HomeMy WebLinkAbout05- City-Summary-pp-23-42City
Summary
City Summary Table of Contents
Georgetown Century Plan
Georgetown’s Long-Term Planning Process ..................................................................... 25
Georgetown 2030 Plan – Policy Principals.......................................................................... 25
City o Georgetown Strategic Planning Process .................................................................. 29
Georgetown’s Five Year Strategic Plan (for implementing 2030 Policy Principals) .................. 31
Budget Adoption and Management Process ....................................................................... 36
Annual Budget Calendar of Events ..................................................................................... 38
Organization
Organizational Chart ........................................................................................................... 39
Community Profile
Overview ............................................................................................................................. 40
Historic Georgetown ............................................................................................................ 40
Cultural Activities ................................................................................................................. 40
Recreation ........................................................................................................................... 41
Education ............................................................................................................................ 41
Georgetown – Then and Now .......................................................................................................... 42
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Long-Term Planning in Georgetown
Section 213.002 of the Texas Local Government Code grants municipalities the authority to “adopt a
comprehensive plan for the long-range development of the municipality”. Georgetown has a long and successful history of community involvement in the development of a comprehensive plan to guide growth
within the community. As early as 1964, the citizens of Georgetown realized the importance of such a plan in shaping the long-term growth of the City. In fact, in 1986, voters approved a City Charter
amendment requiring a comprehensive plan. This amendment committed the City to plan as a “continuous and ongoing governmental function,” with the common goal of maintaining and enhancing a
high quality of life for the City’s residents. The Charter establishes that the comprehensive plan must contain the “Council's policies for growth, development and beautification of the land within the corporate
limits and the extraterritorial jurisdiction of the City, or for geographic portions thereof including neighborhood, community or area-wide plans.” The City adopted its first comprehensive plan in 1988 and
updated it in 2006.
GEORGETOWN “2030 PLAN”
The process to update the City’s comprehensive plan began in 2006 and used a broad cross-section of citizens that provided input and ideas throughout the process. Meetings were held that allowed citizens
and stakeholders the opportunity to voice their ideas and concerns about community growth over the next 20 years. The Georgetown 2030 Comprehensive Plan or the “2030 Plan” is the product of a careful
design process that incrementally built consensus on the desired future of the City and the means to achieve that future. The 2030 Plan was adopted by City Council in 2008.
The 2030 Comprehensive Plan builds on the foundation created by the Century Plan and advances the
state-of-the-art of planning for the City’s future by establishing a Vision Statement that reflects the shared values and aspirations of citizens, and becomes the policy touchstone and the destination for the
comprehensive plan.
“2030 VISION STATEMENT”
In 2030, Georgetown is a growing city, recognized throughout the region and the nation as a premier community of choice by virtue of its exceptional livability; proud historic heritage;
welcoming, engaging people; safe neighborhoods; variety of well-paying jobs; excellent
public schools; vibrant arts and cultural offerings; and well-planned infrastructure,
transportation, and public facilities.
We have taken advantage of our strategic location by embracing sound, managed growth, and harnessing and guiding it to deliberately shape Georgetown as we choose it to be. In
embracing sound growth and encouraging a variety of densities and architectural styles, we
have promoted sustainable development patterns that are compatible with our natural
resources and historic character. We have encouraged innovation in development practices, raised quality standards for new development, re-invested in downtown and historic
neighborhoods, and revitalized areas in transition. We have achieved greater economic
autonomy by attracting quality employment and an array of local retail and commercial
services to grow our tax base, safeguard our fiscal health and retain our talented youth. All of our neighborhoods are safe and thriving, and offer quality, affordable housing to households
of all ages, lifestyles and economic means.
We have achieved our Vision by exercising leadership and by mobilizing citizens, civic and
neighborhood organizations, local businesses and institutions to work together in partnership
with the City of Georgetown, its elected and appointed leaders and staff.
We have crafted our Vision to articulate community values and aspirations, structured into the following four major themes:
Quality of Life Balanced Transportation / Efficient Mobility
Sustainable Development Effective Governance
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GEORGETOWN 2030 PLAN – POLICY PRINCIPALS
1.0 Quality of Life
1.1 Community Character
A. The City of Georgetown is regarded throughout Central Texas and the nation as a safe,
livable and beautiful “community of choice.”
B. We have retained our unique identity and heritage by protecting the historic character of downtown and our older neighborhoods.
C. We have raised the bar for development quality by encouraging innovation among forms of
development that maintain and enhance community character and conserve land and natural resources, consistent with market demand.
D. We have enhanced the community’s visual character through greater attention to roadway aesthetics, conservation of our tree canopy and green spaces, standards for appropriate
signage and enhanced gateway corridors.
E. We have preserved our irreplaceable natural resources, our lakes, rivers and hill country
scenery. Through a variety of means - including strategic acquisition and development of park lands, trails and greenways, successful partnerships, and effective use of incentives for
voluntary preservation - our open spaces are protected for future generations.
F. We have expanded public recreational use and enjoyment of our parks and open spaces by
expanding sports facilities and by enhancing our network of greenways and trails, which link major open spaces, recreational areas and our rivers and lakes.
1.2 People
A. Georgetown residents are educated, engaged, caring, diverse and committed to the
community.
B. Georgetown residents - whether long-time residents or newcomers; young households or
retirees - become deeply rooted in the community and are actively involved in community service through their faith-based involvement, civic organizations and a variety of volunteer
activities.
C. Georgetown residents are well informed and engaged with local government on key issues
affecting growth and change in the community.
D. Georgetown residents recognize and embrace their diversity and respond to opportunities to
come together in common purpose, overcoming generational, cultural, geographic and socio-economic barriers.
E. Georgetown residents are tolerant, compassionate, and reach out to those in need.
F. Georgetown residents are receptive to positive change and nurture future leaders.
G. Georgetown residents respond to the needs of all economic levels of residents through the provision of affordable housing and adequate and accessible health and social services.
1.3 Educational and Cultural Opportunities
A. Georgetown nurtures its most valuable resource—its youth—by promoting and supporting
the highest level of excellence in public education and by actively engaging them in the life of the community.
B. Southwestern University is a valued resource and a partner in community affairs. The City and University collaborate in initiatives to expand economic opportunities, to attract clean,
knowledge-based employment, and to provide cultural enrichment to citizens and opportunities to engage the student body in the community.
C. Georgetown seeks and creates partnerships to promote lifelong learning and provide affordable higher education for all, along with special venues for learning to make
Georgetown an educational destination in Central Texas.
D. Georgetown is a cultural destination in Central Texas, thanks to our vibrant community of artists and artisans, performing arts venues, and array of arts, heritage and cultural festivals and events.
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2.0 Quality Growth / Sustainable Development
2.1 Throughout Georgetown we have...
A. Attracted desired forms of balanced development, creating quality urban, suburban, and rural places that offer a choice of setting and lifestyle.
B. Encouraged residential developments that are well connected to the larger community are planned and designed to compliment the heritage and natural character of Georgetown, and
offer a variety of housing types and price ranges.
C. Encouraged sound, compact, quality growth, including pedestrian-friendly development
patterns that incorporate mixed uses and densities, conserve resources, and accommodate public transportation, alternative fuel vehicles, biking, and walking as convenient substitutes
for automobile use.
D. Reserved well-planned and well-located sites for future employment centers, sufficient to
meet our long range need for economic diversification and suitable to attract desired “clean” businesses.
E. Maintained the quality and diversity of our housing stock in all of our neighborhoods, which are framed by safe, attractive streets.
2.2 In downtown Georgetown and our older neighborhoods we have…
A. Supported home-grown businesses and planned for an optimal mix of businesses, services,
retail and entertainment suited to the scale and historic charm of downtown.
B. Attracted or created an array of civic, arts and other cultural activities and events to expand
the level of downtown activity.
C. Promoted downtown and in-town housing including infill, mixed use and the creation of
apartments and lofts over retail.
2.3 Along our major highway corridors we have…
A. Promoted development compatible with safe, efficient traffic circulation through sound standards for access management, limited installation of curb cuts and parking facility
connectivity.
B. Selectively determined appropriate locations and applied design standards for large
commercial developments and other high traffic generating uses.
C. Set high design standards for all commercial development and signage.
D. Encouraged mixed-use, and “village center” development types as alternatives to conventional strip center and stand-alone “pad” sites.
2.4 In our suburban fringe we have…
A. Exercised influence to prevent premature and incompatible development.
B. Encouraged the staged, orderly expansion of contiguous development to coincide with the expansion of roads and infrastructure.
C. Encouraged conservation development and other approaches that retain rural character and promote retention of open space.
D. Provided for the City’s long range growth with strategically timed annexations.
E. Consolidated development patterns within the city limits, where feasible, through judicious
annexation and capital investments.
3.0 Balanced Transportation / Efficient Mobility
A. Georgetown has implemented improvements to the local road and traffic control system, including new thoroughfare linkages to enhance connectivity, improved and coordinated
traffic signalization, and standards for access management to enhance traffic flow and safety.
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B. Georgetown is progressing towards a functional, well-integrated, multi-modal transportation
system, which provides convenient public transportation choices within Georgetown and access to the region’s major activity centers in and around Austin.
C. Georgetown has reduced its reliance on conventional fuels and automotive traffic by promoting alternative fuel vehicles; by retrofitting bike lanes and sidewalks in underserved
areas to enhance bicycle and pedestrian mobility; by incorporating these facilities in new developments; and by encouraging compact mixed-use and other “walkable” development
types.
D. Georgetown has assisted in carefully locating employment and commercial centers, schools,
and other high-traffic generators.
4.0 Effective Governance
A. Our City government retains its reputation for providing a high level of responsiveness to citizens and in exercising visionary leadership in planning and investing for the future.
B. We have created and enforced innovative, effective and fair regulatory codes and development standards to guide growth and improve development quality. We have
streamlined the regulatory process, particularly for desired development types and locations.
C. Georgetown has achieved a high level of service coordination, both internally and with
County, State and other city service providers.
D. Georgetown has anticipated and planned for the long-range need for public facilities
including police, fire, recreation and libraries.
E. The City has coordinated with the Georgetown Independent School District for the
appropriate siting and timing of new school construction, consistent with the City’s growth management strategy.
F. Georgetown has maintained and improved its fiscal strength by:
Actively promoting sustainable economic development through recruitment of
desired industries and employers.
Guiding a compact growth pattern, which reduces public facility costs.
Carefully prioritizing spending consistent with adopted capital improvement plans and budgets.
Judicious use of incentives and subsidies for desired development.
G. Georgetown has taken a leadership role in the use of advanced technology to incorporate
sustainable “green infrastructure,” including initiatives to:
Conserve water resources through reduced consumption.
Effectively re-use treated wastewater for irrigation.
Encourage renewable sources of energy.
Promote maximum recycling.
Promote the use of alternative fuels.
Provide high speed internet access for all citizens.
H. The City has followed through on its commitment to plan for the future, by adopting a comprehensive plan; by consistently applying it as a criterion in all decision-making; by
implementing actions called for in the plan; and by periodic monitoring and updating of the plan.
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City Vision
Statement
Georgetown
2030 Plan
Citizen
Participation
Plan
Overall
Transportation
Plan
Downtown
Master
Plan
Parks
Master
Plan
Utility
Master
Plan
Five Year
Fiscal Forecast/
Strategic Operating
Plan
Annual
Council
Priorities
Annual Operating
Budget
Five Year CIP
Facilities, Streets,
Drainage, General, Parks,
IT, Electric, Water Services
City of Georgetown Strategic Planning
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Link to Annual Budget
The City staff and elected and appointed City Officials rely on the comprehensive plan to provide direction
and guidance for recommending and authorizing the expenditure of public funds. The City Council used the guiding principals included in the 2030 Plan to develop wide-scope Priority Areas to further the
progression in implementing the Vision Statement of the 2030 Plan. Goals that pertain to each Priority Area are determined, carrying out the principals included in the Plan. Goals will include various strategies
to be implemented in the Annual Budget. Priority Areas and related goals may require multiple years for implementation through strategies that vary from year to year. The Annual Budget specifically defines the
methods or processes by which the City Manager and City staff will go about achieving the desired results planned for each Priority Area.
Goals, Strategies and Objectives
Goals represent specific outcomes that will promote or enhance implementation of a Priority Area and the
Vision Statement of the 2030 Plan. Strategies are the specific actions needed to accomplish goals. Both goals and strategies are identified through strategic planning sessions with the senior management team
and key division staff guided by the Vision Statement and policy principals of the 2030 Plan and City Council direction. The Annual Budget includes a detailed look at each operational area, or department,
within the City's divisions.
Each division/department within the City has developed it own unique set of Major Department Goals which enhance its purpose and connection to the 2030 Plan. Annually, each department reviews and
updates these goals and determines its Major Department Goals for the upcoming year. Major Department Strategies are specific plans to achieve Major Department Goals, which in turn reflect both the
specific purpose of the particular department and objectives for furthering the implementation of the 2030 Plan. Strategies may require multiple years to be achieved. Strategic Five-Year Plans
The City uses a five-year planning horizon to prepare the capital projects program and financial forecasts. The five-year capital projects program and the anticipated funding sources are incorporated into and
adopted with the Annual Budget. The capital planning process is discussed in more detail with the Capital Projects section. Five-year financial forecasts are prepared to guide policy and priority decisions of staff
and Council. The financial forecasts meet fiscal and budgetary policies (see Reference Section) and are based on historical trends, programs, and projects outlined during the other planning processes, and
reasonable economic and growth projections. The revenue forecasts from these models are included in the Financial Summary section.
The following section provides an overview of the City’s Strategic Plan and its connection to the Council’s
Priority Areas which then links to the 2030 Plan Policy Principals. The Council Priority Areas are codified under each Policy Principal, along with each related strategic area and opportunity. Primary responsibility
for implementing each opportunity and estimated time frame is also included. A chart that further illustrates the Strategic Plan, along with estimated costs is also provided. Strategies for 2010/11 are then
reflected in the related department pages of the Annual Budget. In addition, the five year financial forecasts for the City’s General Fund, Water Services Fund and Electric Fund are included in the
Reference Section of this document.
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Georgetown’s Five Year Strategic Plan
For Implementing the 2030 Policy Principals
1.0 QUALITY OF LIFE - Council Priority Areas:
1.1 Continue Implementation of the Downtown Master Plan
Work with Williamson County for site selection for a downtown parking garage
• Management Services/ City Manager’s Office - 2012 thru 2014
1.2 Expand and coordinate Parks and Recreation System
Continue to market Georgetown as a destination for tourism through hotel motel tax
funding
• Community Services/Convention & Visitors Bureau – 2012 thru 2016
Continue to implement Garey Park plan
• Community Services/ Parks - 2012 thru 2016
Develop a plan for a West Side Park
• Community Services/ Parks - 2012 thru 2015
1.3 Encourage and support Affordable Housing Programs
1.4 Expand recycling opportunities and environmental program initiatives
Develop the specifications and documentation for a Request for Qualifications with
Proposals process for solid waste and recycling services
• Georgetown Utility Systems/ Environmental Services
• 2012 - RFQ process, selection and implementation
Continue planning for non attainment for air quality standards
• Transportation/ Administration – 2012 thru 2015
Continue marketing towards green industries that are desirable for Georgetown’s
economic development mixture
• Management Services / Economic Development - 2012 thru 2015
Prepare alternative fuel sites thus closing the City’s fueling station in San Gabriel Park
• Finance Administration/ Facilities & Vehicle Service Center – 2013 thru 2015 2.0 QUALITY GROWTH/SUSTAINABLE DEVELOPMENT - Council Priority Areas:
2.1 Continue revitalization and economic development
Strategize marketing focus on biotech/medical economic development
• Management Services /Economic Development - 2012 thru 2015
Continue to develop the Williams Drive Gateway Overlay District through utilization of
purchased property for economic development
• Management Services / Economic Development - 2012 thru 2016
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Continue to work with developers for the Summit at Rivery Park hotel and convention
center
• Management Services / Economic Development - 2012 thru 2014 Finance & Administration / Administration
Leverage existing data center infrastructure for additional high-tech economic development
• Management Services / Economic Development - 2012 thru 2015
Utilize 4A sales tax funding to expand the Texas Life Sciences Commercialization
Center (TLCC)
• Management Services / Economic Development - 2012 thru 2013
2.2 Continue efforts for community long-range planning
Continue to secure electric power supply options in anticipation for the expiration of the Lower Colorado River Authority power supply contract in 2016
• Georgetown Utility Systems/Administration – 2012 thru 2015
Emphasize Transit Oriented Development to ensure Georgetown is prepared for
regional light rail
• Transportation/Administration 2012 thru 2016
Continue to update and enhance the Unified Development Code to ensure there is no
deterioration of development standards
• Community Development/Planning – 2012 thru 2016
Prepare for development in the area of IH35 and HWY 29 (North)
• Community Development/Planning – 2012 thru 2016
Support business who are pursuing LEED certification in new construction and redevelopment
• Community Development/Building Inspections – 2012 thru 2016
3.0 BALANCED TRANSPORTATION / EFFICIENT MOBILITY - Council Priority Areas:
3.1 Alleviate traffic congestion
Purchase software and hire staff to take over traffic signalization from the state
• Transportation/Administration - 2013 thru 2015
• Finance Administration/Information Technology - 2013 • Georgetown Utility System/System Engineering - 2013 thru 2014
Develop plan for funding increased street maintenance costs related to Williams Drive
• Transportation/Administration - 2012 thru 2015
• Finance Administration/Administration – 2012 thru 2015
Utilize the Transportation Improvement Plan to address the continued congestion and
allow citizens to “commute” inside the City
• Transportation/Administration - 2012 thru 2015
Construct 2008 bond referendum projects, including South East Arterial 1 and FM 1460
improvements
• Transportation/Administration - 2012 thru 2014
• Georgetown Utility System/System Engineering - 2012 thru 2014
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4.0 EFFECTIVE GOVERNACE - Council Priority Areas:
4.1 Improve Quality of services while keeping property taxes low
Plan financial mitigation for the Over 65 “Freeze” exemption for property taxes
• Finance Administration/Administration - 2011 thru 2015
Plan for possibility of decreasing service levels
• Management Services/City Manager’s Office & City Council – 2012 thru 2016 4.3 Ensure adequate staffing and competitive compensation for all employees
Continue to promote training and leadership to enhance staff succession planning
• Management Services/Human Resources – 2012 thru 2016
4.4 Continue implementation of the City’s Facility Plan
Continue to update and enhance the City’s Facilities Plan to ensure the best possible
use for the Albertson’s building
• Finance Administration/Facilities – 2012 thru 2013
• Management Services/Economic Development & City Manager’s Office –
2012 thru 2013
Purchase property and plan for a new electric facility
• Finance Administration/Facilities
• Georgetown Utility Systems/Electric • 2012 purchase land; 2013 design; 2016 construct
4.5 Increase operational efficiency and financial integrity
Ensure the City’s technical systems meet future needs through improvements to the Customer Information System; Automated Meter Interface, Automated Meter Reading,
Computer Aided Dispatch and Financial Information Systems
• Finance Administration/Information Technology – 2012 thru 2016
• Finance Administration/Utility Office, Accounting & Purchasing – 2012 thru 2014
• Georgetown Utility Systems/Electric & Water – 2010 thru 2015
Update the City’s charter to ensure it meets the on-going needs of the citizens,
governing body and staff
• Management Services/Legal Department - 2012
Work towards a AAA bond rating
• Finance Administration/Administration - 2012 thru 2015
Continue to implement actions for the Citizen Participation Plan, especially through the
use of social networking sites or other communication outlets
• Management Services/Public Information Office - 2012 thru 2016
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Five Year Strategic Plan
Lead
Division 2011/12 2012/13 2013/14 2014/15 2015/16
Quality of Life
Develop the specifications and documentation for a Request
for Qualifications with Proposals process for solid waste and
recycling services GUS $40,000 RFP Implement
Prepare a feasibility study for taking over Lake Georgetown Com Svcs 50,000$
Continue to market Georgetown as a destination for tourism
through hotel motel tax funding Com Svcs ongoing ongoing ongoing ongoing ongoing
Continue to implement Garey Park plan Com Svcs 1,500,000$ 4,000,000$
Complete design and construction of an amphitheater in San
Gabriel Park Com Svcs 1,500,000$
Leverage Cedar Park Schlitterbaun as an opportunity to attract
visitors Com Svcs
Finalize a Storm Water Management Plan and Site Operating
Plan for the Collection Station and closed landfill GUS 25,000$
Implement Trails Plan by expansion of River Trails Com 1,000,000$ 1,000,000$ 1,000,000$
Continue planning for non attainment for air quality standards Mgt Svcs
Work with County for site selection for a downtown parking
garage (2011/12)Mgt Svcs 5,000,000$
Expand educational programs to teach responsible pet
wornership and importance of spaying/neutering Police
Develop a plan for a West Side Park (2012-2014)Com Svcs 750,000$
Explore the feasibility of a bookmobile service Com Svcs Implement
Continue management of the Home Repair Program Dev Svcs
Continue marketing towards green industries that are
desirable for Georgetown’s economic development mixture
(2011-2015)Mgt Svcs
Quality Growth / Sustainable Development
Continue to secure electric power supply options in
anticipation for the expiration of the Lower Colorado River
Authority power supply contract in 2016 (2011-2015)
GUS
Strategize marketing focus on biotech/medical economic
development (2011-2015)Mgt Svcs
Complete improvements required by the 2006 Annexation Plan GUS
Continue to develop the Williams Drive Gateway Overlay
District through utilization of purchased property for economic
development (2011-2015)
Mgt Svcs
Continue to work with developers for the Summit at Rivery
Park convention center (2011-2015)Mgt Svcs
Leverage CitiCorp infrastructure for additional high-tech
economic development (2011-2015)Mgt Svcs 50,000$ 50,000$ 50,000$
Utilize 4A sales tax funding to expand the Texas Life
Sciences Commercialization Center (TLCC) (2011-2013)Mgt Svcs
Assist in creation of Tax Increment Reinvestment Zones for
areas identified as growth corridors or redevelopment areas Finance
Emphasize Transit Oriented Development to ensure
Georgetown is prepared for regional light rail (2011-2015)Transp Svcs
Continue to implement the Downtown Masterplan for
redevelopment Mgt Svcs
Continue to update and enhance the Unified Development
Code to ensure there is no deterioration of development
standards (2011-2015)
Dev Svcs
Prepare for development in the area of IH35 and HWY 29
(North) (2011-2015)Mgt Svcs
Continue to implement Water Services Master Plan (CIP)GUS 7,234,000$ 6,472,000$ 15,731,000$ 9,559,000$ 8,898,000$
Implement Energy Services Master Plan (CIP)Mgt Svcs 5,145,000$ 3,950,000$ 2,061,000$ 1,633,000$ 1,622,000$
Recruit a second major corporate headquarters (2011-2015)Mgt Svcs
Adopt the Housing Element and two other elements of the
Comprehensive Plan Dev Svcs
Support business who are pursuing LEED certification in new
construction and redevelopment (2011-2015)Dev Svcs
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Five Year Strategic Plan (continued)
Lead
Division 2011/12 2012/13 2013/14 2014/15 2015/16
Balanced Transportation / Efficient Mobility
Finalize traffic management plan to include signals, signs,
speed limits and other traffic calming measures Trans Svcs 150,000$
Prepare for expansion of the City’s Park and Ride facility
(2014-2015)Trans Svcs 2,500,000$
Update Sidewalk Master Plan and funding strategies Trans Svcs
Develop plan for funding increased street maintenance costs –
Williams Drive (2011-2015)Trans Svcs 250,000$ 250,000$ 250,000$
Utilitze the Transportation Improvement Plan to address the
continued congestion and “commute” inside the city (2011-
2015)
Trans Svcs
Construct 2008 bond referendum projects: Southeast Arterial
1 Trans Svcs 5,250,000$
Construct 2008 bond referendum projects: FM 1460 Trans Svcs 250,000$ 2,500,000$
Continue implementation of maintenance programming
identified by pavement management system Trans Svcs 1,582,000$ 1,521,000$ 1,095,000$ 1,217,000$ 1,150,000$
Implement EPA Phase Ii regulations and Regional Stormwater
Plan Trans Svcs 300,000$ 656,000$ 550,000$ 400,000$
Plan for Southwest By-Pass Trans Svcs 1,250,000$
Improve FM 971 and Austin avenue intersection Trans Svcs 500,000$
Include design standards in the Overall Transportation Plan for
esidential streets to decrease speed and a master plan for a
network of sidewalks and bicycle paths Dev Svcs
Effective Governance
Continue to promote training and leadership to enhance staff
succession planning (2011-2015)Mgt Svcs
Continue to update and enhance the City’s Facilities Plan to
ensure the best possible use for the Alberson’s building (2011-
2012)
Finance
Ensure the City’s technical systems meet future needs
through improvements to the Customer Information System;
Automated Meter Interface, Automated Meter Reading,
Computer Aided Dispatch and Financial Information Systems
(2011-2015)
Finance
3,250,000$ 500,000$ 500,000$
Plan for financial mitigation for the over 65 exemption freeze
for property taxes (2011-2015)Finacne
Implement new Neighborhood Watch programs through the
City Police
Plan for possibility of decreasing service levels Mgt Svcs
Update the City’s charter to ensure it meets the on-going
needs of the citizens, governing body and staff. (2011)Mgt Svcs 5,000$
Work towards a AAA bond rating (2011-2015)Finance
Pursue grant opportunities to offset the cost of City
ependitures for capital improvements Mgt Svcs
Improve benefits for staff through innovative ways to keep
health care costs down through wellness programs, plan
design, self funding, benefits cooperatives and premium
structure
Mgt Svcs
Purchase property and plan for a new electric facility (2011
purchase; 2012 design; 2014 construct)GUS 1,000,000$ 5,000,000$
Prepare a plan for alternative fuel sites to close the city’s
fueling station in San Gabriel Park (2013-2015)Finance
Negotiate franchise agreemetns with neighboring utilities
operating within the City limits GUS
Implement city-wide records management program by
continuing to inventory and implement customeized records
retention schedules for every department
Mgt Svcs
20,000$ 20,000$ 20,000$
Explore pricing methodology to determine cost recovery rates
for parks and recreation programs and services Com Svcs
Continue to implement actions for the Citizen Participation
Plan, especially through the use of social networking sites or
other communication outlets (2011-2015)
Mgt Svcs
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Budget Adoption and Management Process
Budgeting is an essential element of the financial planning, control and evaluation process of municipal government. The “operating budget” is the City’s annual financial operating plan. The
annual budget includes all of the operating departments of the general fund, proprietary funds, debt service funds, special revenue funds, and capital improvement funds of the City.
Comprehensive Plan – The Georgetown 2030 Plan is the City’s comprehensive plan as required by
the City of Georgetown Charter (Section 1.08) to preserve, promote and protect public health and general welfare, prevent overcrowding, ensure adequate transportation, availability of necessary
utilities and services, and conserve and protect the City’s natural resources. The 2030 Plan is the City’s master plan. The City’s Annual Budget is designed to further the implementation of the 2030
Plan.
City Charter Requirements– The Charter (Section 6.02) requires “a proposed budget prepared by the City Manager and submitted to the City Council at least thirty days prior to the end of the fiscal
year. The budget shall be adopted not later than the twenty-seventh day of the last month of the fiscal year. No budget will be adopted or appropriations made unless the total estimated revenues, income
and funds available shall be equal to or in excess of such budget or appropriations, except otherwise provided”. Therefore, the budget will be presented to the City Council no later than the 1st day of
August to provide the City Council time to adopt the budget in the required time frame.
Preparation – The City’s budget process begins each year with the Capital Improvements Program (CIP) planning process during January and February. CIP budgets are prepared on five and ten year
planning horizons, based upon population and development projections. Revenue estimates for utility operations, as well as development impact fees, are prepared to forecast the ability of the rate base to
fund needed capital maintenance, upgrades and expansions. Five year and ten year pro-forma models for each utility are prepared, as well as a ten year general fund and property tax model, which
is prepared to determine the impact of general infrastructure and facilities improvements on future property tax rates.
Each City department prepares a two-year operating budget. While only one year is formally adopted,
the projection of the second year (2012/13) projected budget) is presented to identify the impact of current year programs and commitments on future budgets, and provides a “basis” for beginning the
following year’s budget process.
Review of the 2010 Bi-Annual Citizen’s Quality of Life Survey results, along with feedback from the City’s Advisory Boards, is presented to the City Council for use in determining priorities for the upcoming year. During early March, the City Manager and the Management Team hold public workshops with the City Council to update and develop the Priority Areas and related goals for the
next fiscal year. The City Council’s direction for implementing these goals then provide the basis by which the City Manager prepares the City Manager’s Proposed Budget, allocating resources to best
meet the goals needed to execute the Priority Areas to further the implementation of the 2030 Vision Statement.
Public Participation - The budget review process includes City Council participation in the
development of each segment and allows for citizen participation in the process, while allowing for sufficient time to address policy and fiscal issues by the City Council. The City Council holds “Budget
Workshops” to allow the public to provide comment and feedback on the City Manager’s Proposed Budget. A copy of the City Manager’s Proposed Budget is also filed with the City Secretary and a
copy is also available at the Georgetown Public Library for citizen review. Budget information is also posted to the City’s website.
Adoption – Once the budget appropriations are finalized, the City Council will hold a public hearing,
and subsequently adopts by Ordinance the final proposed budget as amended. The budget will be effective for the fiscal year beginning October 1st.
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2011-2012 Budget Process Timeline
Capital
Improvement
Plan
(CIP)
January
February
March
April May June
July
August
September
October
•Budget calendar process
developed
•CIP internal meetings set
•Finance meets with Boards and Commissions
•5 year revenue models updated
•Wastewater Master Plans
updated
•Internal meetings to update 5
year CIP
•ISF meetings with divisions
•Strategic Operational Plan packages go out to Divisions
•Mid Year packages go out to Divisions
•Fiscal Policy reviewed and
approved
•Base Budgets developed
•Service Level Requests developed
•City Manager detail review of base budgets
AdoptionStrategic
Planning
Budget
Balancing
Presentations
to Council
Budget amendments may be made during the year in accordance with state law and City Charter.See detailedrequirementsintheBudgetandFinancialPoliciesincludedintheReferenceSection.Typically,budget amendments areproposedtoCouncilaspartoftheMidYearAnnualBudgetReviewinMayofeachyearandatfiscalyearend.
•Mid Year Review
•Status of current year programs
•Mid Year Financial Report
•Revenue projections finalized
•4A and 4B Corporations develop budget
•Council priorities are finalized
•CIP presented to Council
•New Program Requests developed
•Goals, Strategies and Performance Measures
updated by departments
•Finance and City Manager meet
with functional areas to address issues
•Tax Roll finalized
•City Manager’s budget balanced
•Council budget packages prepared
•City Manager’s Budget presented to Council
•Council Budget Workshops
•Budget adopted
•Tax Roll approved
•Tax Rate adopted
•4A and 4B Board budgets ratified
•Village PID Board budget ratified
•Administrative Divisions and Departments organizational
structure adopted
Appropriations – The point of budget control is at the department level budget for all funds. The
budget is adopted by personnel, operations and capital (POC) totals within departments. Total appropriations are presented by Funds/by Divisions on page 36 and by Funds/by POC on page 38.
POC detail by department is also included on each division summary tab, as well as, within each department’s budget pages. The Charter (Section 6.030.) provides that any transfer of appropriation
between funds must be approved by the City Council. The City Manager may transfer without City Council approval appropriations between departments within the same operational division and fund.
The City Manager may also authorize transfer of salary adjustment monies between funds that are budgeted in a citywide account.
Budget Amendments – The Charter (Section 6.04) provides a method for budget amendments and
emergency appropriations. The City Council may authorize with a majority plus one vote, an emergency expenditure as an amendment to the original budget. This may be done in cases of grave
public necessity or to meet an unusual and unforeseen condition that was not known at the time the budget was adopted. In practice, this has been interpreted to include revenue-related expenses within
the enterprise funds and timing differences on capital improvement projects.
38
2011/12 Annual Budget
Calendar of Events for Budget Adoption & Implementation
Planning and Preparation
January – February • Budget process schedule set.
• Capital Improvement Program (CIP) internal department meetings to discuss proposed projects, including 5-year model update. Preliminary funding estimates prepared.
• Management Team begins preliminary review and update of staff recommended priorities for 2011/12.
• Strategic planning process begins.
• Finance meets with City’s Boards and Commissions.
• Internal Service Funds (ISF) meets with divisions for 2010/11 needs.
March – April • Survey results presented to Council.
• Council holds 2011/12 Budget Priority Planning and Strategy ranking sessions.
• ISF allocations are prepared. • Departmental narrative and program requests are distributed.
• 2011/12 Base Budgets and Service Level Improvements (SLI) are completed.
May • Mid-year Review of 2010/11 Annual Budget presented to Council. • 2011/12 CIP presentation to Council.
• Annual review and update of Fiscal and Budgetary policy.
• Base Budget and SLI changes are updated; preview 2011/12 budget concerns.
• Preliminary tax rate calculation / revenue projected. • Public workshops on budget issues.
• Finance prepares program summary report.
June • Five-year financial forecast models updated. • City Manager’s CORE budget is balanced and workbook prepared including recommended Service Level Improvements and New Programs.
• Budget packages prepared in accordance with Council guidelines and Georgetown 2030 Plan.
• Revenue and expenditure projections finalized.
July • 2011/12 City Manager’s Proposed Budget presented to Council.
• Tax roll finalized.
• Property tax rate and revenue projections finalized.
Adoption
August – September • Proposed budget is linked to long-term goals from comprehensive plan. • Finalize 2011/12 programs.
• Finalize 2011/12 proposed tax rate.
• Certified tax roll is accepted by Council. • Final recommendations and Budget Summary distributed to Council and public.
• Public hearings on proposed budget and tax rate held.
• Budget and tax rate ordinances presented to and adopted by Council.
October 1 • Implement 2011/12 Annual Budget.
Budget Amendments Budget amendments may be made during the year in accordance with state law and City Charter. See detailed requirements in the budget and Financial Policies included in the Reference Section. Typically, budget amendments are proposed to Council as part of the
Mid Year Annual Budget Review in May of each year and at fiscal year end.
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HOME RULE CITY
CITIZENS OF GEORGETOWN
CITY COUNCIL Mayor / Seven Councilmembers
CITY ATTORNEY CITY SECRETARY CITY MANAGER MUNICIPAL COURT JUDGE
Communications Deputy City Manager
COMMUNITY SERVICES ASSISTANT
CITY MANAGER
FINANCE AND
ADMINISTRATION
Administration
Convention and Visitor’s Bureau
Library
Administration
Accounting
Information Technology
Municipal Court
Purchasing
Support Services
Governmental Contracts Economic Development
Vehicle Service Center
Parks
Recreation
GEORGETOWN UTILITY SYSTEMS
TRANSPORTATION
Administration Administration
COMMUNITY
DEVELOPMENT
Administration
FIRE
Administration
POLICE
Inspection Services
Planning
BOARDS AND COMMISSIONS
Utility Billing
Energy Services
Environmental Services
Systems Engineering
Airport
Stormwater Drainage
Streets
Human Resources
Water Services
Main Street
Geographic Information Systems
Administration
Field Operations/ Support Services
Animal Services
Operations
40
Community Profile
Overview
Founded July 4, 1848, Georgetown was originally the agricultural trade center for the county and surrounding area. After the Civil War, reconstruction
brought prosperity to Georgetown through four main industries -- cattle, cotton, the university and the railroad. Georgetown has enjoyed consistent growth and development through the years. In recent years
the City has become more industrialized and commercially oriented. Along with the commercial
growth, Georgetown has successfully promoted
tourism, which has brought a significant economic benefit to the community.
The City of Georgetown’s estimated 2011 population was 48,902 within the city limits, with an estimated population of 70,932 including the extraterritorial jurisdiction. Georgetown is a Home Rule Charter City and operates under the Council-Manager form of government. A mayor and seven council members are
elected from single-member districts, with elections being held the first Saturday in May. Historic Georgetown
Since the 1982 Georgetown has been synonymous with Main
Street, a downtown economic development effort administered through the Texas Historical Commission and the National
Main Street Center. Over $120 million has been reinvested in revitalization efforts in the downtown area. Private and public
entities joined in partnership to restore and renovate downtown commercial structures, public buildings as well as building new
structures to help anchor the commercial district. This unprecedented success has made our community the shining
star of the Texas Main Street program and an example for small cities nationwide to follow. It has been the building block
for Georgetown’s recent economic development gains.
The restoration of Georgetown’s "living room", one of a few remaining Victorian era downtown squares in the country, has revitalized the heart of Georgetown into a thriving district with shops and restaurants. In
1997, Georgetown gained recognition for the successful effort of its citizens to preserve the historic character of the city when it became the first city in Texas to win the Great American Main Street Award.
The Georgetown Square is considered by many to be the finest example in the state of a Victorian town square. Our historic square is certainly the magnet that draws people to Georgetown. However, once
they're here, people soon realize there's much more to our community. It's a town with a strong identity and people who care about it... people that make sure we never stop trying to enhance both Georgetown's
appeal and the lives of those who choose to live here. Cultural Activities
Cultural activity thrives in Georgetown. Southwestern University's
contribution of quality theater, dance, fine arts and lecture events add a
valuable dimension to our cultural life. The Art deco-styled Palace Theatre, located on the downtown square, was renovated and
rejuvenated by townspeople, and showcases events such as plays and musicians, as well as, other types of performing arts. Georgetown
always has a full calendar of local events including the “up the Chisholm Trail Cattle Drive” down Main Street each September. Other major
annual events include the Fourth of July Celebration, Christmas Stroll, and the Red Poppy Festival each Spring.
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Recreation
Georgetown offers a wealth of recreation opportunities through its award winning Parks and Recreation program. In Georgetown there are currently 34 city parks, comprising 473 total developed
acres. The parks range from a half-acre neighborhood park to the one hundred-acre city wide San Gabriel Park. There are almost 9 miles of Hike/Bike Trails, including a 1.7 granite trail that loops
around San Gabriel Park, three cemeteries, athletic complex, five swimming pools, downtown pocket parks and tennis center, as well as, a wide range of facilities including: softball and baseball
fields, soccer fields, playground equipment, individual and group
picnic shelters, basketball and tennis courts and disc golf. The Tennis Center facility includes a full size swimming pool and baby pool, 11 tennis courts and activity center on 7 wooded acres.
San Gabriel Park, considered to be the “jewel” of Georgetown also has a sunken garden, gazebo, football stadium, rodeo area, creative playscape for children and is home to the newly renovated Community Center. Expansion of the City’s Recreation Center was completed in January 2009. The project included
renovation of the building and the addition of an indoor pool, an outdoor splash pool, a new gymnasium, an indoor track, new rooms for exercise classes and activities and an expanded weight room. Renovated areas within the existing Recreation Center will be used for teen and senior activities. The 47,000 square-
foot expansion provides a total of more than 65,000 square feet of interior space. The City of Georgetown
Parks and Recreation Division was presented with an “Outstanding Park Award” from the National Softball Association (NSA) for McMaster Athletic Complex. The complex has won the National Softball
Association’s award every year since its opening in 2001, and is recognized by the Association as one of the most outstanding softball complexes in the state. Georgetown’s hike and bike trail was designated a National Recreation Trail by the U.S. Department of the Interior, the only trail in Texas to be so recognized in 2006. In 2007, the division was awarded the TRAPS Gold Medal Award for Excellence in Parks and
Recreation. In 2009, recognitions include the "Current Plan of the Year Award" from the Central Texas Section of the American Planning Association for the Parks, Recreation and Trails Master Plan, the APPA
Texas Chapter - Current Planning Award for the Parks, Recreation and Trails Master Plan, and the TRAPS Regional Best Department Marketing Plan for Regions 5 and 7.
The $9.8 million Georgetown Public Library opened in January
2007. The library is 55,000 square feet and allows for the expansion of book collections and other materials. It also
includes a larger reference area and more computer work stations, as well as, expanded children’s areas with a
performance stage and seating area. Two large community rooms are also located on the second floor. The Library also
houses the “Red Poppy Coffee Company”, a locally owned coffee house.
Education
Georgetown is also the home of Southwestern University, an independent, selective four-year undergraduate college, offering a
traditional liberal arts and sciences curriculum. Southwestern was the first institution of higher learning in Texas, chartered by the Republic of Texas in 1840 and has received national recognition for its academic program and cost-effectiveness. The latest U.S. News & World Report
Best Colleges edition ranked Southwestern as the top-rated national liberal arts university in Texas.
Georgetown Independent School District (GISD) serves a diverse population of Williamson County
students from pre-K to 12th grade. The district serves elementary students in three pre-K-2 campuses,
three 3-5 campuses, and four K-5 campuses. Secondary students attend one of three middle schools and
a ninth-grade campus which opened in August 2008, before attending the district's high school. An alternative high school campus serves students who participate in a self-paced general curricular program.
There are also three private schools and two parochial schools in the area.
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Georgetown – Then and Now
This is a comparison of Georgetown today and as it was a decade ago.
♦ Tax rate is the lowest in Central Texas area
♦ Population has grown by 43%
♦ Tax base has grown by 116%
2001/2002 2011/2012
Population 34,273 48,902
Customer Growth 7-10%1.23%
Building Permits Issued 718 606
Unemployment Rate 5.90%7.31%
Appraised Values $1,938,770,383 $4,196,184,135
Average Home Value $156,390 $184,959
Total Budget $87,617,326 $178,271,253
Total Tax Rate $0.30708 $0.38750
Maintenance on Streets $2,118,017 $3,216,682
Debt Service Tax Rate $0.11259 $0.16460