9,000
1,385,747
4,266
2,590
1,722,025
9,035
12,115
25,940
4,595,351
31

Budget
10
20
30
35
50
Admin
Information
Customer
Tech
Appeals
Technology
Service
Support
Category
Capital Equipment
District Budget
90
01
Residential
ARB
Appraisal
Appraisal
Total
Budget
279,900
394,900
Debt Service-Principal
Debt Service-Interest
115,000
279,900
394,900
Total Expenditure
3,106,885
3,317,658
1,143,808
1,264,752
2,283,907
2,360,933
4,285,914
339,660
18,103,517
Total 2017 Budget
32
115,000
60
Comm &
BPP
$18,103,517
Number of
Employees
2017 Budget
% of TCAD
Budget
Administration
10
$3,106,885
17.16%
12
$3,317,658
18.33%
Customer Service
17
$1,143,808
6.32%
Appraisal Support
19
$1,264,752
6.99%
Appeals
$2,283,907
12.62%
Commercial & Personal Property

Appraisal
23
$2,360,933
13.04%
47
$4,285,914
23.67%
$339,660
1.88%
18,103,517
100.00%
Department
Appraisal Review Board*

Total Appraisal District
132
District Budget

Departmental Budget Recap
The ARB, while included in the District budget, is managed separately from the appraisal district.
33
% of Total Budget by Department

Appraisal Review
Board*
1.88%
Administration
17.16%
23.67%
Information
Technology
18.33%
Commercial &
Personal Property
Appraisal
13.04%
District Budget
Appeals
12.62%
Total Expenditures by Department

$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$
34
Customer Service
6.32%
Appraisal Support
6.99%
Revenue Budget

Revenue Budget
The revenue budget for fiscal year 2017 is $18,213,517. Since the District uses a balanced budget policy,
budgeted assessments to the taxing units must equal budgeted expenditures. Budgeted assessments to
the taxing units and budgeted expenditures both total $18,103,517. The additional $110,000 in the revenue
budget is for miscellaneous income. This is income that the District is allowed to keep from year to year for
charges for services, investment income and other miscellaneous income items.
Where the Money Comes From...
Other Income
0.60%
Micellaneous
Revenue
0.41%
Investment Income
0.03%
Charges for Services

0.16%
Revenue Budget
Assessments to the taxing

entities
99.40%
Assessments to the taxing entities: Most of the Districts revenue comes from the taxing entities of Travis
County. The District serves the 119 local government agencies including 21 cities, 14 emergency districts,
the county, the hospital district, the junior college, 48 municipal utility districts, 1 road districts, 15 school
districts, and 17 water control improvement districts. Each taxing entity is allocated a portion of the budget
equal to the proportion that the total dollar amount of property taxes imposed in the District by the unit for the
tax year in which the budget proposal is prepared bears the sum of the total dollar amount of property taxes
imposed in the District by each participating unit for that year. The budget liability is then divided into four
equal installments paid at the beginning of each quarter. If a taxing unit decides not to impose taxes for any
tax year, the unit is not liable for any costs of operating the District for that year, and those costs are then
allocated amongst the other taxing entities. The revenue budget for assessments from the taxing entities
totals $18,103,517 for the 2017 fiscal year. A chart showing each taxing unit and their proportionate share
along with the information used to calculate their budget liability to the District is provided on pages 38-41.
If the District has a surplus of revenues over expenditures from the preceding years budget, the District
must reduce the current budget allocation to each taxing unit proportionately for the year that the surplus is
from. This is shown as a refund of appraisal assessments and is a contra revenue account, which
consequently reduces budgeted revenues required by the taxing units for that fiscal year. For fiscal year
2017, the District does not have any surplus funds being credited back to the taxing units.
35
Other Income: Other income, totaling 0.60% of the Districts revenue budget, is comprised of (1) charges
for services, (2) investment income and (3) miscellaneous revenue.
Investment Income
Charges for Services
Miscellaneous Revenue
5,000.00
30,000.00
75,000.00
$ 110,000.00
4.55%
27.27%
68.18%
100.00%
Investment Income: The budgeted investment income for fiscal year 2017 was increased due to the
anticipated increase in the federal funds rate. The total investment income of $5,000 is 0.03% of the total
revenue budget.
Revenue Budget
Charges for Services: The District collects fees from taxpayers and other agencies for data provided.
Examples of data provided by the District for a fee are maps of the county and data exports from the
Districts appraisal software. The total budget for charges for services is $30,000 or 0.16% of the total
revenue budget.
Miscellaneous Revenue: A large portion of miscellaneous revenue is from the rendition penalty collected
for renditions not filed timely. These penalties are collected by the county tax office and split between the
tax office and the appraisal district. The total budget for miscellaneous revenue is $75,000 or 0.41% of the
total revenue budget.
Budgeted Revenues- Last 10 Fiscal Years

20,000,000
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
-
36
The District makes the assumption each year when estimating revenues for the budget that all taxing entities
will pay their liability in full. The Districts amount of uncollected funds ranges from 99.96% to 100.00% of
total budget liability collected.
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
Total Assessments to
Taxing Entities
8,325,763
9,829,300
10,674,750
11,856,540
12,595,720
12,689,610
12,914,797
13,375,023
14,246,848
17,149,799
Amount Collected
8,325,763
8,927,273
10,674,750
11,856,540
11,801,483
12,076,873
11,655,130
13,375,023
14,157,414
17,122,872
Surplus
Credit/RefundReduction of
Liability
902,018
789,802
612,738
1,259,667
89,434
26,927
Amount Not
Collected
Percent of
Assessment
9
4,435
(1)
-
100.0000%
99.9999%
100.0000%
100.0000%
99.9648%
100.0000%
100.0000%
100.0000%
100.0000%
100.0000%
Revenue Budget
Fiscal Year
Ended
Dec. 31
37

Revenue Budget
Revenue Budget
Entity
Cd
38
Name
Tax Rate
Levy Amount
Pct
Budget
Liability
Quarterly
Payments
01
AUSTIN ISD
$1.202000
$1,034,132,608.67 31.4038%
$5,685,194.09 $1,421,298.52
02
CITY OF AUSTIN
$0.458900
$481,399,288.05 14.6188%
$2,646,515.89
$661,628.97
03
TRAVIS COUNTY
$0.416900
$570,645,769.08 17.3290%
$3,137,152.75
$784,288.19
05
CITY OF MANOR
$0.711800
$2,804,138.73
0.0852%
$15,415.89
$3,853.97
06
DEL VALLE ISD
$1.530000
$60,434,839.57
1.8352%
$332,243.46
$83,060.86
07
LAKE TRAVIS ISD
$1.407500
$122,286,103.60
3.7135%
$672,273.78
$168,068.44
08
EANES ISD
$1.212500
$148,710,313.72
4.5159%
$817,542.15
$204,385.54
09
CITY OF WEST LAKE HILLS
$0.057200
$956,938.77
0.0291%
$5,260.82
$1,315.20
1A
HAYS CONSOLIDATED ISD
$1.537700
$122,146.44
0.0037%
$671.51
$167.88
1C
TRAVIS CO ESD NO 3
$0.090000
$2,365,345.51
0.0718%
$13,003.60
$3,250.90
1D
TRAVIS CO MUD NO 5
$0.742800
$1,053,480.56
0.0320%
$5,791.56
$1,447.89
1F
TANGLEWD FOREST LTD DIST
$0.178800
$546,166.69
0.0166%
$3,002.58
$750.64
1H
COTTONWD CREEK MUD NO 1
$0.917000
$573,416.59
0.0174%
$3,152.39
$788.10
1J
CYPRESS RANCH WCID NO 1
$0.900000
$1,022,551.65
0.0311%
$5,621.53
$1,405.38
10
TRAVIS CO WCID NO 10
$0.029400
$979,385.06
0.0297%
$5,384.22
$1,346.05
11
CITY OF ROLLINGWOOD
$0.202100
$1,360,721.70
0.0413%
$7,480.63
$1,870.16
12
VILLAGE OF SAN LEANNA
$0.249800
$131,345.54
0.0040%
$722.08
$180.52
16
LAGO VISTA ISD
$1.320000
$16,579,893.49
0.5035%
$91,148.77
$22,787.19
17
$0.058500
$2,972,060.28
0.0903%
$16,339.05
$4,084.76
18
$0.095200
$533,386.23
0.0162%
$2,932.32
$733.08
19
PFLUGERVILLE ISD
$1.540000
$147,767,194.68
4.4873%
$812,357.31
$203,089.33
2A
ELGIN ISD
$1.540000
$3,031,751.89
0.0921%
$16,667.20
$4,166.80
2D
TRAVIS CO MUD NO 6
$0.460000
$782,458.59
0.0238%
$4,301.60
$1,075.40
2F
CITY OF ROUND ROCK
$0.414650
$1,400,346.58
0.0425%
$7,698.47
$1,924.62
2G
WMSN CO WSID DIST 3
$0.730600
$417,770.32
0.0127%
$2,296.71
$574.18
2H
$0.861000
$1,970,092.60
0.0598%
$10,830.68
$2,707.67
2J
NE TRAVIS CO UTILITY DIST

TRAVIS COUNTY HEALTHCARE
DISTRICT
$0.117781
$161,309,184.18
4.8985%
$886,805.05
$221,701.26
20
CITY OF PFLUGERVILLE
$0.540500
$20,875,417.54
0.6339%
$114,763.62
$28,690.90
21
CITY OF LAKEWAY
$0.170000
$5,933,816.04
0.1802%
$32,621.44
$8,155.36
22
COUPLAND ISD
$1.040050
$38,202.58
0.0012%
$210.02
$52.51
Name
Tax Rate
Levy Amount
Pct
Budget
Liability
Quarterly
Payments
23
TRAVIS CO WCID POINT

VENTURE
$0.625300
$1,055,988.29
0.0321%
$5,805.35
$1,451.34
25
HURST CREEK MUD
$0.363200
$1,609,260.35
0.0489%
$8,846.99
$2,211.75
26
LAKEWAY MUD
$0.153600
$1,699,634.76
0.0516%
$9,343.82
$2,335.96
27
LOST CREEK LIMITED DISTRICT
$0.076000
$654,350.25
0.0199%
$3,597.32
$899.33
3A
$1.280000
$6,152,190.00
0.1868%
$33,821.96
$8,455.49
3C
MARBLE FALLS ISD

TRAVIS CO WCID 17 STEINER
RANCH (DA)
$0.375100
$7,799,916.74
0.2369%
$42,880.42
$10,720.10
3D
TRAVIS CO MUD NO 7
$0.908900
$45,346.98
0.0014%
$249.30
$62.32
3F
CITY OF CEDAR PARK
$0.479500
$4,116,426.89
0.1250%
$22,630.26
$5,657.56
3G
TRAVIS CO MUD NO 14
$0.905000
$755,351.86
0.0229%
$4,152.58
$1,038.15
32
WELLS BRANCH MUD
$0.390000
$3,745,236.84
0.1137%
$20,589.62
$5,147.41
33
SHADY HOLLOW MUD
$0.048900
$144,695.83
0.0044%
$795.47
$198.87
34
MANOR ISD
$1.515000
$58,955,605.10
1.7903%
$324,111.29
$81,027.82
35
$0.240000
$475,389.00
0.0144%
$2,613.47
$653.37
37
$0.207200
$784,701.74
0.0238%
$4,313.94
$1,078.48
38
DRIPPING SPRINGS ISD
$1.520000
$157,943.92
0.0048%
$868.30
$217.08
39
TRAVIS CO ESD NO 9
$0.074160
$4,946,907.04
0.1502%
$27,195.86
$6,798.97
4A
JOHNSON CITY ISD
$1.145800
$113,527.41
0.0034%
$624.12
$156.03
4D
TRAVIS CO MUD NO 8
$0.714500
$550,646.31
0.0167%
$3,027.20
$756.80
4F
$0.780000
$795,312.85
0.0242%
$4,372.27
$1,093.07
4H
TRAVIS CO MUD NO 10
TRAVIS CO WCID 17 FLINTROCK
(DA)
$0.450500
$1,267,909.37
0.0385%
$6,970.39
$1,742.60
40
CITY OF CREEDMOOR
$0.380000
$171,357.70
0.0052%
$942.05
$235.51
41
TRAVIS CO ESD NO 1
$0.100000
$2,279,822.55
0.0692%
$12,533.43
$3,133.36
49
CITY OF LAGO VISTA
$0.650000
$4,426,188.44
0.1344%
$24,333.19
$6,083.30
5A
ROUND ROCK ISD
$1.332500
$88,104,955.99
2.6755%
$484,361.26
$121,090.32
5D
TRAVIS CO MUD NO 9
$0.859500
$29,618.53
0.0009%
$162.83
$40.71
5E
SENNA HILLS MUD
$0.541100
$1,499,161.73
0.0455%
$8,241.71
$2,060.43
5F
CITY OF ELGIN
$0.656916
$345,426.04
0.0105%
$1,899.00
$474.75
5G
VILLAGE OF VOLENTE
$0.100000
$178,813.71
0.0054%
$983.04
$245.76
5H
VILLAGE OF WEBBERVILLE
$0.305100
$59,299.94
0.0018%
$326.00
$81.50
50
CITY OF JONESTOWN
$0.565600
$2,228,160.61
0.0677%
$12,249.42
$3,062.36
51
TRAVIS CO ESD NO 11
$0.100000
$848,519.26
0.0258%
$4,664.78
$1,166.19
52
TRAVIS CO ESD NO 6
$0.100000
$12,418,743.08
0.3771%
$68,272.64
$17,068.16
55
VILLAGE OF BRIARCLIFF
$0.160500
$396,351.68
0.0120%
$2,178.96
$544.74
56
TRAVIS CO ESD NO 5
$0.091800
$948,994.82
0.0288%
$5,217.14
$1,304.29
Revenue Budget
Entity
Cd
39
Revenue Budget
Entity
Cd
40
Name
Tax Rate
Levy Amount
Pct
Budget
Liability
Quarterly
Payments
57
TRAVIS CO ESD NO 4
$0.091400
$1,565,470.04
0.0475%
$8,606.25
$2,151.56
58
TRAVIS CO ESD NO 10
$0.100000
$1,639,120.32
0.0498%
$9,011.14
$2,252.79
59
RIVER PLACE MUD
$0.231300
$1,243,871.88
0.0378%
$6,838.25
$1,709.56
6E
WEST TRAVIS CO MUD NO 3
$0.282000
$588,098.12
0.0179%
$3,233.10
$808.27
6F
CITY OF LEANDER
$0.632920
$3,770,825.42
0.1145%
$20,730.30
$5,182.57
6G
TRAVIS CO MUD NO 15
$0.332500
$1,162,980.31
0.0353%
$6,393.54
$1,598.39
6H
$0.450000
$1,728,117.57
0.0525%
$9,500.41
$2,375.10
6J
$0.611000
$863,093.75
0.0262%
$4,744.90
$1,186.22
61
CITY OF MUSTANG RIDGE
$0.495000
$262,137.88
0.0080%
$1,441.12
$360.28
68
AUSTIN COMM COLL DIST
$0.100500
$121,593,077.48
3.6925%
$668,463.83
$167,115.96
69
LEANDER ISD
$1.511870
$115,934,230.34
3.5206%
$637,354.04
$159,338.51
7A
MOORES CROSSING MUD
$0.932400
$919,023.22
0.0279%
$5,052.37
$1,263.09
7D
$0.260000
$604,236.07
0.0183%
$3,321.82
$830.45
7E
VILLAGE OF THE HILLS
$0.060000
$239,688.90
0.0073%
$1,317.70
$329.43
7F
VILLAGE OF POINT VENTURE
$0.109500
$188,254.88
0.0057%
$1,034.94
$258.74
7G
WILBARGER CRK MUD NO 1
$0.908000
$247,364.17
0.0075%
$1,359.90
$339.97
7H
WILBARGER CRK MUD NO 2
$0.950000
$60,189.92
0.0018%
$330.90
$82.72
70
TRAVIS CO MUD NO 2
$0.958500
$1,404,384.94
0.0426%
$7,720.67
$1,930.17
71
TRAVIS CO ESD NO 14
$0.100000
$425,869.66
0.0129%
$2,341.24
$585.31
72
TRAVIS CO ESD NO 12
$0.100000
$1,404,653.62
0.0427%
$7,722.15
$1,930.54
77
TRAVIS CO ESD NO 8
$0.099800
$1,704,717.17
0.0518%
$9,371.77
$2,342.94
8C
TRAVIS CO MUD NO 3
$0.482500
$2,823,652.37
0.0857%
$15,523.17
$3,880.79
8E
RNCH @ CYPRSS CRK MUD 1
$0.365000
$311,598.17
0.0095%
$1,713.03
$428.26
83
CITY OF BEE CAVE
$0.020000
$305,865.88
0.0093%
$1,681.51
$420.38
84
NORTHTOWN MUD
$0.722000
$4,181,038.20
0.1270%
$22,985.46
$5,746.36
9B
TRAVIS CO ESD NO 2
$0.095800
$7,855,985.93
0.2386%
$43,188.66
$10,797.17
9C
TRAVIS CO MUD NO 4
$0.729600
$844,692.73
0.0257%
$4,643.74
$1,160.93
9D
LAKESIDE WCID NO 1
$0.800000
$1,077,784.45
0.0327%
$5,925.17
$1,481.29
9G
LAKESIDE MUD NO 2A
$0.970000
$13,806.01
0.0004%
$75.90
$18.97
9H
LAKESIDE WCID NO 2B
$0.970000
$977,508.30
0.0297%
$5,373.90
$1,343.47
9I
LAKESIDE WCID NO 2C
$0.970000
$1,038,881.34
0.0315%
$5,711.30
$1,427.83
9J
LAKESIDE WCID NO 2D
$0.970000
$1,232,737.28
0.0374%
$6,777.03
$1,694.26
4J
TRAVIS CO MUD NO 11
$0.737500
$1,826,897.74
0.0555%
$10,043.46
$2,510.86
4K
TRAVIS CO MUD NO 12
$0.772500
$621,981.62
0.0189%
$3,419.37
$854.84
4L
TRAVIS CO MUD NO 13
$0.772500
$499,015.04
0.0152%
$2,743.36
$685.84
Name
Tax Rate
Levy Amount
Pct
Budget Liability
Quarterly
Payments
5J
KELLY LANE WCID NO 1
$0.950000
$1,002,272.75
0.0304%
$5,510.04
$1,377.51
5K
KELLY LANE WCID NO 2
$0.950000
$231,813.35
0.0070%
$1,274.41
$318.60
1K
BELVEDERE MUD
$0.425000
$664,767.41
0.0202%
$3,654.59
$913.65
2K
PRESIDENTIAL GLEN MUD
$0.501900
$196,238.65
0.0060%
$1,078.83
$269.71
7J
LAKESIDE MUD NO 3
$0.847000
$1,006,879.30
0.0306%
$5,535.37
$1,383.84
8K
TRAVIS CO ESD NO 13
BASTROP-TRAVIS
COUNTIES ESD NO 1
$0.100000
$56,580.59
0.0017%
$311.05
$77.76
$0.093300
$126,550.12
0.0038%
$695.72
$173.93
$0.900000
$2,111.44
0.0001%
$11.61
$2.90
8L
SUNFIELD MUD NO 1
TRAVIS CO BEE CAVE
ROAD DIST NO 1
$0.321500
$1,113,076.76
0.0338%
$6,119.19
$1,529.80
2N
NORTH AUSTIN MUD NO 1
$0.317000
$286,493.99
0.0087%
$1,575.01
$393.75
2L
TRAVIS CO MUD NO 16
$0.950000
$1,298,887.82
0.0394%
$7,140.70
$1,785.17
5M
$1.010000
$1,423,077.17
0.0432%
$7,823.44
$1,955.86
$0.510000
$532,447.19
0.0162%
$2,927.15
$731.79
$0.126000
$11,346.72
0.0003%
$62.38
$15.59
$0.650000
$370,902.95
0.0113%
$2,039.06
$509.76
9M
LAZY NINE MUD NO 1B

WILLIAMSON/TRAVIS MUD
NO 1
ANDERSON MILL LIMITED
DISTRICT
TRAVIS CO WCID 17
SERENE HILLS (DA)
SOUTHEAST TRAVIS
COUNTY MUD NO 1
$0.980000
$237.12
0.0000%
$1.30
$0.33
6M
TRAVIS CO MUD NO 21
$0.312500
$105,818.04
0.0032%
$581.74
$145.43
6L
TRAVIS CO MUD NO 17
$0.950000
$192,935.60
0.0059%
$1,060.67
$265.17
3N
TRAVIS CO MUD NO 18
$0.750000
$270,091.00
0.0082%
$1,484.84
$371.21
4M
PILOT KNOB MUD NO 3
$0.950000
$65,111.94
0.0020%
$357.96
$89.49
$3,293,016,381.17
100%
$18,103,517.00
$4,525,879.25
1L
7K
3M
8N
9L
Amount due from Jurisdictions

Refund 2015 Surplus Funds
Total Revenue to TCAD
Cost of Service to
Jurisdictions
Revenue Budget
Entity
Cd
$18,103,517
$
$18,103,517
0.55%
Note: The liabilities shown above have been calculated based on the 2015 tax rate and the 2015 levy.
When the 2016 tax rates and levies are set, the numbers will be recalculated. This will change individual
liabilities depending upon the tax rates set, levy of each jurisdiction, and the taxable values established
for each jurisdiction for 2016
41
42
Revenue Budget
Capital Improvement
Plan

Capital Improvement Plan
Capital Improvement Plan Overview
The Capital Improvement Plan (CIP) is a multi-year plan to address capital projects necessary to maintain
infrastructure and replace aging equipment. The plan is updated annually to reflect the latest priorities,
updated cost estimates, and available funding information.
Asset Class
Land
Building
Useful Life
Inexhaustible
50 years
Building Improvements
5-10 years
Computer Equipment
3-5 years
Furniture & Equipment
5-10 years
Vehicles
5-10 years
A capital asset, by definition, includes land, improvements to land, easements, buildings, building
improvements, vehicles, machinery, equipment, works of art and historical treasures, infrastructure, and all
other tangible or intangible assets that are used in operations and that have initial useful lives extending
beyond a single reporting period. The Districts capitalization threshold is $1,000 and a useful life of more
than one year. The Districts finance department is responsible for the establishment, maintenance and
safeguarding of all fixed assets. The Districts capital assets are depreciated using the straight-line method
over their estimated useful lives outlined below based on the following asset classes:
43
2017 Capital Improvement Plan

For fiscal year 2017, the District has budgeted for a total of $394,900 for capital asset expenditures. The
chart below shows the breakdown by department.
Department
Administration (10)

A/C Replacements
IT (20)
Servers
Total Capital Expenditures
Capital Asset Purchases by Department
Administration
29.1%
Information
Technology
70.9%
44
Budgeted Cost
$
15,000
100,000
10,000
6,000
17,000
5,500
75,000
18,500
9,000
8,000
30,900
50,000
50,000
$ 394,900
Total Cost
Routine
Non-Routine
A/C Replacements
$15,000
100,000
$15,000
100,000
10,000
10,000
6,000
6,000
17,000
17,000
5,500
5,500
75,000
75,000
18,500
18,500
9,000
9,000
8,000
8,000
Servers
30,900
30,900
50,000
50,000
50,000
50,000
2017 Routine Capital Projects
AC Replacements
The District budgets $15,000 per year for A/C unit replacements. The District has approximately 30 rooftop units at
various stages in their useful life. Approximately two units are replaced each year, as needed.
Emergency Server Replacement
The District budgets $10,000 for emergency server replacements. The Districts CAMA software is critical to the
property tax system for Travis County. The Districts IT department tries to replace all equipment before the estimated
useful life is up; however, occasionally, there may be a server that needs to be replaced that is critical to the
operations of the District.

The District has been advertising the online appeals process for the past 2015 and 2016 tax years. As more
taxpayers take advantage of the online options, more storage may be necessary to complete the appeals process.
The District budgets $100,000 to be put into the reserve fund for the building repair or replacement each year. The
District estimates that by 2019, we will outgrow the current building. As the population of Travis County continues to
grow exponentially, more staff will be necessary to complete the mission critical tasks outlined in the Texas Property
Tax Code.
The District budgets $50,000 to be transferred to the reserve fund for computer equipment replacement each year.
The District estimates that computer equipment will need to be replaced every 5 years.
The District budgets $50,000 to be transferred to the reserve fund for network equipment replacement each year. The
District estimates that critical network equipment will need to be replaced every 7 years.
45
2017 Significant and Nonroutine Capital Projects
46
47
48
49
50
51
52
Debt Administration

Capital Improvement Program
All financing of capital projects must be included in the current years proposed budget and approved by the
board of directors. Appraisal Districts are not authorized to levy ad valorem taxes or issue bonded
indebtedness or other debt instruments. Therefore, any capital asset acquisition requiring the use of
financing must be done through the budget process.
Debt Administration
For fiscal year 2017, the District does not anticipate the need to enter into any financing agreements for the
purchase of capital equipment.
53
54
Debt Administration
Department Budgets
Chief Appraiser
(1)

(1)

(1)
Admin Clerk.
(1)
Communication Specialist
(1)
Finance & Facilities

Director
(1)
Mail Clerk Messenger

(1)
Maint./Janitor
(1)
Department Budgets
Records Coordinator
(1)
Executive Asst.
(1)
Employee Position
Chief Appraiser
Communications Specialist
Executive Assistant
Mail Clerk/Messenger
Records Coordinator
Admin Clerk
Maintenance/Janitor
Number
of
Positions
1
1
1
1
1
1
1
1
1
1
Position
Grade
Exempt
20
15
15
12
5
3
5
5
2
Hourly Range
$88.27 - $88.27
$49.91 - $69.87
$37.39 - $52.35
$37.39 - $52.35
$33.04 - $46.25
$20.20 - $28.33
$17.71 - $24.81
$20.20 - $28.33
$20.20 - $28.33
$14.75 - $20.65
Auto
Allowance
$
$ 6,600
$
$
$
$
$
$
$
$
-
Total Employee
Benefit
$63,868 - $63,868
$41,884 - $53,323
$34,708 - $43,282
$34,708 - $43,282
$32,215 - $39,786
$24,856 - $29,516
$23,429 - $27,498
$24,856 - $29,516
$24,856 - $29,516
$21,733 - $25,114
Total employee benefit is comprised of health, dental, life, disability and long-term care insurance,
retirement, and the employee assistance program that are all provided by the District as terms of
employment.
55
Administration Department
Mission Statement
The mission of the Administration department, which includes human resources, finance, facilities
maintenance, records management and the offices of the Chief Appraiser and the Deputy Chief of Appraisal
is to provide timely, useful, and accurate information to all internal and external customers including but not
limited to staff, division directors, the Board of Directors, the taxing jurisdictions of Travis County, and all
taxpayers of Travis County, and to assure prudent control of the Districts cash and investments. It is also
the mission of the Administration department to oversee all mission critical tasks of the appraisal district to
ensure completion and to meet all legislative requirements.
Key Responsibilities
The Administration Departments function is to plan, organize, direct and control the business support
functions related to human resources, budget, finance, purchasing, payroll, facilities maintenance, records
management and mail services.
Department Budgets
Key Tasks & Deadlines
56
Tasks
Performance Reviews/ Merit Increases
Deadline
January 15
Year End Processing & W2s

Budget Planning Meetings
January 1
March 1
Certified Estimates
Financial Audit
Presentation Preliminary Budget
Appraisal Roll Certification
Directors Retreat
April 30
June 15
June 15
July 25
August 10
Reappraisal Plan
Budget Adoption
Strategic Plan
September 15
September 15
October 15
Annual Report
Open Enrollment
November 1
November 1
Key Players
HR, Divisions Directors &
Managers
HR, Finance
Finance, Chief Appraiser,
Division Directors
Chief Appraiser
Finance
Chief Appraiser, Finance
Chief Appraiser
Chief Appraiser, Division
Directors & Managers
Chief Appraiser
Chief Appraiser, Finance
Chief Appraiser, Division
Directors & Managers
Chief Appraiser
HR
Department Goals
2017 Goals
Output Measure
Efficiency Measure
Improve standing as an industry

leader and enhance Travis CAD's
reputation and networking capabilities
(Deputy Chief)
Achieve IAAO Designation of

CAE (Certified Assessment
Evaluator)
Inspire other CAD employees to seek

additional training and education
Improve planning, procedures,
appraisal accuracy and defense of
values
Ability to profile greater percentage of
neighborhoods
Produce measurable results with

respect to current over stratification of
real property accounts (Deputy Chief)
Reduce total number of

residential neighborhoods from
2,282 to 2,000
Prepare and administer the District's

annual operating budget by
maximizing the accuracy of budgeted
revenue and expenditure estimates,
and effectively meeting the short and
long-term needs of the District
(Finance)
Adoption of the 2018 budget by

the statutory deadline of
September 15, 2017.
Number of budget variance
reports with a variance of less
than 10%
Manage the annual financial audit and

prepare the Comprehensive annual
financial report in which the report is
user friendly and understandable to
the taxpayers and jurisdictions of
Travis County (Finance)
Create a PAFR (Popular Annual

Financial Report) that meets the
GFOA requirements
Award by GFOA for Excellence in

Financial Reporting
Number and type of financial

information available on the
TCAD website
Award for Popular Annual Financial

Report (PAFR) by GFOA
Larger neighborhoods have more sales

to analyze and calibrate appraisal
models
Award by GFOA for Distinguished
Budget Presentation
Department budget variance

percentage of less than 5%
CAFR & Budget documents available

on TCAD website
Improved quality and efficiency
Training - New Appraisal Staff training

with emphasis on completing the 5
year RPA Level IV in 3 years
Number of appraisers completing

RPA Level IV early
Complete and Implement Email Policy

for Retention
Completion of Policy
Reduced storage space. Improved

capacity for Ability to recoup costs for
high volume requestors.
Continue to work with clerical

supervisors to establish
productivity/accuracy goals
Quality of product, meeting time

constrained goals.
Increased accuracy and productivity

and ultimately customer satisfaction.
Training - Work with managers and

directors to produce training videos
Consistent employee directed

training.
Reduced duplicative effort, improved

consistency in training, reduced
learning curve.
Department Budgets
Administration
Department
57
Department Accomplishments
Department Budgets
1 Deputy Chief assisted with personnel changes to key positions to enhance accuracy and fairness of
commercial and residential values. The selection and mentoring of these two appraisal division
Directors, both new employees at Travis CAD, has enhanced and accelerated their positive impact on
the performance of the district. Commercial values increased 30% in 2015 and 30% again for 2016
alleviating concerns of level of appraisal of Commercial properties relative to Residential properties.
The Residential Division has processed a record number of protests before May 31st, giving the
department a great head start on protest season.
2 Receipt of Government Finance Officers Association Distinguished Budget Presentation Award
3 Receipt of Government Finance Officers Association Award for Excellence in Financial Report
4 Finance Director became a Certified Government Finance Office (CGFO) through the Government
Finance Officers Association of Texas
5 Changed health care providers reducing cost
6 Added an auxiliary long-term disability plan
7 Implemented an off-site call center to address spikes in call volume; improved response time and
number of dropped calls
58
Administration
2017
Budget
Auto Allowance
Overtime
Medicare Tax
Retirement
824,677
Personnel Salaries
6,600
12,000
5,000
12,228
151,790
59,754
District pays a matching 1.45% of gross wages

18% Contribution rate
The District contributes 5% of the annual salary on a 5 year sliding vest; the
District also matches at 100% on the first 3% contributed, and 50% on the next
2% contributed.
Health Insurance
178,385
Dental Insurance
3,486
Employer paid dental insurance at $29.05 per employee per month
Life Insurance
2,973
Employer paid life insurance at 31.35% of base salary
4,381
Employer paid long-term disability insurance at 0.554% of base salary
Long Term Care (LTC)
3,755
Employer paid long-term care coverage at an average of $375.49 per employee
3,390
District pays $282.50 per employee per month for Employee Assistance Program
35,000
30,000
Total Payroll Costs
118,385
60,000
Employer paid health insurance at $941.69 per employee per month

Direct pay funding
Department Budgets
Salaries
Detail Description
1,333,419
59
Administration
2017
Budget
Printing
1,335
Paper
11,200
Copy paper
146,343
140,000
1,343
5,000
18,900
7,500
3,250
Office supplies
First aid supplies
500
150
7,500
Postage meter supplies

End of year tax forms
TCAD shirt order
5,000
5,000
Misc. furniture under $1000
35,055
18,000
Operating Supplies
Department Budgets
Detail Description
Furniture and Equipment under $1,000

Books/Publ/Subs/Data Bases
500
275
210
100
250
450
105
250
250
500
1,200
3,500
500
300
10,000
Records Management
7,000
60
Total Supplies
224,833
3,500
3,500
A/P checks
ARB payroll checks
ARB direct deposit vouchers
Business Cards, ID Badges & Name Plates
Miscellaneous print jobs
General mail postage

PO box rental
Shipping charges
Metro Study
Austin American Statesman
Austin Business Journal
GASB Subscription
Survey monkey
Miscellaneous publications
Online test for applicants
Legislative Tracking Subscription
USPAP Books
Angelou Economics Monthly Updates
Additional Market Research Publications
Biweekly shredding
Microfilm- appraisal roll & permanent records
Administration
Dues & Memberships
Travel/Meals/Lodging
10,135
41,990
Detail Description
2,800
200
Walnut Creek Improvement Association

Metro CAD
175
90
35
360
75
4,000
100
ARMA
TDLR
TX Soc. Sec. Program (ERS)
GFOA
GTOT
TAAD
Comptroller's Coop Membership
350
350
100
1,500
IAAO
SHRM
TAAO
Other
3,000
25,000
5,040
1,100
750
2,000
1,500
1,600
2,000
111,715
500
500
250
750
250
250
1,500
2,500
2,550
14,300
30,000
30,000
750
TAAD Conference
IAAO Conference
GIS/CAMA ConferenceAd Valorem Taxation Seminar
TAAO Conference
ESRI User Conference
TA Conference
Other
Department Budgets
2017
Budget
Chief Appraiser
HR Director
Finance & Facilities Officer
Records Coordinator
TAAD Courses
Angelou Economic Forecast Forum
Annual Legal Seminar
GIS/CAMA Conference
IAAO Conference
IAAO In-house Training Classes
Appraisal Institute Courses
IREM Economic Forecast Forum
61
Administration
2017
Budget
Training & Education (Cont.)
Department Budgets
Advertising/Legal Notices
Detail Description
600
10,000
645
24,500
Legislative Update
Management Training
Open Government Conference
975
675
1,875
1,140
705
3,000
3,000
Property Tax Institute

TA Conference
TAAD Conference
TAAO Conference
TCDRS Conference
Tuition Reimbursement for TCAD Employees
5,000
Miscellaneous Training
14,750
3,500
Property Tax Benefits

ARB Notice Accepting Application
2,500
Notice of Budget
1,000
2,750
RFP/RFQ Postings
Employment Ads
25,000
10,000
10,000
5,000
Employee recognition
IAAO Designation Reward
Fee Appraiser License Reward
Board of Directors
43,500
18,000
20,000
Taxpayer Liaison Officer

BOD General Counsel
Utilities
94,060
1,500
1,500
Annual TAAD Conference

Travel Expenses for BOD Members
2,500
Other costs associated with the BOD
85,000
4,200
1,020
3,840
Telephone & Communication
45,000
Internet Services
42,900
35,000
62
Electricity & Water

Trash Pickup
Recycling
Cable
Local/Long Distance Telephone

36,000
6,900
iPad Data Plan

AT&T Mobility wireless data cards
Human resources legal costs
Administration
Accounting & Audit
17,290
Detail Description
16,500
715
75
Annual Audit Cost

CAFR & Budget Submission to GFOA
Investment Policy Certification
Appraisal Services
462,820
101,820
11,000
350,000
103,893
7,213
Direct Pay Administrative Fee
4,080
Flex System Administrative Fee
32,000
BPP Appraisal Services

Circuit of the America Appraisal
Fee Appraisals for Commercial & High End Residential Properties
1,250
1,350
75,000
15,000
Interpreter
Laminating Services
Aerial drone project
Miscellaneous
25,000
Payroll Processing Fees
7,000
Time Clocks
Rental Office Machines
43,800
800
43,000
Rental Storage Space
7,910
3,660
4,250
Off-site warehouse & storage

Parking Lot Lease
Repair & Maintenance- Equipment
6,600
4,000
400
Pitney Bowes Mail Equipment

Fire Alarm Test & Inspect
500
200
500
1,000
Elevator Maintenance
Security System
AED Machines
Other Equipment
Building Repair/Maintenance
62,000
11,400
48,000
800
1,200
600
Postage Security Devise Rental

Copier Leases
Department Budgets
2017
Budget
Grounds Maintenance
Liebert Maintenance
Quarterly Filter Changes
Quarterly Pest Control
63
Administration
2017
Budget
43,120
Detail Description
24,000
12,000
5,120
500
1,500
Property Insurance
7,500
Liability Insurance
32,000
Security Services
129,500
Department Budgets
Vehicle Fuel
Vehicle Maintenance
Bank Fees
Total Services
600
9,000
Carpet Cleaning twice a year

Tile scrubbing once a year
Special Cleaning
Building Patrol
Fire Alarm Test & Inspect
Armed security officer
Vehicle Fuel
Vehicle Maintenance
Bank Charges
1,433,633
Capital Expenditures
115,000
115,000
64
1,800
4,200
500
124,800
Janitorial Services
Janitorial Supplies
3,106,885
15,000
100,000
A/C Replacement
Transfer to reserves- Capital Expenditures
Administration
2016
Budget
2015
Budget
2015
Actual
$
Inc (Dec)
%
Inc (Dec)
Salaries
Auto Allowance
Overtime
Medicare Tax
Retirement
Health Insurance
824,677
6,600
12,000
5,000
12,228
151,790
178,385
921,851
6,600
11,500
5,000
10,843
134,598
211,462
796,449
13,050
4,000
5,000
9,328
115,799
211,463
642,193
6,304
10,776
13,350
9,485
1,134,438
98,932
(97,174)
500
1,385
17,192
(33,077)
-10.54%
0.00%
4.35%
0.00%
12.77%
12.77%
-15.64%
Dental Insurance
59,754
3,486
3,031
2,267
2,001
59,754
455
100.00%
15.01%
Life Insurance
2,973
4,381
3,755
3,390
35,000
1,516
3,769
3,405
3,390
32,500
1,516
3,242
3,405
3,390
32,500
1,582
2,599
2,077
3,390
28,429
1,457
612
350
2,500
96.09%
16.23%
10.28%
0.00%
7.69%
30,000
2,061
2,077
27,939
1355.60%
1,333,419
1,351,526
1,203,486
1,955,556
(18,108)
-1.34%
1,335
11,200
146,343
1,485
9,800
111,200
1,600
8,400
103,500
1,280
10,327
143,050
(150)
1,400
35,143
-10.10%
14.29%
31.60%
18,900
18,630
18,260
19,790
270
1.45%
5,000
35,055
-
20,000
41,485
1,000
5,000
46,806
1,000
62,780
26,280
-
(15,000)
(6,430)
(1,000)
-75.00%
-15.50%
-100.00%
7,000
4,000
2,440
16,415
3,000
75.00%
Total Supplies
224,833
207,600
187,006
279,922
17,233
8.30%
Dues & Memberships
10,135
8,830
8,000
7,449
1,305
14.78%
111,715
41,990
24,500
25,000
121,665
21,830
21,500
22,500
124,930
18,130
31,500
17,300
55,555
8,675
22,156
12,661
(9,950)
20,160
3,000
2,500
-8.18%
92.35%
13.95%
11.11%
43,500
94,060
45,000
57,040
97,140
33,084
26,950
102,960
28,800
66,223
83,787
39,755
(13,540)
(3,080)
11,916
-23.74%
-3.17%
36.02%
Total Payroll Costs

Printing
Paper
Operating Supplies
Furniture and Equipment under
$1,000
Microfilm
Records Management

Advertising/Legal Notices
Board of Directors
Utilities
Department Budgets
2017
Budget
65
Administration
2017
Budget
Department Budgets
Internet Services
Accounting & Audit
2016
Budget
2015
Budget
2015
Actual
%
Inc (Dec)
42,900
35,000
17,290
38,100
35,000
16,725
33,300
41,000
15,745
35,885
14,290
16,290
4,800
565
12.60%
0.00%
3.38%
Appraisal Services
Rental Office Machines
462,820
43,800
103,893
32,000
7,910
462,820
39,600
23,459
30,000
7,730
582,820
47,200
268,250
32,000
8,450
313,320
42,990
126,749
29,520
7,245
4,200
80,434
2,000
180
0.00%
10.61%
342.87%
6.67%
2.33%
6,600
8,800
8,700
4,544
(2,200)
-25.00%
Building Repair/Maintenance
62,000
62,120
62,700
45,306
(120)
-0.19%

Property Insurance
Liability Insurance
Security Services
Vehicle Fuel
Vehicle Maintenance
43,120
7,500
32,000
129,500
1,800
600
42,120
7,500
32,000
101,460
1,800
600
41,700
7,500
32,000
22,900
1,800
600
37,876
4,513
23,412
64,272
932
287
1,000
28,040
-
2.37%
0.00%
0.00%
27.64%
0.00%
0.00%
Bank Fees
Prompt Payment Discount
9,000
-
1,800
-
1,800
-
2,876
(24)
7,200
-
400.00%
0.00%
1,433,633
1,295,223
1,567,035
1,066,543
138,410
10.69%
115,000
140,000
215,000
120,009
(25,000)
-17.86%
115,000
140,000
215,000
120,009
(25,000)
-17.86%
3,106,885
2,994,349
3,172,527
3,422,030
112,535
3.76%
112,535
3.76%
Total Services
Admin Department Net Change 16-17

Increase (Decrease)
66
$
Inc (Dec)
# of Personnel
Supplies Expenditures
Capital & Debt Expenditures
Total Expenditures
2017 Budget
2016 Budget
$ Inc (Dec)
% Inc (Dec)
2015 Budget
2015 Actual
10
1,333,419
224,833
1,433,633
115,000
$ 3,106,885
9
1,351,526
207,600
1,295,223
140,000
$ 2,994,349
1
(18,107)
17,233
138,410
(25,000)
$ 112,536
11.11%
-1.34%
8.30%
10.69%
-17.86%
3.76%
1,955,556
279,922
1,066,543
120,009
$ 3,422,030
1,955,556
279,922
1,066,543
120,009
$ 3,422,030
2017Administration Expenditures
3.70%
42.92%
46.14%
Department Budgets
7.24%
Administration Expenditures
1,600,000
1,400,000
1,200,000
1,000,000
2017 Budget
800,000
2016 Budget
600,000
2015 Budget
400,000
200,000
67
Payroll
Expenditures
Supplies
Expenditures
Service
Expenditures
Capital & Debt

Expenditures
68
Department Budgets
Director Information Technology

(1)
Network Support Manager

(1)
Database Analyst
(1)
Software Analyst
(1)
Help Desk - Appl. Sup

(1)
Network Technician
(1)
GIS Manager
(1)
GIS/PACS Tech
(3)
Number
of
Position
Positions Grade
Director Information Technology
1
19
GIS Manager
1
12
Network Support Manager
1
13
Data Base Analyst
1
19
Software Analyst
1
10
Help Desk- Application Support
1
6
Network Technician
1
6
Help Desk Technician
2
4
GIS/PACS Technician
3
4
Department Budgets
Help Desk Technician

(2)
$
$
$
$
$
$
$
$
$
Hourly Range
47.37 - $ 66.32
33.04 - $ 46.25
34.76 - $ 48.69
47.37 - $ 66.32
29.55 - $ 41.37
22.84 - $ 32.00
22.84 - $ 32.00
18.43 - $ 25.81
18.43 - $ 25.81
Auto
Allowance
$
$
$
$
$
$
$
$
$
-
Total Employee Benefit

$ 40,428 - $ 51,288
$ 32,215 - $ 39,786
$ 33,201 - $ 41,184
$ 40,428 - $ 51,288
$ 30,215 - $ 36,989
$ 26,369 - $ 31,619
$ 26,369 - $ 31,619
$ 23,842 - $ 28,071
$ 23,842 - $ 28,071
69
Total employee benefit is comprised of health, dental, life, disability and long-term care insurance, retirement, and the
employee assistance program that are all provided by the District as terms of employment.
Information Technology Department

Mission Statement
The mission of the Information Technology department is to provide, develop, and maintain a highly
effective, reliable, secure and innovative technology infrastructure which supports all facets of the district
staff, division directors, Board of Directors, taxing jurisdictions of Travis County, and all taxpayers of Travis
County in the most cost effective manner.
Department Budgets
The Information Technology departments function is to manage the activities of the information technology
environment including the network, security, database, and CAMA software administration. This department
is highly technical in all areas for troubleshooting, evaluating, and recommending changes to current and
future network requirements to meet the Districts needs. The IT department works closely with
management and the Districts software vendor to help design and implement new software features and
programming changes, including changes required by legislative mandate. This department coordinates
supplement processing with entities and district staff, works with various departments of the taxing units to
electronically exchange information and provide data/information for all taxing units as requested. The IT
department also processes record requests requiring computer generated information.
70
Key Tasks/Deadlines
Tasks
Annual Development Schedule
PTAD Sales Submission
Application Mailing
Equipment replacement & upgrades
Notice of Appraised Value Mailing
Certification Processing
PTAD EARS Submission
Division Priority Planning
NCOA/CASS Updates
Supplement Processing
Subdivisions Plats
Condominiums Declarations
Annexations, De-annexations
Entity Records
Splits/Merges
Future Year Layer Updates
Deadline
January 6
January 31
February 1
March 31
April 16
July 19
September 1
September 15
Quarterly
Monthly
March 31
March 31
March 31
July 10
September 15
Year Round
Year Round
Key Players
IT Director
IT Director, Operations Manager
Operations Manager
IT Director, Network Manager
Operations Manager
IT Director, Operation Manager
IT Director, Operations Manger
IT Director
Operations Manager
Operations Manager
GIS Technicians
GIS Technicians
GIS Technicians
GIS Director
GIS Director
GIS Technicians
GIS Technicians
Department Goals
Department
2017 Goals
PBX Replacement
Output Measure
Successful deployment of
equipment
Efficiency Measure
Better connectivity
More features
VM4 Host Replacement
equipment and configuration of
system
Field Device (iPad) Replacement
equipment and configuration
Wireless Controller
equipment and configuration
Additional processing power

Increase flexibility minimizing
downtime
Less time by support staff for
problems related to older hardware
New functionality to increase field
productivity
Less downtime
Better coverage
Replace end of list software SQL

Server
Successful deployment and

migration of data
Increased performance of databases
Develop and deploy GIS/ Appraisal

tools
Successful deployment of GIS

and Appraisal tools for staff
Increased accuracy in records and

the appraisal roll in general
Better tools for use in the appeals
and evidence packets
Better tools for use in the appraisal

process
Department Budgets
Less noise
1.
2.
3.
4.
5.
6.
7.
Replaced end of life VM hosts, upgraded management tools

Replaced and upgraded aging equipment at the co-location
Deployed new Taxpayer Portal (Upgraded e-file and new Homestead Portal)
Deployed new HTML5 webmap on TCAD website
Further automated and streamlined evidence packet creating process
Modified agent check-in app with QR-code reading from the already deployed iPad
Deployed commercial income tools for use in analysis
71
2017
Budget
Salaries
771,202
Overtime
17,500
Medicare Tax
11,436
Retirement
Department Budgets
58,725

The District contributes 5% of the annual salary on a 5 year sliding vest;
the District also matches at 100% on the first 3% contributed, and 50% on
the next 2% contributed.
Health Insurance
142,062
Dental Insurance
4,183
Life Insurance
2,907
4,284
4,506
Employer paid long-term care coverage at an average of $375.49 per

employee
Total Payroll Costs
1,158,771
Printing
Paper
72
141,966
Detail Description
114,300
8,250
13,000
65,000
Protest season printing

Renditions
Notice of Appraised Value Printing
18,000
50
10,000
TCAD Envelopes
Business Cards/ID Badges
Homestead Applications for Audit
3,500
3,500.00
IT Paper
162,000
135,000
Notice of Appraised Values Postage
15,000
12,000
Renditions Postage
Homestead Applications Postage
2017
Budget
42,500
155,150
15,000
790
Total Supplies
30,000
12,500
See Operating Supplies- Equipment Details

See Operating Supplies-Software Details
500
290
NCOA/CASS
Training Manuals
493,240
Dues & Memberships
90
TDLR Registration
50,000
500
4,500
20,000
25,000
Internet Services
32,300
71,000
Printing Supplies
Office & PC Supplies
9,600
TAAD Courses
Stormwind Training Portal
IT Training
GIS Training
See telephone & communications details

65,000
Services provided by Subvenion
3,500
2,500
Miscellaneous Contract Services

Voice Work for Phone System
Off-site storage for backups & perm records
Hardware/Equipment Maintenance
103,225
See hardware maintenance details
904,306
See software maintenance details
Aerial Photography
215,226
Total Services
1,385,747
Department Budgets
Operating Supplies
Detail Description
125,079
90,147
County-wide aerial photography

Pictometry Change Finder
73
2017
Budget
($1,000 or more)
Total Capital Equipment
Department Budgets
74
279,900
279,900
3,317,658
Detail Description
See Hardware/Software Capital Expenditure details
(Less than $1,000)

Hardware:
Emergency Hard Drives
Miscellaneous Parts & Supplies
Backup Tapes/other equipment
UPS Battery Replacements
Microphone Repairs in Panel Rooms
Monitors
Scanners
iPads
Printers
Projectors
Laptops
Wireless Access Points
Total Operating Supplies- Equipment

(Less than $1,000)
Software:
iPad Software/Applications
Miscellaneous Software Purchases
Total Operating Supplies- Software
Hardware Maintenance
2017
Budget
3,000
18,000
5,000
26,400
2,500
30,000
18,000
42,500
2,500
1,500
4,500
1,250
155,150
2017
Budget
10,000
5,000
15,000
CISCO Maintenance Contract

APC Maintenance
Printer Maintenance
Other Equipment & PC Maintenance
Pitney Bowes Inserter
Dell Gold Support for Servers
VMware Support/Maintenance
2017
Budget
37,000
4,300
6,000
7,500
2,000
25,000
21,425
Total Hardware Maintenance
103,225
Department Budgets
75
Department Budgets
76
2017
Budget
PACS Co-Development Programming:

PACS Appraisal Maintenance
Pacs Field Device- Device Maint.
Pacs Field Device- Server Maint.
Cloud Hosting Fee
PACS Co-Development Programming
Commvault
ESRI
Barracuda
Antivirus Software
Sage Fund Accounting Annual Maintenance
Phone System Software/Support Maintenance
CD/DVD Publisher
AirWatch LLC
257,048
26,460
5,512
15,112
510,000
30,000
31,395
5,000
5,000
8,235
5,124
2,920
2,500
Total Software Maintenance
904,306

(Internet, Telephone & Data)
Prismnet Co-Location Services
Prismnet Fiber Optic ISP Services
Domain Registration/Certificates
Total Internet & Data Services
2017
Budget
7,200
24,000
1,100
32,300
($1,000 or more)
Hardware:
Servers
VM4 Replacement
Cisco Wireless Controller
VM Host- w/ ESXi license
2017
Budget
10,000
6,000
17,000
5,500
75,000
18,500
Software:
Windows Server Datacenter
Microsoft Exchange 2016 VLA
Windows Server STD 2014 VLA
9,000
8,000
30,900
Transfer to reserves- Computer Equipment Replacement

Transfer to reserves- Network Equipment Replacement
50,000
50,000
Total Hardware/Software Capital Expenditures
279,900
Department Budgets
Hardware/Software Capital Expenditures
77
2017
Budget
2015
Actual
$
Inc (Dec)
%
Inc (Dec)
771,202
17,500
774,279
17,500
784,183
8,200
695,586
4,254
(3,077)
-
-0.40%
0.00%
Medicare Tax
Retirement
Health Insurance
Dental Insurance
Life Insurance
11,436
141,966
142,062
58,725
4,183
2,907
4,284
11,481
142,520
163,031
4,042
2,022
3,991
11,580
143,749
163,032
3,022
2,022
4,025
9,953
124,619
90,637
2,909
1,945
3,201
(45)
(554)
(20,969)
58,725
141
885
293
-0.39%
-0.39%
-12.86%
100.00%
3.49%
43.77%
7.34%
4,506
-
4,540
2,748
4,540
2,769
1,671
2,926
(34)
(2,748)
-0.75%
-100.00%
1,158,771
1,126,154
1,127,122
937,700
32,617
2.90%
Printing
Paper
114,300
3,500
114,800
3,500
108,610
6,000
103,782
3,067
(500)
-
-0.44%
0.00%

Operating Supplies
162,000
42,500
155,150
15,000
790
167,000
37,500
240,500
75,000
2,240
154,500
35,336
40,900
15,000
3,920
157,120
41,671
107,238
10,111
386
(5,000)
5,000
(85,350)
(60,000)
(1,450)
-2.99%
13.33%
-35.49%
-80.00%
-64.73%
493,240
640,540
364,266
423,374
(147,300)
-23.00%
Dues & Memberships

Internet Services
Hardware/Equipment Maintenance
90
50,000
32,300
71,000
9,600
103,225
135
15,500
29,900
75,000
9,600
107,585
90
8,310
29,900
77,000
12,000
67,300
90
6,704
29,554
55,004
9,437
63,414
(45)
34,500
2,400
(4,000)
(4,360)
-33.33%
222.58%
8.03%
-5.33%
0.00%
-4.05%
Aerial Photography
904,306
215,226
663,934
215,226
665,174
78,240
617,689
185,837
240,372
(0)
36.20%
0.00%
1,385,747
1,116,880
938,014
967,729
268,867
24.07%
Total Payroll Costs
Department Budgets
2015
Budget
Salaries
Overtime

Total Supplies
Total Services
78
2016
Budget
2017
2016
2015
2015
Budget
Budget
Budget
Actual
Inc (Dec)
%
Inc
(Dec)
279,900
353,872
391,000
449,711
(73,972)
-20.90%
279,900
353,872
391,000
449,711
(73,972)
-20.90%
3,317,658
3,237,446
2,820,402
2,778,514
80,212
2.48%
($1,000 or more)
Total Operating
Expenditures
IT Department Net Change 16-17
80,212
2.48%
Increase (Decrease)
Department Budgets
79
# of Personnel
2017 Budget
2016 Budget
$ Inc (Dec)
% Inc (Dec)
12
12
0.00%
1,158,771
493,240
1,385,747
279,900
Total Expenditures
$ 3,317,658
1,126,154
640,540
1,116,880
353,872
$
3,237,446
2015 Budget
2015 Actual
32,617
-147,300
268,867
-73,972
2.90%
-23.00%
24.07%
-20.90%
1,127,122
364,266
938,014
391,000
937,701
423,375
967,729
449,711
80,212
2.48%
$ 2,820,402
$ 2,778,516
2017 IT Expenditures
8.44%
34.93%
41.77%
Department Budgets
14.87%
IT Expenditures
1,400,000
1,200,000
1,000,000
800,000
2017 Budget
2016 Budget
600,000
2015 Budget
400,000
200,000
80
Payroll
Expenditures
Supplies
Expenditures
Service
Expenditures
Capital & Debt

Expenditures
Director Customer Service

(1)
Manager
Customer Service
(1)
Customer Service
Representatives
(14)
Department Budgets
Receptionist
(1)
Employee Position
Customer Service Mgr.
Customer Service Rep.
Receptionist
Number of
Positions
1
1
14
1
Position
Grade
15
8
2
2
$
$
$
$
Hourly Range
37.39 - $ 52.35
26.34 - $ 36.87
14.75 - $ 20.65
14.75 - $ 20.65
Auto
Allowance
$
$
$
$
-

$ 34,708 - $ 43,282
$ 28,375 - $ 34,410
$ 21,733 - $ 25,114
$ 21,733 - $ 25,114
81
Customer Service Department

Mission Statement
The mission of the customer service department is to provide assistance to the public in a professional and
courteous manner in addition to ensuring that exemptions are fairly and consistently granted.
The customer service department is responsible for representing the District in frequent contact with the
public. This department assists property owners, property tax professionals, attorneys and the general
public with any request. The customer service department administers homestead, disable veteran and
over-65 exemptions, as well as answering general questions received primarily from walk-in and telephone
inquiries. This department is responsible for ensuring that exemptions are fairly and consistently granted
per the Texas Property Tax Code.
Department Budgets
82
Tasks
Homestead Reset
Deadline
January 31
Homestead Processing
February - April
Exemption Audits
December February

Deed Processing
Mailing Address Corrections
Customer Contact (phone calls, walk-ins)
September 15
Year Round
Year Round
Year Round
Key Players
Customer Service Director, IT
Director
Customer Service
Representatives
Customer Service
Representatives
Deed Clerks
Deed Clerks
Customer Service
Representatives
Department Goals
Customer
Service
Department
2017 Goals
Improve online portal for
processing
Train staff on all facets of

homestead exemptions
Train staff on scanning homestead
applications
Output Measure
Efficiency Measure
Find ways to ensure taxpayers

are aware of the Texas drivers
license or ID address
requirement
Reduce processing time for
homestead applications
Stay up to date on portal

submissions
Scan in homestead
applications for walk-in
customers
Reduce taxpayer wait time
Retain proficient staff
Department Budgets
1 Cross trained deed processing staff to handle walk-in customers at the front counter
2 Cross trained on phone procedures and processing homestead exemptions
3 All prior year absolute exemptions were processed
83
Customer Service
2017
Detail Description
Budget
Salaries
608,326
Overtime
17,500
90,000
Medicare Tax
10,379
Retirement
Department Budgets
45,885

2% contributed.
Health Insurance
201,254
Dental Insurance
5,926
Life Insurance
2,443
3,600
6,383
Total Payroll Costs
1,120,544
Printing
Operating Supplies
84
128,848
Total Supplies
50
Business cards & ID badges
3,000
Office Supplies
15,948
15,648
300
CLEAR Investigator Subscription

Death Data File
18,998
250
Customer Service
2017
Budget
Detail Description
Repair & Maint. Contracts
1,516
KIPP 7100 Printer Maintenance
Deed Copies
2,500
Deed Copies
4,266
1,143,808
Department Budgets
Total Services
85
Customer Service
2016
2015
2015
Budget
Budget
Budget
Actual
Inc (Dec)
Inc (Dec)
Salaries
Overtime
608,326
17,500
578,028
17,500
704,164
10,000
508,556
45,698
30,298
-
5.24%
0.00%
Temporary/Contract
Medicare Tax
Retirement
Health Insurance
Dental Insurance
Life Insurance
90,000
10,379
128,848
201,254
45,885
5,926
2,443
90,000
9,905
122,960
230,961
5,726
2,864
10,171
126,267
230,961
4,282
2,864
147,770
6,796
99,392
115,179
3,270
1,389
474
5,888
(29,707)
45,885
200
(421)
0.00%
4.79%
4.79%
-12.86%
100.00%
3.49%
-14.69%
3,600
6,383
3,443
6,432
3,535
6,432
2,378
3,744
157
(49)
3,893
3,923
2,902
(3,893)
4.57%
-0.76%
100.00%
1,120,544
1,071,712
1,102,599
937,074
48,832
4.56%
50
3,000
15,948
200
6,500
14,833
100
5,734
12,115
39
2,622
16,072
(150)
(3,500)
1,115
-75.00%
-53.85%
7.52%
18,998
21,533
17,949
18,733
(2,535)
-11.77%
45
0.00%
250
1,516
2,500
250
1,516
2,000
250
1,800
4,000
1,176
2,200
500
0.00%
0.00%
0.00%
25.00%
Total Services
4,266
3,766
6,095
3,376
500
13.28%
Capital Equipment
3,162
0.00%
3,162
0.00%
1,143,808
1,097,011
1,126,643
962,345
46,797
4.27%
Total Payroll Costs
Department Budgets
2017
Printing
Operating Supplies
Total Supplies
Dues & Memberships
Repair & Maint. Contracts
Deed Copies

Total Operating
Expenditures
86
Customer Service Department Net Change 16-17
Increase (Decrease)
46,797
4.27%
2017 budget
2016 Budget
17
17
# of Personnel
1,120,544
18,998
4,266
-
Total Expenditures
1,143,808
$ Inc (Dec)
1,097,011
2015 Budget
2015 Actual
0.00%
1,071,712
21,533
3,766
$
% Inc (Dec)
48,832
(2,535)
500
-
4.56%
-11.77%
13.28%
0.00%
46,797
4.27%
1,102,599
17,949
6,095
$
1,126,643
937,074
18,733
3,376
3,162
$
962,345
2017 Customer Service Expenditures

1.66%
0.37%
0.00%
Department Budgets

97.97%
Customer Service Expenditures

1,200,000
1,000,000
800,000
2017 Budget
600,000
2016 Budget
2015 Budget
400,000
200,000
87
Payroll
Expenditures
Supplies
Expenditures
Service
Expenditures
Capital & Debt

Expenditures
88
Department Budgets
Appraisal Support Director

(1)
Appraisal Support
Manager
(1)
Department Budgets
Appraisal Support
QC Specialist
(1)
Appraisal Support
Specialist (15)
ARB
Admin. Asst. (1)
Employee Position
Appraisal Support Director
Appraisal Support Manager
Appraisal Support QC Specialist
ARB Administrative Assistant
Appraisal Support Specialist
Number
of
Position
Positions Grade
1
15
1
8
1
3
1
3
15
2
Auto
Hourly Range
Allowance
$37.39 - $52.35 $
$26.34 - $36.87 $
$17.71 - $24.81 $
$17.71 - $24.81 $
$14.75 - $20.65 $
-
Total Employee
Benefit
$34,708 - $43,282
$28,375 - $34,410
$23,426 - $27,498
$23,426 - $27,498
$21,733 - $25,114
89
Technical Support Department

Mission Statement
The Appraisal Support Division endeavors to ensure data gathered supporting appraised values are entered
accurately into district records and facilitate communication with customers during the protest season.
The Appraisal Support Division is responsible for entering data accurately, ensuring protests are entered
timely, and verifying all required forms are executed appropriately, scheduling protest hearings and ensuring
that customers receive prompt attention and accurate information.
Department Budgets
90
Tasks
Drawing and entering plans
Appointment of Agent
Fieldwork Inspection Data Entry for all
Appraisal Divisions
Rendition Data Entry
Protest Entry
Penalty Waivers
Protest Hearings
Protest - ARB Records
Sketch Verification
Entering Mechanic Liens and Permits
Deadline
All year long
All year long
March 2
Key Players
Appraisal Support
Appraisal Support
Appraisal Support
June 15
July 17
July 17
October 2
October 3
October 5
November 15
Appraisal Support
Appraisal Support
Appraisal Support
Appraisal Support
Appraisal Support
Appraisal Support
Appraisal Support
Department Goals
2017 Goals
Output Measure
Efficiency Measure
Draw all plans on system before

Appraisers go to the field
1/hr. New
Error rate below 1.5% to meet
3/hr. Remodel
6/hr. Copy
standards
Research and enter building

permits and mechanic liens
28/hr. Building Permits
10/hr. Mechanic Liens
standards
Complete BPP field work
8/hr. New
30/hr. Changes
standards
10/hr. Entry
33/hr. Scan
50/hr. Extension Request
20/hr. Waiver Request
standards
Enter Appointment of Agent

forms
40/hr. Individual
40/hr. Revocations

standards
Complete Appeals Season
22/hr. Manual protest entry

400/hr. Mass protest entry
12/hr. Affidavit processing
8/hr. ARB hearing data entry
95/hr. Certified ORD letters

standards
Complete BPP Renditions
Department Budgets
Appraisal Support
Department
1.
2.
3.
4.
5.
6.
Completed 3900 plans, 2650 copy plans, 215 master plans and reviewed 17,000 using sketch verification.
Researched and entered 6000 building permits and mechanic liens.
Entered 3600 BPP new setups and 39,000 BPP changes.
Completed entry on all BPP Renditions, scanned 24,000 renditions and entered 3900 extension requests.
Entered 46,000 Appointment of Agent forms.
Entered, scheduled and processed hearing data for 104,000 protests. Rescheduled 1300 hearings.
91
Appraisal Support
2017
Detail Description
Budget
Salaries
722,984
Overtime
26,842
Temporary/Contract
50,000
Medicare Tax
11,597
Retirement
Department Budgets
58,851

The District contributes 5% of the annual salary on a 5 year sliding vest;
the District also matches at 100% on the first 3% contributed, and 50% on
the next 2% contributed.
Health Insurance
224,931
Dental Insurance
6,623
Life Insurance
2,701
3,980
7,134
Employer paid long-term care coverage at an average of $375.49 per

employee
Total Payroll Costs
1,259,612
Printing
50
Operating Supplies
2,500
Total Supplies
2,550
Dues & Memberships
92
143,969
Training
Total Services
90
2,500
2,590
1,264,752
Business cards, name plates & ID badges

Office Supplies
TDLR (2 @ $45 each)

Salaries
Overtime
Temporary/Contract
Medicare Tax
Retirement
Health Insurance
2017
2016
2015
2015
Budget
Budget
Budget
Actual
Inc (Dec)
Inc (Dec)
722,984
26,842
50,000
11,597
143,969
58,851
224,931
677,794
26,842
50,000
10,919
135,544
258,132
834,112
25,000
27,000
12,554
155,840
285,305
542,816
26,446
142,919
7,866
101,365
103,862
45,190
0
678
8,425
58,851
(33,201)
6.67%
0.00%
0.00%
6.21%
6.22%
100.00%
-12.86%
Dental Insurance
6,623
6,400
5,289
3,250
223
3.49%
Life Insurance
2,701
3,980
7,134
-
3,201
3,795
7,189
4,351
3,538
4,364
7,946
4,846
1,555
2,686
2,923
-
(500)
185
(55)
(4,351)
-15.63%
4.87%
-0.76%
-100.00%
1,259,612
1,184,167
1,365,794
935,688
75,445
6.37%
50
2,500
-
100
2,850
420
100
3,024
-
38
1,108
80
(50)
(350)
(420)
-50.00%
-12.28%
-100.00%
2,550
3,370
3,124
1,226
(820)
-24.33%
90
2,500
-
90
2,750
-
90
2,750
-
90
1,610
333
(250)
-
0.00%
-9.09%
0.00%
2,590
2,840
2,840
2,033
(250)
-8.80%
1,264,752
1,190,377
1,371,758
938,947
74,375
6.25%
74,375
6.25%
Total Payroll Costs

Printing
Operating Supplies
Books/Publ/Subs/Databases
Total Supplies
Dues & Memberships
Training
Total Services
Total Operating
Expenditures
Department Budgets
Technical Support
Appraisal Support Department Net Change 16-17

Increase (Decrease)
93
2017 Budget
# of Personnel
2016 Budget
19
Total Expenditures
$ Inc (Dec)
19
1,259,612
2,550
2,590
-
1,184,167
3,370
2,840
-
1,264,752
$ 1,190,377
% Inc (Dec)
2015 Budget
2015 Actual
0.00%
75,445
(820)
(250)
-
6.37%
-24.33%
-8.80%
0.00%
1,365,794
3,124
2,840
-
935,688
1,226
2,033
-
6.25%
$ 1,371,758
$ 938,947
$ 74,375
2017 Appraisal Support Expenditures

0.20%
0.20%
0.00%
Department Budgets
99.59%
Appraisal Support Expenditures

1,400,000
1,200,000
1,000,000
800,000
2017 Budget
2016 Budget
600,000
2015 Budget
400,000
94
200,000
Payroll
Expenditures
Supplies
Expenditures
Service
Expenditures
Capital & Debt

Expenditures
Chief Appraiser
Litigation Attorney
(1)
Paralegal
(1)
Employee Position
Sr. Litigation Appraiser
Litigation Attorney
Paralegal
Number
of
Positions
1
1
1
1
Position
Grade
19
14
13
5
$
$
$
$
Hourly Range
47.37 - $ 66.32
36.51 - $ 51.12
34.76 - $ 48.69
20.20 - $ 28.33
Sr. Litigation Appraiser

(1)
Auto
Allowance
$ 2,400
$ 4,800
$ 2,400
$
-
$
$
$
$
Department Budgets

(1)

40,428
- $ 51,288
34,204
- $ 42,577
33,201
- $ 41,184
24,856
- $ 25,960
95
Appeals Department
Mission Statement
In furtherance of the mission of the Travis Central Appraisal District, the Appeals division through its
attorneys, paralegals and litigation appraisers, seek to provide legal analysis and property valuations for the
District during informal and formal hearings, settlement conferences, mediations, arbitrations, SOAH
hearings, and lawsuits filed in Travis County in accordance with the Texas Property Tax Code and appraisal
practices and standards, and to carry out the duties in a professional, friendly, courteous and ethical
manner.
Department Budgets
96
Key responsibilities of the legal staff include, but are not limited to: managing lawsuits, arbitrations, SOAH
hearings, mediations and settlement conferences (internally and those of outside counsel); preparation and
review of expert reports; filing and answering lawsuits; preparing and answering discovery, motions, and
judgments; and providing legal advice on day-to-day issues arising out of issues involving the Texas
Property Tax Code, exemption application, contracts, open meetings, and public information requests.
Additional responsibilities include conducting staff training/CLE, legislative bill tracking and analysis, as well
as notarizing and translating forms and documents. The litigation appraisers handle all the arbitrations and
coordinate valuation efforts for use in SOAH hearings, mediations and settlement conferences involving real
property.

Tasks
Case Transfers
Arbitrations
Mediations
Settlement Conference
Lawsuit Preparation
Deadline
Year Round
Year Round
Year Round
Year Round
Year Round
Key Players
Paralegal
Arbitration Appraiser
Attorney, Division Appraiser
Department Goals
2017 Goals
Output Measure
Lawsuit management and resolution of

commercial and residential lawsuits
through the use of set policy and
procedures, to include, pretrial motions,
monthly settlement conferences, mediation
and trial.
Standard and Metrics measured by

reduction and closure of residential
and commercial lawsuits (by property
type), of all prior year lawsuit,
reduction in litigation cost, cost of
expert witnesses, and percent loss.
Resolution of lawsuits, through pretrial

motions, mediation and trial.
Standard and Metrics measured by the

elimination of lawsuits involving three
tax years or greater in suit.
(Exception: complex litigation with
scheduling orders in place, consistent
with the court calendar)
set policy and procedures for lawsuit
management and review of and
management of status and event
codes, cost to defend, expert cost,
outside counsel firm cost and fees,
progression of the lawsuit, and length
of time on the docket not to exceed 24
months. (Exception: complex litigation
with scheduling orders in place,
consistent with the court calendar)
Manage Appeals budget involving lawsuit

expenses, outside counsel and expert
witnesses and reports, through set policy
and processes, to include: jurisdictional
motions to be filed within ten days of filed
lawsuit, lawsuit review by commercial and
residential within 10 days of lawsuit being
imputed in PACS; settlement conferences
being scheduled within 30 days of lawsuit
being imputed in PACS; monthly
settlement conferences,; monthly lawsuit
meetings across divisions; selection of
expert witness; mediation; and trial..
Develop effective management of market
and equity arbitration, utilizing skills and
expertise of TCAD mass appraisers and
MAI appraisers.
Implement 85th Legislative Changes to the

Property Tax Code, anticipating and
preparing for future changes impacting
CADS

implementation of train and quality
control of report writing, assignments
through residential and commercial
staff, as directed by department
directors.
review and analysis of all relevant
legislative bills impacting TCAD, and
the implementation of legislative
changes impacting the District.
Efficiency Measure
Quality control check, measured by the
accuracy, efficiency and consistency
across residential and commercial
portfolios, reduction in the number of
pending lawsuits and years in suit, to not
exceed lawsuit pendency of over 24
months (Exception: complex litigation
with scheduling orders in place,
consistent with the court calendar)
Quality control check: decreased
backlog of prior year suits, all pending
litigation either scheduled for pretrial
motions, settlement conference,
mediation, or trial.
Quality control check measured by initial
jurisdictional motions, settlement
conference results, adherence to lawsuit
policy and procedures, duration of
lawsuit, not to exceed 24 months
(Exception: complex litigation with
scheduling orders in place, consistent
with the court calendar)
Quality control check measured by Initial

assessment of arbitration, potential for
negotiations, determination of arbitrator
(within 10 days of receipt), and arbitration
results.
Department Budgets
Appeals
Dept.
Quality control measured by the training

and Implementation of legislative
changes impacting ad valorem tax law
through review of policy and staff
training.
1
2
3
4
5
6
7
Resolution of over 70 commercial lawsuits utilizing mass appraisal settlement conference model
Four Season Hotel - Plaintiff Non-suit based on Senior Litigation Appraiser's Review Report
Resolution of Mueller lawsuit(s) and protest
Resolution of AMD lawsuit and 2016 protest through the use of data retrieval and negotiation
Resolution of Dunn v. TCAD Motion Granted case dismissed
Reviewed and updated PACS status and event codes for utilization in 2016 lawsuits
Utilization of PACS to create documents
8
9
Updated Lawsuit policy and procedures for commercial litigation

Utilization of settlement conferences in conjunction with motions to the court to reduce prior year lawsuits
97
Appeals
2017
Budget
Salaries
Department Budgets
381,718
Auto Allowances
9,600
Overtime
1,500
Medicare Tax
5,696
Retirement
70,707
33,185
2% contributed.
Health Insurance
47,354
Dental Insurance
1,394
Life Insurance
1,387
2,044
1,502
Total Payroll Costs
556,087
Printing
98
Detail Description
50
Business cards, Name Plates and ID Badges
Operating Supplies
1,080
$15 per employee per month - office supplies
4,665
Total Supplies
5,795
Dues & Memberships
2,900
3,300
405
110
125
225
500
West Payment Center Information Charges

Texas Rules of Civil Trials
Texas Pretrial Deadline Calculator
Texas Civil Forms
Texas Rules of Court
Other Miscellaneous Publications
1,330
90
405
475
600
Appraisal Institute
TDLR License Renewal
Paralegal Division Annual Membership
State Bar Dues
TX Brokers License Renewal
Appeals
1,000
1,500
2,000
Attorney & Court Costs
SOAH
Arbitration Refunds
Expert Witness Costs
Total Services
1,435,000
Detail Description
For use in conjunction with appraisal courses & meetings
Online E-filing Charges

1,120,000
250,000
5,000
10,000
50,000
Outside Legal Council

Transfer to Reserve for Litigation
Mediation Fees
Other Legal Costs
Legal Settlements
1,500
Estimated 1 per year at $1500 each
28,125
Estimated 125 per year at $225 each
250,000
1,722,025
2,283,907
Department Budgets
2017
Budget
99
Appeals
Department Budgets
2017
Budget
2015
Budget
2015
Actual
$
Inc (Dec)
%
Inc (Dec)
Salaries
Auto Allowances
Overtime
Medicare Tax
Retirement
Health Insurance
Dental Insurance
Life Insurance
381,718
9,600
1,500
5,696
70,707
47,354
33,185
1,394
1,387
2,044
1,502
-
514,321
14,400
2,000
7,631
94,735
81,516
2,021
1,011
2,653
2,270
1,374
507,057
13,500
2,000
7,530
93,470
81,516
1,511
1,011
2,617
2,270
1,385
407,139
9,240
3,024
5,997
74,866
38,419
1,319
1,161
2,090
1,440
4,185
(132,603)
(4,800)
(500)
(1,935)
(24,028)
(34,162)
33,185
(627)
376
(609)
(768)
(1,374)
-25.78%
-33.33%
-25.00%
-25.36%
-25.36%
-41.91%
100.00%
-31.01%
37.20%
-22.95%
-33.83%
-100.00%
Total Payroll Costs
556,087
723,932
713,867
548,880
(167,845)
-23.19%
50
1,080
4,665
50
1,080
5,355
50
1,440
5,735
426
3,587
(690)
0.00%
0.00%
-12.89%
5,795
6,485
7,225
4,013
(690)
-10.64%
2,900
1,000
1,500
2,000
1,435,000
1,500
28,125
250,000
2,640
1,000
1,500
1,500
1,535,000
1,500
28,125
250,000
3,030
1,500
2,000
2,500
1,285,000
1,500
28,125
250,000
2,790
664
1,744
1,707
272,885
3,600
144,338
260
500
(100,000)
-
9.85%
0.00%
0.00%
33.33%
-6.51%
0.00%
0.00%
0.00%
1,722,025
1,821,265
1,573,655
427,728
(99,240)
-5.45%
2,283,907
2,551,682
2,294,747
980,621
(267,775)
-10.49%
Appeals Department Net Change 16-17

Increase (Decrease)
(267,775)
-10.49%
Printing
Operating Supplies
Total Supplies
Dues & Memberships
Attorney & Court Costs
SOAH
Arbitration Refunds
Total Services
100
2016
Budget
# of Personnel
Total Expenditures
2017 Budget
4
556,087
5,795
1,822,025
$ 2,283,907
2016 Budget
6
723,932
6,485
1,821,265
$ 2,551,682
$ Inc (Dec)
-2
(167,845)
(1,190)
760
$ (267,775)
% Inc (Dec)
-33.33%
-23.19%
-18.35%
0.04%
0.00%
-10.49%
2015 Budget
2015 Actual
713,867
7,225
1,573,655
$ 2,294,747
548,880
4,013
427,728
$ 980,621
2017 Appeals Expenditures
24.35%
0.25%
Department Budgets
75.40%
Appeals Expenditures
2,000,000
1,800,000
1,600,000
1,400,000
1,200,000
2017 Budget
1,000,000
2016 Budget
800,000
2015 Budget
600,000
400,000
200,000
101
Payroll
Expenditures
Supplies
Expenditures
Service
Expenditures
Capital & Debt

Expenditures
102
Department Budgets
Department Budgets
Employee Position
Director Commercial & Business
Personal Property
Commercial Manager
Personal Property Manager
Commercial Research Specialist
Sr. Personal Property Appraiser
Commercial Appraiser
Commercial Appraisal Support
Specialist
Personal Property Appraiser
Administrative Assistant
Number of
Positions
Position
Grade
1
1
1
2
2
7
18
10
10
9
6
6
$
$
$
$
$
$
44.83
29.55
29.55
28.17
22.84
22.84
$
$
$
$
$
$
62.81
41.37
41.37
39.45
32.00
32.00
$
$
$
$
$
$
6,600
6,600
6,600
6,600
6,600
6,600
$
$
$
$
$
$
34,708
30,215
30,215
29,424
26,369
26,369
$
$
$
$
$
$
1
7
1
6
5
3
$ 22.84
$ 20.20
$ 17.71
$ 32.00
$ 28.33
$ 24.81
$
$
$
6,600
-
$ 26,369
$ 24,856
$ 23,429
$ 31,619
$ 29,516
$ 27,498
Hourly Range
Auto
Allowance

43,282
36,989
36,989
35,889
31,619
31,619
Total employee benefit is comprised of health, dental, life, disability and long-term care insurance, retirement, and the employee assistance
program that are all provided by the District as terms of employment.
103
Commercial and Personal Property Appraisal Department

Mission Statement
The mission of the Commercial Appraisal department of the Travis Central Appraisal District is to provide
accurate appraisals of all commercial properties in Travis County at one hundred percent of market value,
equally and uniformly, in a professional and ethical manner, according to the Texas Property Tax Code,
USPAP, and generally adhered to IAAO standards but for jurisdictional exceptions. The mission of the
Business Personal Property Appraisal department is to discover, value and resolve disputes of all business
personal property within Travis County following Uniform Standards of Professional Appraisal Practice
(USPAP) Standard 6 for mass appraisal; To treat all businesses fairly and uniformly as they relate to others
in their industry; To comply with the Texas Comptrollers guidelines and work in unison with all other
departments to convey an accurate and fair representation of market value for the local taxing jurisdictions.
Department Budgets
The Commercial Appraisal department is responsible for appraising all commercial properties within Travis
County, including all multi-family properties of five units and larger, retail, office, industrial and lodging
properties. This department must gather data pertaining to quality, classification and value of complex
commercial properties. They are responsible for scheduling that allows for the systematic processing of
commercial protests in a timely manner that will allow the District to certify timely as well as perform
appraisals, data collection, sales analysis and estimates for construction costs for various types of
commercial properties. The Business and Personal Property (BPP) Appraisal department is responsible for
the fair and equitable appraisal of all business and personal property in Travis County. This
department is responsible for valuing all personal property accounts, including equipment, inventory,
furniture, fixtures and vehicles; they are also responsible for administering abatements, special inventory
and Freeport exemptions. Additionally, they oversee contract appraisals for utilities, transportation and
minerals.
104
Tasks
Fieldwork Inspections
Sales Verification
Valuation Schedule building
Deadline
February 1
March 1
April 11
Valuation Calibration
Property Value Study Prep
Protest Evidence Preparation
Protest Hearings
Dealer Inventory & Aircraft
Field Inspections
Depreciation & Schedule Building
Rendition Processing
Protest Hearings
April 11
April 31
May 15
July 19
September 15
February 1
March 15
March 15
June 1
April 31
May 15
July 19
September 15, 2016
Key Players
Commercial Appraisers
Commercial Director &
Managers
Commercial Director
Commercial Director
VIT Appraiser
BPP Appraisers
BPP Director
BPP Appraisers
BPP Director
BPP Appraisers
BPP Appraisers
BPP Director
Department Goals
2017 Goals
Output Measure
Efficiency Measure
Review the current Industrial Property

Classification. Refine and possible
redefine classifications based on market
data and trends.
Comparison of 2016 Industrial

Classifications compared to new 2017
Industrial Classifications.
Produce Industrial valuations that more

accurately reflect the current market trends.
Review all land submarkets based on

2016 certified values to determine areas
that need additional delineation and
refinement for 2017.
New submarkets or redrawn submarket

boundaries.
Data mining TCADs own data to more

accurately reflect the current land
submarkets and values within them.
Continue to integrate the iPad field

devices into our daily workflows during
the 2017 field cycle.
Having the ability to track and query

commercial field work data.
More expedient field cycle allowing more

time for the valuation phase of the appraisal
calendar.
Review the rapidly changing East Austin

area to fully understand the current
revitalization impacts on commercial
values.
More detailed breakdown of interim use

properties identified and calibrated into the
valuation models.
More efficient valuation and cooperation

between the commercial and residential
appraisal divisions in this area of rapid
revitalization.
Foster continued cross training of

Commercial and BPP staffs.
Number of appraisers qualified to perform

cross-departmental functions.
Reduces the organizational exposure if

some personnel leave the district by having
qualified employees to step in and
immediately produce.
Complete the commercial protest season

on June 23rd, 2017.
All improved property commercial protests

completed.
This will allow for an earlier start to the 2017

litigation season and allow for more time
during the field season and valuation
seasons for the commercial staff.
Get an early start on 2017 field work.
Field work start date
Earlier field work start date will allow for

more time dedicated to valuation and
review.
Learn and support the commercial

department with informal and other
appraisal tasks
Number of appraisers qualified to perform

cross-departmental functions.
Reduces the organizational exposure if

some personnel leave the district by having
qualified employees to step in and
immediately produce.
Continue development of an online

rendition portal for use in 2017.
Online rendition access portal
Online renditions will streamline the

rendition process
Improve TCAD rendition form for easier

use, entry, and processing.
New rendition form
Revamped rendition forms will expedite the

rendition entry process.
Conduct personal interior site visits on

each account that hasn't been rendered
in the last three years.
Performing site visits
Will give a more accurate valuation of

properties that have failed to render their
Business Personal Property.
Department Budgets
Commercial & Personal Property Appraisal
Dept.
105
Department Budgets
1. Mailed all Commercial Notices of Appraised Value the first week of April. This was also the earliest
completion date in the history of TCAD.
2. Completed all Commercial Improved Property protests by July 1st, 2016. This was the earliest
completion date in the history of TCAD.
3. Continued to implement data mining techniques to acquire more market data and create a more
accurate appraisal roll.
4. Built on the positive departmental culture that was established in 2015. Pushed to promotes
collaboration between appraisal departments/divisions while concurrently achieving organizational
results.
5. Continued to cross train the BPP staff to assist with Commercial protests. This year TCAD had
three BPP appraisers assist with Commercial protests.
6. Hosted multiple data mining training classes to train other appraisal districts on how and why we
collect the type of data we collect and how it relates to more accurate appraisals.
7. Current personal property appraisers completed all field work and associated responsibilities with
one less appraiser position than in the past and without a BPP Manager for several months of the
year.
106

2017
Budget
Auto Allowances
Medicare Tax
Retirement
1,424,760
132,000
22,718
282,017
109,170
2% contributed.
Health Insurance
272,285
Dental Insurance
8,018
Life Insurance
5,170
7,619
8,636
Total Payroll Costs
2,272,393
Printing
Operating Supplies
750
2,000
76,755
Department Budgets
Salaries
Detail Description
Office Supplies
500
500
500
500
32,000
2,500
130
700
1,200
650
325
400
1,200
500
8,350
12,420
Austin Area Apartment Survey

Austin Office Market Survey
Austin Area Multi-tenant Retail Survey
Austin Area Retail Survey
CoStar Sales Subscription
Austin Investors Interest
Austin Business Journal
Annual Trends PKF Consulting
M&S Commercial Cost Estimator 7 (1 seat)
Valuation Services Book
Robert G. Watts- Realtyrates.com
Real Estate Research Corp.
Smith Travel Research Publication
Apartment Association Income/Expense Survey
Axiometrics Apartment & Student Housing Subscription
Real Capital Analytics Subscription
107

2017
Budget
Department Budgets
(cont.)
108
Detail Description
150
2,000
105
75
8,550
500
500
2,500
Aircraft Bluebook
Guide for Construction Equipment
Used Car Guide
Older Used Car Guide
Tax Guide- Infonation, Inc.
Vehicle Inquiries
VREF Online Subscription
Other miscellaneous subscriptions
Total Supplies
79,505
Dues & Memberships
1,035
TDLR Registration Appraisal Licenses @ $45 each
8,000
Total Services
9,035
2,360,933
Salaries
Overtime
Auto Allowances
Medicare Tax
2016
Budget
2015
Budget
2015
Actual
$
Inc (Dec)
%
Inc (Dec)
1,424,760
132,000
22,718
1,328,900
125,402
21,049
1,303,248
2,500
123,600
20,671
1,199,009
319
100,444
18,136
95,860
6,598
1,669
7.21%
0.00%
5.26%
7.93%
282,017
109,170
272,285
8,018
5,170
7,619
8,636
261,302
298,890
7,410
3,707
7,316
8,324
256,604
298,891
5,541
3,706
7,185
8,324
231,416
166,140
5,057
3,330
5,498
5,101
20,715
109,170
(26,605)
608
1,463
303
312
5,038
5,077
(5,038)
7.93%
100.00%
-8.90%
8.20%
39.46%
4.14%
3.75%
100.00%
2,272,393
2,067,338
2,035,347
1,734,450
205,055
9.92%
750
2,000
76,755
450
1,970
62,252
350
1,392
57,532
701
1,487
58,600
300
30
14,503
66.67%
1.52%
23.30%
Total Supplies
79,505
64,672
59,274
60,788
14,833
22.94%
Dues & Memberships

1,035
8,000
1,035
6,000
1,195
11,000
975
7,654
2,000
0.00%
33.33%
Total Services
9,035
7,035
12,195
8,629
2,000
28.43%
2,360,933
2,139,045
2,106,816
1,803,867
221,888
10.37%
Retirement
Health Insurance
Dental Insurance
Life Insurance
Total Payroll Costs
Printing
Operating Supplies
Commercial Appraisal Department Net Change 16-17

Increase (Decrease)
221,888
Department Budgets
2017
Budget
10.37%
109
2017 Budget
23
2,272,393
79,505
9,035
$ 2,360,933
# of Personnel
Total Expenditures
2016 Budget
22
2,067,338
64,672
7,035
$ 2,139,045
$ Inc (Dec)
1
205,055
14,833
2,000
$ 221,888
% Inc (Dec)
4.55%
9.92%
22.94%
28.43%
0.00%
10.37%
2015 Budget
2015 Actual
2,035,347
59,274
12,195
$ 2,106,816
1,734,450
60,788
8,629
$ 1,803,867
2017 Commercial Appraisal Expenditures

3.37%
0.38%
0.00%
Department Budgets

96.25%
Commercial Appraisal Expenditures

2,500,000
2,000,000
1,500,000
2017 Budget
2016 Budget
1,000,000
2015 Budget
500,000
110
Payroll
Expenditures
Supplies
Expenditures
Service
Expenditures
Capital & Debt

Expenditures
Director Residential
Appraisal
(1)
Admin Asst.
(1)
Residential Specialist
(1)
Support Specialist
(1)
Team Lead
(2)
Ag Administrator
(1)
Manager
(1)
Agriculture & Residential

Appraisal Manager
(1)
Team Lead
(1)
Team Lead
(1)
Team Lead
(1)
Residential Apprsiser
(11)
Sr. Residential Apprsiser

(1)
(11)
Department Budgets
Manager
(1)
(11)
Employee Position
Number of
Positions
Position
Grade
Director Residential Appraisal

Residential Appraisal Manager
Agriculture & Residential Manager
Residential Specialist
Residential Appraisal Team Lead
Sr. Residential Appraiser
Residential Appraiser
Administrative Assistant
Ag Administrator
Support Specialist
1
2
1
1
5
1
33
1
1
1
18
10
10
10
6
5
5
4
3
2
Hourly Range
$44.83
$29.55
$29.55
$29.55
$22.84
$20.20
$20.20
$18.43
$17.71
$14.75
$62.81
$41.37
$41.37
$41.37
$32.00
$28.33
$28.33
$25.81
$24.81
$20.65
Auto
Allowance
$
$
$
$
$
$
$
$
$
$
6,600
6,600
6,600
6,600
6,600
6,600
6,600
-
Total Employee
Benefit
$34,708
$30,215
$30,215
$30,215
$26,369
$24,856
$24,856
$23,842
$23,429
$21,733
Total employee benefit is comprised of health, dental, life, disability and long-term care insurance,
retirement, and the employee assistance program that are all provided by the District as terms of
employment.
$43,282
$36,989
$36,989
$36,989
$31,619
$29,516
$29,516
$28,071
$27,498
$25,114
111
Residential Appraisal Department

Mission Statement
The mission of the Residential Appraisal department of the Travis Central Appraisal District is to incorporate
best practices to provide accurate appraisals of all residential properties in Travis County at market value,
equally and uniformly in a professional and ethical manner within the framework of the Texas Property Tax
Code and USPAP, subject to jurisdictional exceptions, and within the guidelines and standards of IAAO. The
residential department is also responsible for the appraisals of all taxable land parcels and determining if the
property is qualified for open space valuation in Travis County.
Department Budgets
The Residential Appraisal department is responsible for the fair and equitable appraisal of all residential
property in Travis County, including houses, mobile homes, duplexes, triplexes, fourplexes and residential
condominiums. This department is responsible for applying the generally accepted appraisal methods to
estimate the value of all residential property in Travis County and producing an accurate residential
appraisal roll. This department is also responsible for the scheduling that allows for the systematic
processing of residential protests in a timely manner that will allow the District to certify timely. This
department values all land, builders inventory and places productivity (usually call Ag) values on properties.
112
Key Tasks and Deadlines

Tasks
Fieldwork Inspections
Agricultural Applications
Deadline
February 1
February 1
Sales Verification
Fieldwork Inspections- Agricultural
Valuation Schedule building
Valuation Calibration
Valuation- Schedule Building
Protest Hearings
March 1
March 31
April 11
April 11
April 11
April 31
May 15
July 19
September 15
Key Players
Residential Appraisers
Land-Residential Manager, Ag
Administrator
Residential Director & Managers
Residential Director
Residential Director
Department Goals
2017 Goals
Output Measure
Use Marshall & Swift, and other

cost resources, to analyze and
adjust cost tables for "8-,8,8+" sub
classed homes
More even distribution of

adjustments between "7" and
"8" subclasses homes in Sales
and Equity grids
High-end "replacement cost new"

and ratio studies will more closely
match permit cost and sales data.
Analyze, quantify, and accurately

adjust for the contributory value of
secondary improvements (e.g.
garage apartments, "granny" flats,
detached living quarters, etc.)
Paired sales analysis, and

ratio studies, will indicate
uniform accuracy of valuation
with sale comparables
containing, and not containing,
secondary improvements
Every home in Alpha sections
K, L, Y will have "main" images
in PACs
Valuation of ever-increasing
population of Austin homes with
secondary improvements will be
more accurate
Partner with Harris govern and

internal I.T. for uniform Residential
evidence packets to publish to
online portal for home owner
viewing
Calibrate and value Alpha section
"Y" according to the "Class
Calculator" through stored
"Feature" level characteristics in
PACs
1 version of Residential
evidence packet, containing
the same format of files, autogenerates and publishes to
online portal
Homes with identical relevant
characteristics (# of corners,
uniqueness, roof pitch, etc.)
will be classed identically,
regardless of appraiser
Manual Residential evidence packet

generation, and delivery, will be
essentially obsolete, resulting in
improved efficiency and owner
experience
Uniform and equitable classing of
homes will result in more accurate
contributory values and mass market
adjustments
Identify and reasonably adjust

properties within new FEMA 100year flood map
All Residential parcels located

within the new 100-year flood
plain will be labeled with a
"Flood" land adjustment equal
to the local market effect
Values will reflect changes to, and

local market impact of, new FEMA
100-year floodplain
Consolidate urban condo

neighborhoods according to local
market factors; reduce quantity of
condo neighborhoods in K,L,X,Y
by 50%
Increased sample size in

condo sales profiles
More uniform urban condo value

increases once consolidated into
larger contributing market segments
To enable wide scale

implementation for 2018; all
images needed for the "Class
Calculator" will be obtained in the
urban core
Efficiency Measure
"Class Calculator" output will be

easily indicated by images already
on PACs by the 2017 appeals
season
Department Budgets
Department
1 Implemented standardized classroom training modules, and codified process workflows, for all 3 phases of property
tax calendar: field, valuation, appeals.
2 Completed valuation and "dropped" Notices of Appraised Values by April 4th, 2016
3 Implemented more accurate "dual-axis depreciation" matrix that linked maximum home depreciation to subclass of
home
4 Utilized new Condition categories: Average + and Good + to more accurately capture the contributory cost value of
updates and remodels
5 Completed informal appeal hearings (agents and owners) by August 12, 2016
113
2017
Budget
Salaries
Auto Allowances
Department Budgets
2,513,969
286,800
Overtime
84,000
Medicare Tax
41,829
Retirement
Detail Description
519,258
207,483
2% contributed.
Health Insurance
556,409
Dental Insurance
16,384
Life Insurance
8,650
13,444
17,648
Total Payroll Costs
4,265,874
Printing
1,200
Operating Supplies
5,000
Operating Supplies
1,725
125
750
350
500
Total Supplies
7,925
Dues & Memberships
2,115
10,000
Total Services
12,115
114
4,285,914
Austin Business Journal Subscription

Manufactured Housing Guide
Residential Cost Handbook
Miscellaneous Publications
TDLR Registration Appraisal Licenses @ $45 each

Miscellaneous Training including TAAD Courses
Salaries
Auto Allowances
2016
Budget
2015
Budget
2015
Actual
$
Inc (Dec)
%
Inc (Dec)
2,513,969
286,800
2,439,134
280,200
2,415,409
273,600
2,163,451
234,527
74,835
6,600
84,000
41,829
519,258
207,483
556,409
16,384
8,650
13,444
17,648
-
6,000
39,440
489,601
624,952
15,494
7,750
13,709
17,405
10,534
5,000
38,972
483,793
624,955
11,586
7,749
13,546
17,405
10,616
4,740
11,487
33,417
428,485
314,790
10,529
6,684
10,760
8,996
299
78,000
2,389
29,657
207,483
(68,543)
890
900
(265)
243
(10,534)
3.07%
2.36%
1300.00
%
0.00%
6.06%
6.06%
100.00%
-10.97%
5.74%
11.62%
-1.93%
1.40%
-100.00%
4,265,874
3,944,219
3,902,631
3,228,165
321,655
8.16%
1,200
5,000
1,725
1,400
5,000
3,120
750
5,100
4,565
1,123
3,628
2,148
(200)
(1,395)
-14.29%
0.00%
-44.71%
Total Supplies
7,925
9,520
10,415
6,899
(1,595)
-16.75%
Dues & Memberships

2,115
10,000
2,070
5,000
1,665
19,500
2,380
9,415
45
5,000
2.17%
100.00%
Total Services
12,115
7,070
21,165
11,795
5,045
71.36%
Capital Equipment
0.00%
0.00%
4,285,914
3,960,809
3,934,211
3,246,859
325,105
8.21%
Overtime
Temporary/Seasonal Work
Medicare Tax
Retirement
Health Insurance
Dental Insurance
Life Insurance
Total Payroll Costs
Printing
Operating Supplies
Total Operating
Expenditures
Residential Appraisal Department Net Change 16-17

Increase (Decrease)
325,105
Department Budgets
2017
Budget
8.21%
115
# of Personnel
Total Expenditures
2017 Budget
47
4,265,874
7,925
12,115
$ 4,285,914
2016 Budget
46
3,944,219
9,520
7,070
$ 3,960,809
$ Inc (Dec)
1
321,655
(1,595)
5,045
$ 325,105
% Inc (Dec)
2.17%
8.16%
-16.75%
71.36%
0.00%
8.21%
2015 Budget
2015 Budget
3,902,631
10,415
21,165
$ 3,934,211
3,228,165
6,899
11,795
$ 3,246,859
2017 Residential Appraisal Expenditures

0.18%
0.28%
0.00%
Department Budgets
99.53%
Residential Appraisal Expenditures

4,500,000
4,000,000
3,500,000
3,000,000
2,500,000
2017 Budget
2016 Budget
2,000,000
2015 Budget
1,500,000
1,000,000
116
500,000
Payroll
Expenditures
Supplies
Expenditures
Service
Expenditures
Capital & Debt

Expenditures
117
Department Budgets

2017
Budget
Department Budgets
Personnel
118
312,700
Operating Supplies
1,020
Training/Education
13,190
Attorney/Legal Costs
12,750
Total ARB Budget
339,660
Detail Description
300,000
1,200
11,500
Hearing Cost
Committee Work
Pay during training
Office Supplies
1,190
12,000
Comptroller Training
In-house Training
Outside attorneys' fees
Personnel
2016
Budget
2015
Budget
2015
Actual
$
Inc (Dec)
%
Inc (Dec)
312,700
309,920
309,920
458,101
2,780
0.90%
Operating Supplies
1,020
1,020
1,020
1,375
0.00%
Training/Education
13,190
1,755
1,755
2,295
11,435
651.57%
Travel/Meal/Lodging
1,360
0.00%
Attorney/Legal Costs
12,750
10,000
10,000
12,765
2,750
27.50%
339,660
322,695
322,695
475,896
16,965
5.26%
Total ARB Budget
Department Budgets
2017
Budget
119
2017 Budget
# of Personnel
Total Expenditures
36
312,700
1,020
25,940
339,660
2016 Budget
36
309,920
1,020
11,755
322,695
$ Inc (Dec)
2,780
14,185
16,965
% Inc (Dec)
2015 Budget
2015 Actual
0.00%
0.90%
0.00%
120.67%
0.00%
5.26%
309,920
1,020
11,755
322,695
458,101
1,375
16,420
475,896
2017 Appraisal Review Board Expenditures

0.30%
7.64%
0.00%
Department Budgets
92.06%
Appraisal Review Board Expenditures

350,000
300,000
250,000
200,000
2017 Budget
2016 Budget
150,000
2015 Budget
100,000
50,000
120
Payroll
Expenditures
Supplies
Expenditures
Service
Expenditures
Capital & Debt

Expenditures
Statistical Information
FY 2006-2015
Single
Family
Home
Sales in the
Austin Area
Average
Home
Price in
the
Austin
Area (3)
Travis
County
Population
Travis County
Personal
Income (In
Thousands) (2)
Travis
County Per
Capita
Personal
Income
2006
920,544
38,816,257
42,167
29,806
226,614
3.9%
2007
948,160
40,467,372
42,680
29,263
243,112
3.7%
2008
978,976
44,894,416
45,859
23,973
245,068
4.5%
2009
1,008,345
43,115,804
42,759
19,511
237,314
7.2%
2010
1,024,266
45,752,271
44,668
20,837
244,131
6.6%
2011
1,049,873
50,576,367
48,174
20,644
252,575
6.6%
2012
1,076,119
57,362,564
53,305
24,295
262,436
5.2%
2013
1,108,403
58,670,035
52,932
29,841
283,523
5.0%
2014
1,141,655
62,329,270
54,596
30,429
300,934
4.0%
2015
1,173,051
32,055
321,616
3.2%
Fiscal
Year
(1)
INA
INA
(3)
SOURCES:
(1) City Of Austin demographer

(2) Bureau of Economic Analysis, Department of Commerce
(3) Texas A&M University, Real Estate Research Center
(4) Texas Workforce Commission
NOTES:
INA= Information Not Available

Prior years may have been updated by the source
Travis
County Unemployment
Rate (4)
Demographic & Economic Statistics
121
Top Ten Travis County Ad Valorem Taxpayers

Top Ten 2015 Ad Valorem Taxpayers in Travis County
1
2
3
4
5
6
7
8
9
10
122
Taxpayer Name*
Samsung Austin Semiconductor
Columbia/St Davids Healthcare
PKY-San Jacinto Center LLC
Circuit of the Americas
Apple Inc
HEB Grocery Company
IMT Capital II Riata LP
I B M Corporation
CSHV-401 Congress LLC
Finley Company
Total
* Sum of all properties/accounts for the principal
taxpayer
Taxable Value
$ 2,477,907,165
$ 517,113,089
$ 307,829,941
$ 293,155,450
$ 264,264,140
$ 257,045,142
$ 256,260,021
$ 253,816,041
$ 251,256,450
$ 242,301,917
$ 5,120,949,356
% of Total County Taxable

Value
1.37%
0.29%
0.17%
0.16%
0.15%
0.14%
0.14%
0.14%
0.14%
0.13%
2.83%
Employer
State of Texas
The University of Texas/Austin
HEB Grocery Co.
Dell, Inc.
Austin Independent School District
Federal Government
Seton Family of Hospitals
City of Austin
St. Davids Healthcare
IBM Corporation
Employees
Percentage of Total
County Employment
58,263
25,893
18,729
13,000
12,395
11,218
10,945
8,858
8,369
6,000
8.49%
3.78%
2.73%
1.90%
1.81%
1.63%
1.60%
1.29%
1.22%
0.87%
Travis County Principal Employers
Seton Family of
Hospitals
6%
St. Davids Healthcare

IBM Corporation
5%
City of Austin
3%
5%
Top Ten Travis County Employers
State of Texas
34%
Federal Government
6%
Dell, Inc.
8%
HEB Grocery Co.
11%
The University of
Texas/Austin
15%
Austin Independent
School District
7%
123
Travis County Demographics

Travis County is located in south central Texas astride the Balcones Fault, the boundary between the Edwards
Plateau to the west and the Blackland Prairies to the east. Its County seat, Austin, is also the capital of Texas.
Entity
Cd
03
Entity Name
TRAVIS COUNTY
M&O Tax
Rate
0.34860
I&S Tax
Rate
0.06830
Total Tax
Rate
0.41690
Entity ID
1003
124
Travis County Demographics

Established:
January 25, 1840
County Seat:
Austin
2011 Population: 1,063,130
Square Miles:
1,023
Jurisdictions:
15 Schools
22 Cities
80 Special Districts
Travis County School Districts
Entity
ID
1001
1005
1006
1007
1009
1023
1026
1027
1037
1042
1053
1057
1059
1072
1098
Entity
Cd
01
06
07
08
1A
16
19
2A
22
3A
34
38
4A
5A
69
*Split boundary districts
Entity Name
AUSTIN ISD
DEL VALLE ISD
LAKE TRAVIS ISD
EANES ISD
HAYS CONSOLIDATED ISD*
LAGO VISTA ISD
PFLUGERVILLE ISD*
ELGIN ISD*
COUPLAND ISD*
MARBLE FALLS ISD*
MANOR ISD
DRIPPING SPRINGS ISD*
JOHNSON CITY ISD*
ROUND ROCK ISD*
LEANDER ISD*
M&O Tax
Rate
1.07900
1.04000
1.04000
1.04000
1.04000
1.06000
1.04000
1.17000
1.04005
1.05330
1.04000
1.04000
1.04000
1.04000
1.04000
I&S Tax
Rate
0.12300
0.49000
0.36750
0.17250
0.49770
0.26000
0.50000
0.37000
0.00000
0.22670
0.47500
0.48000
0.10580
0.29250
0.47187
Total Tax
Rate
1.20200
1.53000
1.40750
1.21250
1.53770
1.32000
1.54000
1.54000
1.04005
1.28000
1.51500
1.52000
1.14580
1.33250
1.51187
Travis County has 6 school districts wholly contained within its boundaries and 9 school districts which are
shared across county lines. Austin ISD is the largest school district in Travis County and the third largest
school district in the State.
125
126
Travis County Cities
Entity
ID
1002
1004
1008
1018
1019
1020
1031
1035
1036
1046
1065
1069
1071
1075
1076
1077
1078
1083
1090
1096
1102
1103
1122
Entity
Cd
02
05
09
11
12
13
2F
20
21
3F
40
44
49
5F
5G
5H
50
55
6F
61
7E
7F
83
Entity Name
CITY OF AUSTIN
CITY OF MANOR
CITY OF ROLLINGWOOD
CITY OF SUNSET VALLEY
CITY OF ROUND ROCK
CITY OF LAKEWAY
CITY OF CEDAR PARK
CITY OF CREEDMOOR
CITY OF AUSTIN/WMSN CO
CITY OF LAGO VISTA
CITY OF ELGIN
VILLAGE OF VOLENTE
CITY OF JONESTOWN
VILLAGE OF BRIARCLIFF
CITY OF LEANDER
VILLAGE OF POINT VENTURE
CITY OF BEE CAVE
M&O Tax
Rate
0.35270
0.43810
0.05720
0.11380
0.24980
0.00000
0.25446
0.36650
0.14110
0.23675
0.38000
0.00000
0.39230
0.34935
0.10000
0.24730
0.52230
0.05050
0.40364
0.43910
0.06000
0.10950
0.00000
I&S Tax
Rate
0.10620
0.27370
0.00000
0.08830
0.00000
0.00000
0.16019
0.17400
0.02890
0.24275
0.00000
0.00000
0.25770
0.30757
0.00000
0.05780
0.04330
0.11000
0.22928
0.05590
0.00000
0.00000
0.02000
Total Tax
Rate
0.45890
0.71180
0.05720
0.20210
0.24980
0.00000
0.41465
0.54050
0.17000
0.47950
0.38000
0.00000
0.65000
0.65692
0.10000
0.30510
0.56560
0.16050
0.63292
0.49500
0.06000
0.10950
0.02000
Travis County has 22 cities within its boundaries including the State capital Austin. Austin is the fourth largest
city in the state and the 34th largest metropolitan statistical area in the United States. Residents of the area
represent a diverse mixture of government employees, college students and staff, musicians, high-tech workers
and business people.
127
128
Property Taxes at Work
In Travis County property taxes support 119 local government agencies including 21 cities, 14 emergency districts, the
county, the hospital district, the junior college, 48 municipal utility districts, 1 road districts, 15 school districts, and 17 water
control improvement districts. For 2015 the projected tax levy for all taxing units in Travis County is $3,015,093,033.
DISTRIBUTION OF PROPERTY TAXES
Budget by Taxing Unit Type
School District
54.74%
Water Control
Improvement
0.70%
City
16.14%
Property taxes are local taxes that are assessed locally, collected locally, and used locally. You pay your property taxes to
the local tax collector. The tax collector distributes the funds to schools, cities and other local governments. Local
governments spend the funds on schools, roads, hospitals, police departments, fire departments and other programs.
Emergency District
1.17%
County
17.33%
Road District
Municipal Utility
0.03%
1.29%
Hospital District
4.90%
Junior College
3.69%
129
20 Year History of Appraisal Roll Values

2015 was the fifth consecutive year of appraisal roll growth. All sectors experienced growth.
130
Total Appraisal Roll
Change from Prior Year
Percent Change
1995
31,846,455,059
32
3,361,500,060
11.80%
1996
40,692,869,477
41
8,846,414,418
27.78%
1997
43,211,067,501
43
2,518,198,024
6.19%
1998
48,341,540,251
48
5,130,472,750
11.87%
1999
53,722,795,667
54
5,381,255,416
11.13%
65
11,250,147,942
20.94%
2000
64,972,943,609
2001
76,239,445,881
76
11,266,502,272
17.34%
2002
79,728,445,991
80
3,489,000,110
4.58%
2003
76,469,139,131
76
(3,259,306,860)
-4.09%
2004
77,781,583,339
78
1,312,444,208
1.72%
2005
82,375,357,378
82
4,593,774,039
5.91%
2006
95,936,148,525
96
13,560,791,147
16.46%
2007
108,842,809,351
109
12,906,660,826
13.45%
122
13,024,253,132
11.97%
2008
121,867,062,483
2009
125,928,596,303
126
4,061,533,820
3.33%
2010
120,257,672,985
120
(5,670,923,318)
-4.50%
2011
123,199,899,915
123
2,942,226,930
2.45%
2012
128,204,974,265
128
5,005,074,350
4.06%
2013
136,845,095,996
137
8,640,121,731
6.74%
2014
154,932,296,956
155
18,087,200,960
13.22%
2015
180,899,915,175
181
25,967,618,219
16.76%
Value in Billions
Year
Appraisal Roll in
Billions
$200
$180
$160
$140
$120
$100
$80
$60
$40
$20
$199519961997199819992000200120022003200420052006200720082009201020112012201320142015
Value Distributions
General Property Type
Count
Market
Residential
Commercial
Land
Business Personal Property
300,679
15,598
57,186
43,072
$ 102,780,034,362
$ 50,458,213,803
$ 14,793,521,369
$ 12,868,145,641
Total Appraisal Roll
416,535
$ 180,899,915,175
Distribution by General Property Type

Outer Ring =
Distribution by Market Value
7%
8% 10%
4%
28%
57%
Inner Ring =
Distribution by Number of Parcels
72%
Residential
Commercial
Land
Business Personal Property
14%
Commercial Distribution by Property Type

Outer Ring =
Distribution by Market Value
5%
16%
5%
25%
24%
41%
Inner Ring =
Distribution by Number of Parcels
24%
27% 22%
11%
131
Apartments
Industrial
Office
Retail
Other Commercial
2015 State Property Categories
132
State
Code
Description
SINGLE FAMILY RESIDENCE
282,950
91,638,915,001
MULTIFAMILY RESIDENCE
13,389
18,924,936,270
VACANT LOT
29,732
2,442,014,906
D1
QUALIFIED AG LAND
5,183
2,907,861,394
D2
NON-QUALIFIED LAND
FARM OR RANCH IMPROVEMENT
F1
COMMERCIAL REAL PROPERTY
F2
INDUSTRIAL REAL PROPERTY
G1
OIL AND GAS
J1
Count
Market
445
38,192,455
5,834
1,080,700,959
13,825
32,744,021,187
45
634,373,924
222,622
WATER SYSTEMS
32
23,083,666
J2
GAS DISTRIBUTION SYSTEM
10
109,879,069
J3
ELECTRIC COMPANY (INCLUDING CO-OP)
38
159,665,720
J4
TELEPHONE COMPANY (INCLUDING CO-OP)
1,265
423,198,453
J5
RAILROAD
10
23,779,834
J6
PIPELINE COMPANY
116
28,604,569
J7
CABLE TELEVISION COMPANY
45
174,628,572
J8
OTHER TYPE OF UTILITY
55,000,000
L1
COMMERCIAL PERSONAL PROPERTY
37,291
6,634,438,686
L2
INDUSTRIAL PERSONAL PROPERTY
971
4,935,661,066
M1
TANGIBLE OTHER PERSONAL, MOBILE HOMES
8,774
179,472,922
INTANGIBLE PROPERTY AND/OR UNCERTIFIED
3,136,075
RESIDENTIAL INVENTORY
7,632
531,669,576
SPECIAL INVENTORY TAX
474
281,250,104
TOTALLY EXEMPT PROPERTY
11,713
16,925,183,695
419,783
180,899,890,725
Value Distribution by Property Category

SPECIAL INVENTORY TAX
$281,250,104
RESIDENTIAL INVENTORY
$531,669,576
INTANGIBLE PROPERTY AND/OR UNCERTIFIED
$3,136,075
TANGIBLE OTHER PERSONAL, MOBILE HOMES
$179,472,922
$4,935,661,066
INDUSTRIAL PERSONAL PROPERTY
$6,634,438,686
COMMERCIAL PERSONAL PROPERTY
$55,000,000
OTHER TYPE OF UTILITY
$174,628,572
CABLE TELEVISION COMPANY

PIPELINE COMPANY
$28,604,569
RAILROAD
$23,779,834
$423,198,453
TELEPHONE COMPANY (INCLUDING CO-OP)

ELECTRIC COMPANY (INCLUDING CO-OP)
$159,665,720
GAS DISTRIBUTION SYSTEM
$109,879,069
$23,083,666
WATER SYSTEMS
$222,622
OIL AND GAS
$634,373,924
INDUSTRIAL REAL PROPERTY
$32,744,021,187
COMMERCIAL REAL PROPERTY

$1,080,700,959
FARM OR RANCH IMPROVEMENT
$38,192,455
NON-QUALIFIED LAND
QUALIFIED AG LAND
$2,907,861,394
VACANT LOT
$2,442,014,906
$18,924,936,270
MULTIFAMILY RESIDENCE
$91,638,915,001
SINGLE FAMILY RESIDENCE

$-
$40,000,000,000
$80,000,000,000
133
2014 Appraisal Workload
2013
134
2014
2015
Permits
21,135
23,985
24,274
New Subdivision
225
273
306
New Lots
2,536
4,297
6,470
New Condos
424
444
603
New Units
1,198
980
2,664
New Construction
5,197
6,110
7,503
Field Inspections
75,753
89,905
100,980
Deed Transactions
31,833
30,885
32,125
Sales Transactions
15,281
16,082
16,575
Exemptions Processed
14,154
19,611
19,548
Phone Calls
60,036
95,499
58,619
Walk In Visitors
9,995
14,999
9,427
Renditions Processed
26,615
25,651
26,889
Notices of Appraised Value Mailed
391,497
395,956
404,922
Exemptions
The general homestead exemption is for owner occupied residential properties. The exemption removes a portion of your
value from taxation providing a lower tax amount for the homestead property.
If you qualify for the Over 65 exemption there is a property tax Ceiling that automatically limits School taxes to the amount
you paid in the year that you first qualified for the Over 65 exemption.
Entity Name
ACC DIST - WMSN CO
ANDERSON MILL LIMITED DISTRICT
AUSTIN ISD
CITY OF AUSTIN
CITY OF AUSTIN/HAYS CO
CITY OF AUSTIN/WMSN CO
CITY OF BEE CAVE
CITY OF CEDAR PARK
CITY OF ELGIN
CITY OF JONESTOWN
CITY OF LAGO VISTA
CITY OF LAKEWAY
CITY OF LEANDER
CITY OF MANOR
CITY OF ROLLINGWOOD
CITY OF ROUND ROCK
CITY OF SUNSET VALLEY
COTTONWD CREEK MUD NO 1
COUPLAND ISD
DEL VALLE ISD
DOWNTOWN PUB IMP DIST
DRIPPING SPRINGS ISD
E SIXTH ST PUB IMP DIST
EANES ISD
ELGIN ISD
HAYS CONSOLIDATED ISD
HURST CREEK MUD
HUTTO ISD
JOHNSON CITY ISD
State
Mandated
Homestead
Local
Option
Homestead
1.00
20.00
1.00
25,000
State
Mandated
Over 65
10,000
6.00
20.00
10.00
20.00
$
$
$
$
$
$
$
$
$
$
10.00
$
$
$
25,000
25,000
$
$
25,000
$
$
$
25,000
25,000
25,000
$
$
25,000
25,000
Local
Option
Over 65
$ 75,000
$ 10,000
$ 135,000
$ 25,000
$ 80,000
$ 51,000
$ 51,000
$ 65,000
$ 30,000
$ 15,000
$
8,000
$
$
$
70,000
$
$
70,000
20,000
10,000
10,000
10,000
10,000
10,000
$
$
10,000
10,000
20.00
10,000
5,000
10,000
10,000
5,000
35,000
3,000
22,000
3,000
4,000
5,000
10,000
10,000
$
$
$
State
Mandated
Disability
Local
Option
Disability
$ 75,000
$ 10,000
$ 135,000
$ 15,000
$ 80,000
$ 51,000
$ 51,000
$ 65,000
$ 20,000
$ 15,000
$
8,000
10,000
35,000
$
$
3,000
3,000
5,000
70,000
$
$
70,000
20,000
10,000
100% Disabled veterans are eligible for 100% exemptions for their residence homestead. Documentation from the
Department of Veterans Affairs must be submitted indicating 1) 100 percent disability compensation due to a service
connected disability; and 2) a rating of 100 percent disabled or a determination of individual unemployability from the VA.
10,000
10,000
10,000
$
$
$
10,000
10,000
10,000
$
$
10,000
10,000
135
LAGO VISTA ISD

LAKE TRAVIS ISD
LAKEWAY MUD
LEANDER ISD
LOST CREEK LIMITED DISTRICT
MANOR ISD
MARBLE FALLS ISD
NORTH AUSTIN MUD NO 1
PFLUGERVILLE ISD
RIVER PLACE MUD
RNCH @ CYPRSS CRK MUD 1
ROUND ROCK ISD
SOUTHEAST TRAVIS COUNTY MUD NO 1
SOUTHEAST TRAVIS COUNTY MUD NO 2
TANGLEWD FOREST LTD DIST
TRAVIS CO BCCP
TRAVIS CO ESD NO 9
TRAVIS CO MUD NO 10
TRAVIS CO MUD NO 15
TRAVIS CO MUD NO 2
TRAVIS CO RFP DIST NO 6
TRAVIS COUNTY
TRAVIS COUNTY HEALTHCARE DISTRICT
VILLAGE OF VOLENTE
WELLS BRANCH MUD
WMSN-TR CO WCID NO 1F
WMSN-TR CO WCID NO 1G
$
$
25,000
25,000
25,000
$
$
$
20.00
20.00
25,000
25,000
$
$
10,000
10,000
10,000
$
$
25,000
10,000
10,000
10,000
10.00
$
25,000
10.00
20.00
10.00
30.00
10.00
20.00
20.00
20.00
5,000
$
$
$
$
$
$
$
4,000
25,000
3,000
10,000
9,100
25,000
15,000
10,000
$
$
10,000
10,000
10,000
$
$
10,000
10,000
15,000
10,000
$
$
15,000
3,000
10,000
10,000
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
50,000
65,000
4,000
10,000
10,000
5,000
3,000
4,000
15,000
15,000
30,000
75,000
75,000
25,000
10,000
45,000
$
$
15,000
65,000
$
$
$
$
10,000
10,000
5,000
3,000
15,000
$
$
75,000
75,000
$
$
10,000
45,000
$
$
15,000
15,000
$
$
15,000
15,000
5.00
20.00
Non-profit organizations that are eligible for property tax exemptions include but are not limited to: certain charitable
organizations, youth development organizations, religious organizations, non-profit private schools, charitable hospitals,
cemeteries and veterans organizations.
Property owners with mineral property or business personal property worth less than $500 are exempt from property taxes.
No exemption application is required.
136
Appraisal District Appeals
120,000
100,000
80,000
60,000
40,000
20,000
-
Distribution of 2015
Appeals
by Market Value
Business Personal
Property
5%
Distribution of 2015
Appeals
By Number of Appeals
Filed
8%
Commercial
39%
52%
Land
70%
Taxpayers have the right to

appeal their propertys
valuation. The Appraisal
Review Board considers
all evidence presented by
the property owner and the
Appraisal District Office at
formal hearings. They then
rule on the value of the
property in question.
10 Year History of
Property Appeals
Business Personal
Property
16%
6%
Commercial
Land
Residential
4%
Residential
137
Taxpayers that file an appeal are first given an opportunity to meet Informally with an appraiser. The majority
of protests filed are resolved at an informal level. If the property owner is unable to reach a value agreement
with the appraiser they are then able to carry their protest to the Appraisal Review Board for a Formal
hearing.
2%
10%
9%
Informal
Withdrawn
12%
67%
No Show/Dismissed
Formal
Other
Taxpayers dissatisfied with the Appraisal Review Board Formal hearing determination may appeal the
decision to: Arbitration, SOAH, or District Court.
10 Year History of
Property Lawsuits
1200
1000
800
600
400
200
0
138
Comptroller PTAD Studies

Annually the Comptrollers Property Tax Assistance Division performs either a Property Value Study (PVS) or
Methods and Assistance Program (MAP) review of each appraisal district.
Travis CAD received its most recent PVS review in 2014. The purpose of the PVS is to determine the median
level of appraisal for the appraisal district; and, determine the taxable value for each ISD for school funding
purposes.
2014 Property Value Study
2014 CAD Rept
Appraised Value
Median
Level of
Appr
Coefficient
of
Dispersion
% Ratios
w/in (+/-)
10% of
Median
% Ratios
Pricew/in (+/-)
Related
25% of
Differential
Median
A. Single-Family
Residences
4,278
81,613,899,419
.97
7.33
78.40
96.30
1.01
B. Multi-Family
Residences
178
15,782,902,804
.96
10.93
67.97
87.07
1.00
C1. Vacant Lots
245
2,461,892,228
C2. Colonia lots
D2. Farm/Ranch
Imp
44,979,235
E. Rural nonqualified
29
958,615,801
F1. Commercial
Real
243
26,916,178,183
.97
13.24
54.32
87.24
.99
F2. Industrial Real
604,359,046
G. Oil, Gas,
Minerals
54,502
J. Utilities
982,159,907
L1. Commercial
Personal
179
6,306,349,071
1.02
9.27
68.71
90.50
1.02
L2. Industrial
Personal
4,974,326,062
M. Other Personal
164,243,898
O. Residential
Inventory
341,521,702
S. Special
Inventory
256,885,841
Overall
5,159
141,408,367,699
.97
8.46
74.78
93.93
.99
Travis CAD received its most recent MAP review in 2015. The review is designed to determine whether
appraisal districts are meeting minimum requirements for appraisal duties and reviews specifically for
governance, taxpayer assistance, operating procedures, and appraisal standards and methodology. Travis CAD
passed all mandatory requirements and received exceeds rating in all areas of review.
Category
Number
of Ratios
**
139
2015 Methods and Assistance Program Review
140
Appraisal District Finances

Local taxing units pay CAD expenses according to their share of the total property tax levy of all the taxing
units in the CAD. Each taxing unit participating in the CAD is allocated a portion of the amount of the budget
equal to the proportion that the total dollar amount of property taxes imposed in the CAD by the unit for the tax
year in which the budget proposal is prepared bears to the sum of the total dollar amount of property taxes
imposed in the CAD by each participating unit for that year.
Budget by Taxing Unit
Water Control
Improvement
0.70%
City
16.14%
School District
54.74%
Emergency
District
1.17%
Hospital
JuniorDistrict
4.90%
Road District Municipal Utility College
0.03%
3.69%
1.29%
Top 10 Contributing Taxing Units

5%
4%
4% 4%
AUSTIN ISD
TRAVIS COUNTY
3%
County
17.33%
CITY OF AUSTIN
35%
5%
TRAVIS COUNTY HEALTHCARE DISTRICT

EANES ISD
PFLUGERVILLE ISD
5%
16%
19%
LAKE TRAVIS ISD

LEANDER ISD
ROUND ROCK ISD
The Districts financial statements are audited annually by a CPA in accordance with generally accepted
auditing standards. The results of the audit are presented to the Board.
The appraisal district budget is prepared and presented to the Board of Directors and all taxing units in
preliminary form no later than June 15th of the preceding budget year. After a public hearing is held, the Board
formally adopts the district budget no later than September 15 th. The budget outlines goals, objectives and
programs to be accomplished; operating and maintenance expenditures, personnel breakdown with staffing
levels and salary ranges; and capitalized equipment to purchased.
141
Below is summary of the major revenue sources and major expenditure categories by fiscal years for FY 2015
and the previous five years budget histories.
A useful statistic is comparing the CAD budget to the total taxes levied by the taxing entities. It reflects how
much it costs to generate a dollar of property tax revenue which, in turn, indicates appraisal and operating
efficiencies.
CAD
142
Dallas CAD
Travis CAD
Bexar CAD
Tarrant CAD
Harris CAD
El Paso CAD
2014 Tax Levy

$4,940,649,726
$3,300,883,208
$2,876,754,296
$3,609,900,717
$8,524,596,828
$991,364,185
2015 Budget
$
$
$
$
$
$
23,677,340
17,149,799
15,870,698
21,507,531
76,577,504
12,662,248
% of Levy
0.48%
0.52%
0.55%
0.60%
0.90%
1.28%
143

Net Position by Component
Last Ten Fiscal Years
(Accrual Basis of Accounting- Unaudited)
2006
Governmental Activities
Net investment in capital
assets
Unrestricted
Total Governmental Activities
Net Position
Total Primary Government

Net Position
144
SOURCE:
2007
2008
2009
$3,190,120
357,061
$2,646,972
755,021
$3,164,662
889,886
$3,688,647
1,611,684
3,547,181
3,401,993
4,054,548
5,300,331
$3,547,181
$3,401,993
$4,054,548
$5,300,331
Audited Financial Statements 2006-2010

Comprehensive Annual Financial Report (CAFR) 2011-2015
TABLE 1
Net Position by Component

2011
2012
2013
2014
2015
$3,749,926
1,895,825
$4,423,085
1,640,950
$4,094,873
1,431,888
$5,290,153
2,005,592
$3,863,065
5,685,923
$ 3,890,995
6,940,385
5,645,751
6,064,035
5,526,761
7,295,745
9,548,988
10,831,380
$5,645,751
$6,064,035
$5,526,761
$7,295,745
$9,548,988
$ 10,831,380
2010
145

Change in Net Position
2006
Expenses
Appraisal services
Interest on long-term debt
2007
2009
$ 8,625,489
20,883
$ 9,237,366
12,687
$ 10,136,925
4,064
$ 10,688,920
-
Total Governmental
Activities Expenses
8,646,372
9,250,053
10,140,989
10,688,920
Total Primary
Government Expenses
8,646,372
9,250,053
10,140,989
10,688,920
Program Revenues
Fees, fines, and charges for services
8,412,252
9,008,393
10,744,086
11,932,726
Total Governmental Activities

Program Revenues
8,412,252
9,008,393
10,744,086
11,932,726
Total Primary Government

Program Revenues
8,412,252
9,008,393
10,744,086
11,932,726
Net Revenue (Expense)

Interest income
(234,120)
95,488
(241,660)
96,472
603,097
49,458
1,243,806
1,977
(138,632)
(145,188)
652,555
1,245,783
3,685,813
3,547,181
3,401,993
4,054,548
3,685,813
3,547,181
3,401,993
$ 3,401,993
$ 4,054,548
$ 5,300,331
Change in net position

Net position- beginning of year
Net position restatement
Adjusted net position, beginning of year
Net position- end of year
SOURCE:
146
2008
$ 3,547,181

TABLE 2

2011
2012
2013
2014
2015
$ 11,527,480
-
$ 11,702,337
35,233
$ 12,278,520
-
$ 11,693,736
11,116
$ 12,032,932
-
$ 13,048,016
-
11,527,480
11,737,570
12,278,520
11,704,852
12,032,932
13,048,016
11,527,480
11,737,570
12,278,520
11,704,852
12,032,932
13,048,016
11,872,153
12,151,322
11,735,080
13,468,605
14,283,508
17,243,865
11,872,153
12,151,322
11,735,080
13,468,605
14,283,508
17,243,865
11,872,153
12,151,322
11,735,080
13,468,605
14,283,508
17,243,865
344,673
747
413,752
4,532
(543,440)
6,166
1,763,753
5,231
2,250,577
2,667
4,195,849
4,993
345,420
418,284
(537,274)
1,768,984
2,253,243
4,200,842
5,300,331
5,645,751
6,064,035
5,526,761
7,295,745
9,548,988
(2,920,450)
5,300,331
5,645,751
6,064,035
5,526,761
7,295,745
6,628,538
$ 5,645,751
$ 6,064,035
$ 5,526,761
$ 7,295,745
$ 9,548,988
$ 10,831,380
2010
147

Fund Balance- Governmental Fund
(Modified Accrual Basis of Accounting- Unaudited)
2006
General Fund
Reserved
Unreserved
Nonspendable
Restricted
Committed
Assigned
Unassigned
Total General Fund
148
2007
2008
68,657
800,120
-
$ 186,390
601,017
-
120,040
1,197,759
-
$ 868,777
$ 787,407
$ 1,317,799
2009
$
145,062
1,971,252
-
$ 2,116,314
SOURCE:

NOTE:
The District implemented GASB Statement No. 54 during the fiscal year ended December 31, 2011.
This statement eliminated the previous fund balance categories (reserved and unreserved), and replaced
them with the five new categories (nonspendable, restricted, committed, assigned and unassigned).
Fund balance amounts for fiscal year ended December 31, 2011 and thereafter reflect the new
categories; however, all previous fiscal years are presented using the old categories.
TABLE 3

82,376
2,340,265
-
$ 2,422,641
2011
$
101,849
2,135,141
$ 2,236,990
2012
$
174,147
1,933,761
$ 2,107,908
2013
$
377,866
2,302,068
$ 2,679,934
2014
$
311,360
1,250,000
1,935,393
$ 3,496,753
2015
$
1,243,778
3,419,849
1,478,066
$ 6,141,693
2010
149

Change in Fund Balance- Governmental Fund
(Modified Accrual Basis of Accounting- Unaudited)
2006
Revenues
Assessments
Less: Refunds
$ 10,674,750
10,674,750
$ 11,856,540
11,856,540
95,488
29,740
56,749
96,472
23,436
57,684
49,458
21,325
48,011
1,977
17,998
58,188
8,507,740
9,104,865
10,793,544
11,934,703
6,220,542
160,035
207,456
55,987
525,704
137,470
7,390,215
126,682
8,640
43,804
377,307
121,473
7,918,880
137,141
10,641
47,536
558,867
133,819
8,182,739
165,309
13,872
46,032
568,315
143,229
869,148
119,560
646,216
197,766
668,060
286,939
771,590
270,540
20,883
223,296
278,409
12,687
61,242
263,134
4,064
323,244
958,163
8,691,061
9,186,235
10,263,152
11,136,188
(183,321)
(183,321)
(81,370)
(81,370)
530,392
530,392
798,515
798,515
Expenditures
Appraisal Services
Payroll and related expenses
Data processing
Transportation
Operating supplies
Rentals
Legal & professional
Utilities and telephone
Building and equipment
maintenance
Other services
Debt Service
Principal
Interest
Capital outlay
Total Expenditures
SOURCE:
150
2009
$ 9,829,291
(902,018)
8,927,273
Total Revenue
Ratio of Debt Service Expenditures

to total noncapital expenditures
2008
$ 8,325,763
8,325,763
Investment earnings
Charges for services
Miscellaneous income
Excess (Deficiency) of Revenues

Over (Under) Expenditures
Other Financing Sources (Uses)
Net Change in Fund Balance
2007
3.44%
3.19%

2.69%
0.00%
TABLE 4
cal Years
(Accruaed)
2011
2012
2013
2014
2015
$ 12,591,285
(789,802)
11,801,483
$ 12,689,611
(612,738)
12,076,873
$ 12,914,797
(1,259,667)
11,655,130
$ 13,375,023
13,375,023
$ 14,246,848
(89,434)
14,157,414
$ 17,149,799
(26,908)
17,122,891
747
19,171
51,499
4,532
19,474
54,975
6,166
20,424
59,526
5,231
23,673
69,909
2,667
24,444
101,650
4,993
31,707
89,267
11,872,900
12,155,854
11,741,246
13,473,836
14,286,175
17,248,858
9,148,307
187,233
12,663
40,234
406,230
150,150
9,120,313
106,912
7,296
34,433
684,615
138,279
9,053,018
440,591
20,074
371,123
39,291
759,231
143,741
10,553,042
354,679
11,843
180,563
44,724
363,566
174,140
10,283,671
552,623
17,566
90,473
57,161
895,228
178,163
10,735,612
617,689
11,031
189,457
59,672
988,761
188,981
211,398
916,974
117,758
916,028
127,552
658,387
98,024
716,010
159,497
857,625
152,316
1,092,679
1,236,996
743,612
35,233
437,026
257,319
23,588
11,116
370,516
377,349
569,720
12,310,185
12,341,505
11,870,327
12,901,811
13,469,356
14,605,918
(437,285)
(437,285)
(185,651)
(185,651)
(129,081)
(129,081)
572,025
572,025
816,819
816,819
2,642,940
2,000
$ 2,644,940
0.00%
0.00%
0.00%
6.54%
0.00%
0.28%
2010
151
Visit or Contact Us
Office Location:
8314 Cross Park Drive
Austin, TX 78754
Mailing Address:
P.0. Box 149012
Austin, TX 78714-9012
Customer Inquiries and Assistance:
Phone: (512) 834-9138
Fax: (512) 835-5371
Email: tcad_info@tcadcentral.org
Website: www.traviscad.org
Business Hours:
Monday - Friday
7:45am-4:45pm
Directions:
From North Austin:
From north Austin go south on IH 35 and take the 183 Lockhart/Lampasas exit which will be exit number 240A - 239. Turn
left at the light onto highway 183 South staying on frontage road approximately 3/4 miles. Turn left onto Cameron Rd.
Continue for approximately one mile and turn right at the second stop light onto Cross Park Drive. Proceed 3/4 mile and our
office at 8314 Cross Park will be on the right. If you have reached the post office on the left you have gone too far.
From South Austin:
From south Austin go north on IH 35 take the 183 Lockhart/Lampasas exit which will be exit number 240A - 239. At the
second stop light turn right on Hwy 183 staying on frontage road approximately 3/4 miles. Turn left onto Cameron Rd.
Continue for approximately one mile and turn right at the second stop light onto Cross Park Drive. Proceed 3/4 mile and our
office at 8314 Cross Park will be on the right. If you have reached the post office on the left you have gone too far.
From East Austin:
From east Austin, heading west on Hwy 183 take the Cameron Road Exit, turn right onto Cameron Rd. Continue for
approximately one mile and turn right at the second stop light onto Cross Park Drive. Proceed 3/4 mile and our office at
8314 Cross Park will be on the right. If you have reached the post office on the left you have gone too far.
From West Austin:
From west Austin, heading east on Hwy 183 take the Cameron Road exit. Turn left onto Cameron Rd. Continue for
approximately one mile and turn right at the second stop light onto Cross Park Drive. Proceed 3/4 mile and our office at
8314 Cross Park will be on the right. If you have reached the post office on the left you have gone too far.
152
Appendix: Texas Property Tax

Code Section 6.06 Appraisal
District Budget & Financing
SECTION 6.06 PROPERTY TAX CODE, APPRAISAL DISTRICT BUDGET AND FINANCING
(b) The board of directors shall hold a public hearing to consider the budget. The secretary of the board shall deliver
to the presiding officer of the governing body of each taxing unit participating in the district not later than the 10 th day
before the hearing. The board shall complete its hearings, make any amendments to the proposed budget it desires,
and finally approve a budget before September 15. If governing bodies of a majority of the taxing units entitled to vote
on the appointment of board members adopt resolutions disapproving a budget and file them with the secretary of the
board within 30 days after its adoption, the budget does not take effect, and the board shall adopt a new budget within
30 days of the disapproval.
(c) The board may amend the approved budget at any time, but the secretary of the board must deliver a written copy
of the proposed amendment to the presiding officer of the governing body of each taxing unit participating in the
district not later than the 30th day before the date the board acts on it.
(d) Each taxing unit participating in the district is allocated a portion of the amount of the budget equal to the
proportion that the total dollar amount of property taxes imposed in the district by the unit for the tax year in which the
budget proposal is prepared bears to the sum of the total dollar amount of property taxes imposed in the district by
each participating unit for that year. If a taxing unit participates in two or more districts, only the taxes imposed in a
district are used to calculate the units cost allocations in the district. If the number of real property parcels in the
district and the taxing unit imposes in excess of 25 percent of the total amount of the property taxes imposed in the
district by all of the participating taxing units for a year, the units allocation may not exceed a percentage of the
appraisal districts budget equal to three times the units percentage of the total number of real property parcels
appraised by the district.
(e) Unless the governing body of a unit and the chief appraiser agree to a different method of payment, each taxing
unit shall pay its allocation in four equal payments to be made at the end of each calendar quarter, and the first
payment shall be made before January 1 of the year in which the budget takes effect. A payment is delinquent if not
paid on the date it is due. A delinquent payment incurs a penalty of 5 percent of the amount of the payment and
accrues interest at an annual rate of 10 percent. If the budget is amended, any change in the amount of a units
allocation is apportioned among the payments remaining.
Appendix: Texas Property Tax Code Section 6.06 Appraisal District Budget & Financing
(a) Each year the Chief Appraiser shall prepare a proposed budget for the operations of the district for the following
tax year and shall submit copies to each of the taxing units participating in the district and to the district board of
directors before June 15th. He shall include in the budget a list showing each proposed position, the proposed salary
for the position, all benefits proposed for the position, each proposed capital expenditure, and an estimate of the
amount of the budget that will be allocated to each taxing unit. Each taxing unit entitled to vote on the appointment of
board members shall maintain a copy of the proposed budget for public inspection at its principal administrative office.
(f) Payments shall be made to a depository designed by the district board of directors. The districts funds may be
disbursed only by a written check, draft, or order signed by the chairman and secretary of the board or, if authorized
by resolution of the board, by the chief appraiser.
(g) If a taxing unit decides not to impose taxes for any tax year, the unit is not liable for any of the costs of operating
the district in that year, and those costs are allocated among the other taxing units as if that unit had not imposed
taxes in the year used to calculate allocation. However, if that unit has made any payments, it is not entitled to a
refund.
153
Appendix: Texas Property Tax Code Section 6.06 Appraisal District Budget &
Financing
(h) If a newly formed taxing unit or a taxing unit that did not impose taxes in the preceding year imposes taxes in any
tax year, that unit is allocated a portion of the amount budgeted to operate the district as if it had imposed taxes in the
preceding year, except that the amount of taxes the unit imposes in the current year is used to calculate its allocation.
Before the amount of taxes to be imposed for the current year is known, the allocation may be based on an estimate
to which the district board of directors and the governing body of the unit agree, and the payments made after that
amount is know shall be adjusted to reflect the amount imposed. The payments of a newly formed taxing unit that has
no source of funds are postponed until the unit has received adequate tax or other revenues.
(i) The fiscal year of an appraisal district is the calendar year unless the governing bodies of three-fourths of the taxing
units entitled to vote on the appointment of board members adopt resolutions proposing a different fiscal year and file
them with the secretary of the board not more than 12 and not less than eight months before the first day of the fiscal
year proposed by the resolutions. If the fiscal year of an appraisal district is changed under this subsection, the chief
appraiser shall prepare a proposed budget for the fiscal year as provided by Subsection (a) of this section before the
15th day of the seventh month preceding the first day of the fiscal year established by the change, and the board of
directors shall adopt a budget for the fiscal year as provided by Subsection (b) of this section before the 15th day of the
fourth month preceding the first day of the fiscal year established by the change. Unless the appraisal district adopts a
different method of allocation under Section 6.061 of this code, the allocation of the budget to each taxing unit shall be
calculated as provided by Subsection (d) of this section using the amount of property taxes imposed by each
participating taxing unit in the most recent tax year preceding the fiscal year established by the change for which the
necessary information is available. Each taxing unit shall pay its allocation as provided by Subsection (e) of the
section, except that the first payment shall be made before the first day of the fiscal year established by the change
and subsequent payments shall be made quarterly. In the year in which a change in the fiscal year occurs, the budget
that takes effect on January 1 of that year may be amended as necessary as provided by Subsection (c) of this
section in order to accomplish the change in fiscal years.
(j) If the total amount of the payments made or due to be made by the taxing units participating in an appraisal district
exceeds the amount actually spent or obligated to be spent during the fiscal year for which the payments were made,
the chief appraiser shall credit the excess amount against each taxing units allocation payments for the following year
in proportion to the amount of each units budget allocation for the fiscal year for which the payments were made. If a
taxing unit that paid its allocated amount is not allocated a portion of the districts budget for the following fiscal year,
the chief appraiser shall refund to the taxing unit its proportionate share of the excess funds not later than the 150 th
day after the end of the fiscal year for which the payments were made.
SECTION 6.062 PROPERTY TAX CODE, PUBLICATION OF BUDGET
(a) Not later than the 10th day before the date of the public hearing at which the board of directors considers the
appraisal district budget, the chief appraiser shall give notice of the public hearing by publishing the notice in a
newspaper having general circulation in the county for which the appraisal district is established. The notice may not
be smaller than one-quarter page of a standard-size or tabloid-size newspaper and may not be published in the part of
the paper in which legal notices and classified advertisements appear.
154
(b) The notice must set out the time, date, and place of the public hearing and must set out a summary of the
proposed budget. The summary must set out as separate items:
(1) The total amount of the proposed budget;
(2) The amount of increases proposed from the budget adopted for the current year; and
(3) The number of employees to be compensated under the current budget and the number of employees to
be compensated under the proposed budget.
Appendix: Texas Property Tax Code Section 6.06 Appraisal District Budget & Financing
(c) The notice must state that the appraisal district is supported solely by payments form the local taxing units served
by the appraisal district. The notice must also contain the following statement: If approved by the appraisal district
board of directors at the public hearing, this proposed budget will take effect automatically unless disapproved by the
governing bodies of the county, school districts, cities, and towns served by the appraisal district. A copy of the
proposed budget is available for public inspection in the office of each of those governing bodies.
155
156
Appendix: Texas Property Tax Code Section 6.06 Appraisal District Budget &
Financing
Glossary
GLOSSARY
Accrual Basis of Accounting- Method of accounting that recognizes the financial effect or transactions, events, and
interfund activity when they occur, regardless of the timing of related cash flows.
Ad Valorem- According to value
Ad Valorem Taxation- A tax levied in proportion to the value of the ting(s) being taxed. Exclusive of exemptions, usevalue assessment provisions, and the like, the property tax is an ad valorem tax.
Ad-hoc Reports- A report generated dynamically at the information consumers request. These reports are created
due to unplanned information requests in which information is gathered to support a non-routine decision.
Appropriation- a sum of money or total of assets devoted to a special purpose.
Arbitration- the use of an unbiased third-party arbitrator to settle a dispute.
Assigned Fund Balance- The portion of the net position of a government fund that represents resources set aside
(earmarked) by the government for a particular purpose.
Glossary
ArcGIS- A geographic information system (GIS) by ESRI for working with maps and geographic information. It is used
for: creating and using maps; compiling geographic data; analyzing mapped information; sharing and discovering
geographic information; using maps and geographic information in a range of applications; and managing geographic
information in a database.
Balanced Budget Policy- The Districts policy that requires the total sum of money a government will collect in a
fiscal year equal the amount it spends on goods, services, and capital expenditures.
Basic Financial Statements- Minimum combination of financial statements and not disclosure required for fair
presentation in conformity with Generally Accepted Accounting Principles (GAAP).
Basis of Accounting- Timing of recognition for financial reporting purposes (when the effects of transaction or events
should be recognized in financial statements)
Basis of Budgeting- Method used to determine when revenues and expenditures are recognized for budgetary
purposes.
Budget Amendment- A proposal to change the dollar amount of an activity or project or to add an activity of project
after the budget has already been adopted. A budget amendment changes the final dollar amount of the budget,
requiring the jurisdictions to contribute more money to the District.
Capital Asset- Land, improvement to land, easements, buildings, building improvements, vehicles, machinery,
equipment, works of art and historical treasures, infrastructure, and all other tangible or intangible assets that are used
in operations and that have initial useful lives extending beyond a single reporting period.
157
Capital Equipment- Equipment that you use to manufacture a product, provide a service or use to sell, store and
deliver merchandise. Such equipment will not be sold in the normal course of business, but will be used and worn out
or consumed in the normal course of business.
Capital Equipment Policy (Capitalization Threshold)- Dollar value at which a government elects to capitalize
tangible or intangible assets that are used in operations and that have initial useful lives extending beyond a single
reporting period. Generally, capitalization thresholds are applied to individual items rather than groups of items unless
the result would be to exclude items that in the aggregate would clearly be material to the financial statements.
Capital Expenditure- Funds used by a company to acquire or upgrade physical assets such as property, building, or
equipment. This type of outlay is made by companies to maintain or increase the scope of their operations and falls
within their capitalization threshold. These expenditures can include everything from repairing a roof to building a
brand new building.
Cash Management Controls- Controls which promote positive cash management. Cash management is the
financial management technique used by treasurers to accelerate the collection of receivables, control payments to
vendors/creditors, and efficiently manage cash.
Glossary
Certification of Achievement for Excellence in Financial Reporting- Program sponsored by the GFOA to
encourage and assist state and local governments to prepare high-quality CAFRs. The program has been in
continuous operation since 1946. The program originally was known as the certificate of Conformance Program.
Committed Fund Balance- The portion of the net position of a governmental fund that represents resources whose
use is subject to a legally binding constraint that is imposed by the government itself at its highest level of decisionmaking authority and that remains legally binding unless removed in the same manner.
Comprehensive Annual Financial Report (CAFR) - Financial report that contains, at a minimum, three sections: 1)
introductory, 2) financial, and 3) statistical, and whose financial sections provide information on each individual fund
and component unit.
Contra Revenue Account- A revenue account that is expected to carry a debit balance instead of the usual credit
balance. A contra revenue account reduces the amounts reported in a companys revenue accounts.
Current Financial Resources Measurement Focus- Measurement focus where the aim of a set of financial
statements is to report the near-term (current) inflows, outflows, and balances of expendable financial resources. The
current financial resources measurement focus is unique to accounting and financial reporting for state and local
governments and is used solely for reporting the financial position and results of operations of governmental funds.
Debt Service- The cash that is required for a particular time period to cover the repayment of interest and principal on
a debt.
158
Deposition- A verbal or written testimony of a party or witness in a civil or criminal proceeding taken before trial,
usually in an attorneys office.
Depreciate- A reduction in the value of an asset with the passage of time, due in particular to wear and tear.
Discovery- A category of procedural devices employed by a party to a civil or criminal action, prior to trial, to require
the adverse party to disclose information that is essential for the preparation of the requesting partys case and that
the other party alone knows or possesses.
Economic Development Abatement- A tax abatement is a local agreement between a taxpayer and a taxing unit
that exempts all or part of the increase in value of the real property and/or tangible personal property from taxation for
a period not to exceed 10 years. These tax abatements are an economic development tool available to cities,
counties and special districts to attract new industries and to encourage the retention and development of existing
businesses through property tax exemptions or reductions.
Economic Resources Measurement Focus- Measurement focus where the aim of a set of financial statements is to
report all inflows, outflows, and balances affecting or reflecting an entitys net position. The economic resources
measurement focus is used for proprietary and trust funds, as well as for government-wide financial reporting. It also
is used by business enterprise and nonprofit organizations in the private sector.
Elected Contribution Rate- The board of directors may take a vote to increase the percentage of gross payroll paid
to the Texas Counties and District Retirement System (TCDRS) above that of the required rate.
Exemption- The District grants exemptions to certain organizations, persons, or property that may provide complete
relief from tax, tax at a reduced rate or tax on only a portion of the items subject to tax. Examples include the
homestead exemption and the over 65 exemption.
Glossary
Employer Contributions- A term used in the context of pension benefits and OPEB to describe actual payments
made by the employer as compared to the employers annual required contribution. Only amounts paid to trustees
and outside parties qualify as contributions.
Expenditure- Under the current financial resources measurement focus, decreases in net financial resources not
properly classified as other financing uses.
Formal Hearing- When a taxpayer protests their property value, a formal hearing before the Appraisal Review Board
(ARB) is the final step before the appeals process. The formal hearing is conducted with a panel of three ARB
members (unless special circumstances exist).
Fund- Fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources,
together with all related liabilities and residual equities or balances, and changes therein, that are segregated for the
purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations,
restrictions, or limitations.
Fund Balance- Net position of a governmental fund (difference between assets, liabilities, deferred outflows of
resources, and deferred inflows of resources).
Fund Financial Statements- Basic financial statements presented for funds, in contrast to government-wide financial
statements.
General Fund- Main operating account for a nonprofit entity, such as a government or government agency.
159
Governmental Fund- a broad category of funds used by state and local governments. Governmental funds include
the general fund, special revenue funds, capital projects funds, debt service funds and permanent funds.
Governmental Financial Reporting Model- Minimum combination of financial statements, notes, and required
supplementary information prescribed for state and local governments by the GASB.
Government-wide Financial Statements- Financial statements that incorporate all of a governments governmental
and business-type activities, as well as its nonfiduciary component units. There are two basic government-wide
financial statements: the statement of net position and the statement of activities.
Homestead- A building occupied by the owner of the freehold and his or her family, with the primary intention of
making it their home, together with the parcel of land on which it stands and the other improvements attached to it.
Improvement- Building, other structures, and attachments or annexations to land that are intended to remain so
attached or annexed, such as sidewalks, trees, drives, tunnels, drains, and sewers.
Glossary
Internal Control Framework- Integrated set of policies and procedures designed to assist management to achieve its
goals and objectives. To be truly comprehensive, a governments internal control framework must 1) provide a
favorable control environment, 2) provide for the continuing assessment of risk, 3) provide for the design,
implementation, and maintenance of effective control-related policies and procedures, 4) provide for the effective
communication of information, and 5) provide for the ongoing monitoring of the effectiveness of control-related
policies.
Jurisdiction (Taxing Entity) - The right and power to interpret and apply the law; also, the power to tax and the
power to govern. The territorial range of authority of control.
Line Item Transfer- A proposal to change the dollar amount of an activity or project or to add an activity of project
after the budget has already been adopted. A budget line item transfer does not change the final dollar amount of the
budget, and does not require the jurisdictions to contribute more money to the District.
Major Fund- funds whose revenues, expenditures/expenses, assets or liabilities are at least 10 percent of the total of
their fund category (governmental or enterprise) and 5 percent of the aggregate of all governmental and enterprise
funds in total.
Mediation- A negotiation to resolve differences that is conducted by some impartial third party.
Modified Accrual Basis of Accounting- Basis of accounting used in conjunction with the current financial resources
measurement focus that modifies the accrual basis of accounting in two important ways: 1) revenues are not
recognized until they are measurable and available and 2) expenditures are recognized in the period in which
governments in general normally liquidate the related liability rather than when that liability is first incurred (if earlier)..
Net Position- The residual of all other financial statement elements presented in a statement of financial position.
160
Nonspendable Fund Balance- The portion of the net position of a governmental fund that cannot be spent either
because the underlying resources are not in spendable form or because the government is legally or contractually
required to maintain the resources intact.
Oblique Photography- A photograph acquired with the camera axis intentionally directed between the horizontal and
vertical orientations.
Open Meetings Act- Rules that guarantee access to data held by the state or local government. This act establishes
a right-to-know legal process by which requests may be made for government-held information, to be received freely
or at minimal cost, barring standard exceptions.
Orthophotography- An aerial photograph in which the displacement of images have been removed and may also
form the base map for many GIS programs.
Parcel- A contiguous area of land described in a single legal description or as one of a number of lots on a plat;
separately owned, either publicly or privately; and capable of being separately conveyed.
Personal Property- Moveable property; belongings exclusive of land and buildings.
Real Property- Consists of the interests, benefits, and rights inherent in the ownership of land plus anything
permanently attached to the land or legally defined as immovable; also called realty.
Request for Proposal- Referred to as an RFP, is an early state in a procurement process, issuing an invitation for
suppliers, often through the bidding process, to submit a proposal on a specific commodity or service. The RFP
process brings structure to the procurement decision and is meant to allow the risks and benefits to be identified
clearly upfront.
Glossary
Rendition- A form that provides information about property that one owns. The appraisal district uses the information
the taxpayer provides to appraise that property for taxation.
Request for Qualification- A document distributed by a customer seeking delineation of credentials for suppliers of
specific types of services. Also known as an RFQ.
Required Contribution Rate- The amount (typically express as a percentage of the contribution base) that is required
to be paid into the pension fund.
Restricted Fund Balance- The portion of the net position of a governmental fund that represents resources subject to
externally enforceable constraints.
Retention Policy- A set of guidelines that a company follows to determine how long it should keep certain records.
The policy is important for many reasons, including legal requirements that apply to some documents.
Shapefile- A popular geospatial vector data format for geographic information systems software. It is developed and
regulated by ESRI as a (mostly) open specification for data interoperability among ESRI and other software products.
SOAH- State Office of Administrative Hearings
Special Purpose Government- Governments that are not general-purpose governments and have a more limited
range of purposes. This often includes townships, park districts, sanitation district, and appraisal districts.
161
Statement of Activities- A government-wide financial statement that reports the financial activity of the organization
by function over a period of time. Also known as the income statement or profit and loss statement in the for-profit
world.
Statement of Net Assets- A government-wide financial statement that reports the difference between assets and
liabilities as net assets, not fund balances or equity. Assets are reported in order of liquidity, or how readily they are
expected to be converted to cash and whether restrictions limit the governments ability to use the resources.
Liabilities are reported based on their maturity, or when cash is expected to be used to liquidate them. Net assets are
displayed in three components- invested in capital assets, net of related debt; restricted; and unrestricted.
TCDRS- Texas Counties and Districts Retirement System; TCADs retirement plan.
Glossary
Unassigned Fund Balance- The difference between the total fund balance in a governmental fund and its
nonspendable, restricted, committed, and assigned components.
162
ABBREVIATIONS:
PTAD- Property Tax Assistance Division- a department of the Texas Comptroller's office who oversees appraisal
Districts in Texas.
EARS- Electronic Appraisal Roll Submission- a submission of an appraisal roll to PTAD for review
CASS- Coding Accuracy Support System- A process used to eliminate incorrect addresses

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Travis Central

Travis County, Texas

Develop appraisals that

that mission critical

The Travis Central Appraisal District will act in accordance with

timely manner with a

Collect, analyze and

Ensure that the district

Appraise- fairly, uniformly, efficiently, and effectively, balancing

Travis Central Appraisal District FY 2017

The mission of the Travis Central Appraisal District, in

Travis Central Appraisal District

Travis Central Appraisal District FY 2017

Mr. Kristoffer S. Lands, Vice Chair

Mr. Ed Keller, Secretary

Mr. Tom Buckle

Ms. Shelda D. Grant

Mr. Bruce Grube

Ms. Eleanor Powell

Mr. Rico Reyes

Ms. Blanca Zamora-Garcia

Mr. Bruce Elfant

Ms. Marya Crigler

Prepared by the TCAD Finance Department

Budget Comparison ....................

STATISTICAL INFORMATION ...

Travis Central Appraisal District FY 2017

Travis Central Appraisal District FY 2017

TRAVIS CENTRAL APPRAISAL DISTRICT

July 26, 2016

Budget Amount Percentage Increase

Travis County Taxpayers,

FACTORS AFFECTING FINANCIAL CONDITION

Population Growth 2004-2014

Source: US Bureau of the Census, Population Estimates

TRAVIS CENTRAL APPRAISAL DISTRICT

Leana Hengst Mann

TRAVIS CENTRAL APPRAISAL DISTRICT

Distinguished Budget Presentation Award

TRAVIS CENTRAL APPRAISAL DISTRICT

HOW DOES THE PROPERTY TAX SYSTEM WORK?

THE PROPERTY TAX CALENDAR

Appraisal districts complete appraisals and process applications for exemptions.

Appraisal districts send notices of appraised value.

Appraisal review boards begin hearing protests from property owners.

Appraisal districts certify current appraised values to taxing units.

Local taxing units adopt tax rates.

Local taxing units begin sending tax bills to property owners.

TRAVIS CENTRAL APPRAISAL DISTRICT

THE ROLE OF THE APPRAISAL DISTRICT

Each Texas county is served by an appraisal district

ACCOUNTING BASIS AND CONTROLS

FINANCIAL POLICIES & PROCEDURES

Cash Disbursement Policy

Operating Budget Policy

Asset Management and Capital Improvement Policy

Cash Management and Investment Policy

BUDGET PROCESS & PROCEDURES