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Summary
City Summary Table of Contents
Georgetown Century Plan
Georgetown’s Long-Term Planning Process........................................................................1
Century Plan Policy Statements, Goals and Strategies........................................................3
Annual Operating Plan Calendar of Events.........................................................................13
Organization
Organizational Chart ...........................................................................................................14
Community Profile
Overview .............................................................................................................................15
Historic Georgetown............................................................................................................15
Cultural Activities.................................................................................................................15
Recreation...........................................................................................................................16
Education ............................................................................................................................16
Georgetown – Then and Now ..........................................................................................................17
1
Georgetown’s Long-Term Planning Process
Georgetown Century Plan
The City of Georgetown is guided by a comprehensive strategic plan called the Georgetown
Century Plan. The Century Plan (the Plan) was created by a broad-based group of Georgetown
citizens, elected and appointed officials, and staff during the late 1980's. The Plan documents
and formalizes the goals and processes by which Georgetown will strive to enhance its quality of
life. Its foundation is the City’s mission statement and a set of 17 policy statements, which are
updated at least once every five years.
Mission Statement and Policy Statements
The City’s Mission Statement serves as a broad statement of purpose. There are seventeen
citizen defined policy statements intended to support the City's mission. Each describes in
specific terms a desired ending state or result. The Policy Statements are the vision of
Georgetown at its very best and represent the ultimate target at which all activities of the City are
aimed. Policy Statements are addressed with goals and strategies and assigned to each City
Division. Each goal represents a specific Council or citizen direction given toward achieving the
more general Policy Statement. Policy Statements may or may not have specific goals and
strategies planned for the upcoming fiscal year. More detailed planning and additional resources
may be required to identify the goals and determine the necessary strategies to achieve them.
Functional Plans
The Century Plan is further defined through periodic updates and through the development of
Functional Plan Elements that address the 17 policy statements. The Functional Plans are
created by citizen work groups and provide more detailed direction for accomplishing the Policy
Statements. Generally, one functional plan is prepared and adopted each year. Each Functional
Plan may address one or more policy statements. The policy guidance from each new Functional
Plan is incorporated into the Century Plan and determines each Policy Statement’s specific goals
and strategies. The Functional Plan elements adopted to date are:
Land Intensity Plan Transportation and Utilities Plan
Economic Development Strategic Plan Parks & Recreation Plan
Facilities and Services Plan Urban Design Plan
Airport Functional Plan
A planned update of the overall Century Plan Document is scheduled to begin in the upcoming
fiscal year.
Link to Annual Budget
The City staff and elected and appointed City Officials rely on the Policy Statements to provide
direction and guidance for recommending and authorizing the expenditure of public funds. The
budget is the Annual Operating Plan element of the Century Plan. It is prepared around the
17 policy statements, and the Functional Plans for each area set by the City Council at its budget
workshops. Community input is also a factor in determining use of resources. Not all Policy
Statements are addressed in each Annual Operating Plan element. The Annual Operating Plan
specifically defines the methods or processes by which the City Manager and City staff will go
about achieving the desired results for each policy statement.
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Goals, Strategies and Objectives
Goals represent specific outcomes that will promote or enhance Policy Statements. 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 Century Plan and Council priorities. The Annual Operating Plan Element is 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 Policy Statements. 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 various Policy Statements and the specific
purpose of the particular department.
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 Operating Plan. 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 pages provide an overview of the Century Plan Policy Statements and the goals
and strategies planned for the upcoming year.
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City of Georgetown
Century Plan Policy Statements
Goals and Strategies
1.0 Policy Statement:
The community enjoys the benefits of well-planned land use in which conflicting needs are
balanced.
Management Services - City Council:
Goal: Develop policies which enhance the quality of life for the community while preserving its
unique character and natural resources.
Strategy: Implement the Unified Development Code (UDC) to ensure consistency of the City’s
development ordinances to preserve the character of the community.
Planning & Development Services - Current Planning:
Goal: Foster and maintain a philosophy that encourages continuous input into the current
planning process from key stakeholders, including real estate developers, other government
agencies, and utility providers.
Strategy: Continue implementation of the Unified Development Code, including proposing
amendments if necessary.
Strategy: Operate and continue implementation of the Property Information Resource Center
(PIRC) to increase customer access to information within the Planning and Development area.
Planning & Development Services - Long Range Planning:
Goal: Promote growth management strategies to guide the City’s land use, transportation,
infrastructure and economic development decisions.
Strategy: Complete the Overall Transportation Plan so that it will provide a description of the
roadway network, potential roadway improvements, and transportation model to be used as a
planning tool for the City.
Strategy: Complete a Century Plan Summary Brochure for public distribution, highlighting
adoption of the revised Century Plan Policy Statements, Future Land Use Goals and Objectives,
and Thoroughfare Plan.
Strategy: Process Century Plan Amendment for Annexation Policy.
2.0 Policy Statement:
Georgetown’s natural and physical resources are managed so that citizens enjoy the benefits
of economic and social development.
Parks and Recreation:
Goal: Provide on-going maintenance and operation of City park system to provide beautiful, safe
parks and opportunities for personal growth.
Strategy: Start construction on Lake Georgetown Trail and Rivery Park hike and bike trail
project.
Strategy: Work with Corps of Engineers at Lake Georgetown to make sure the trail connections
are seamless.
Strategy: Upgrade facilities and maintenance of San Gabriel Park.
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3.0 Policy Statement:
City owned, sponsored or managed health and human services enhance the quality of life of
the citizens of Georgetown.
Georgetown Utility Systems - Administration:
Goal: Maintain quality utilities and transportation systems that promote well-planned
development.
Strategy: Initiate first phase for implementation of improvements associated with Wolf Ranch.
Strategy: Continue regional wastewater implementation for the San Gabriel basin.
Management Services - Animal Services:
Goal: To ensure adequate, safe accommodations and care for animals in the custody of the City
and to provide a professional and comfortable environment for customers to conduct their
business with Animal Services.
Strategy: Relocate the Animal Services Department into a new Animal Shelter Facility.
Management Services - Governmental Contracts:
Goal: To ensure all citizens have access to services which support them in living safe, healthy,
and productive lives.
Strategy: Continue workshops for community and social services providers on results-oriented
performance objectives and prevention issues, and form service partnerships as appropriate.
4.0 Policy Statement:
Prehistoric and historic resources are preserved, protected and promoted for the benefit of
the citizens of Georgetown.
Fire Department - Prevention:
Goal: Maintain the safety of the Historic District and character of Georgetown.
Strategy: Establish a Fire District for the downtown Historic District that insures proper safety
measures are being met for its protection.
Management Services - City Council:
Goal: Develop policies which enhance the quality of life for the community while preserving its
unique character and natural resources.
Strategy: Implement the Downtown Master Plan to guide development and public improvements
in the downtown overlay district in a manner that promotes the economic interests of the
community, as well as enhancing the quality of life for the community, preserving its unique
character and natural resources, and adequately serving the personal needs of its citizens.
Strategy: Continue to work with Simon Development to develop the Wolf Ranch property.
Planning & Development Services - Administration:
Goal: Reinforce the City’s commitment to establishing sensitive and historically compatible
development projects in the Downtown Overlay and Master Plan.
Strategy: Implement the Downtown Overlay and Master Plan through a coordinated review by
the Planning Department, Building Inspections, and the Historic and Architectural Review
Commission.
Finance & Administration - Administration:
Goal: Plan for the City’s future financial growth, thus protecting and enhancing the City’s quality
of life.
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Strategy: Explore funding options to implement the Downtown Master Plan, including possible
use of economic development incentives.
5.0 Policy Statement:
All citizens have access to safe and adequate housing opportunities.
Management Services - City Manager’s Office:
Goal: Facilitate community activities to address public requests for needs and services.
Strategy: Seek partnerships to assist the City in its efforts to develop affordable housing options.
Planning & Development Services - Inspection Services:
Goal: Promote the use of automated technology in the permit and inspection areas to streamline
processes and reduce costs.
Strategy: Research and improve the options for a Development Tracking System in the
construction permitting and inspection process to increase efficiency for all users.
6.0 Policy Statement:
City owned, sponsored or managed public information and education services enhance the
quality of life of the citizens of Georgetown.
Finance & Administration - Utility Office:
Goal: Increase public awareness of utility issues and topics through proactive communication
with customers.
Strategy: Improve public awareness of water conservation and conservation issues by
expanding the summer water conservation advertising and education program.
Finance & Administration - Sanitation:
Goal: Increase participation in sanitation programs and events through proactive communication
with citizens.
Strategy: Work with the Utility Office to publicize the Recycling Drop-off Center located at the
Collection Station to educate the public on existing recycling opportunities in Georgetown.
Strategy: Continue to provide targeted community education of sanitation requirements in
conjunction with Code Enforcement staff.
Management Services - Library:
Goal: Provide increased space for library services so that the citizens of Georgetown will have
access to more library materials and expanded library programming.
Strategy: Work with the City Manager on plans for a new or expanded library facility.
Planning & Development Services – Administration / Inspection Services:
Goal: Promote the use of technology and automation as a planning and communication tool to
improve decision making and increase efficiency and productivity.
Strategy: Research technological opportunities to improve the Division’s development and
property database and streamline the permitting and development tracking processes.
Strategy: Operate and continue implementation of the Property Information Resource Center
(PIRC) which allows immediate customer access to computerized land use/development
information.
Planning & Development Services - Long Range Planning:
Goal: Promote distribution and use of Geographical Information System (GIS) data for citizens of
Georgetown.
Strategy: Initiate an internet based GIS mapping program to provide public access to the City’s
aerial photography, zoning, future land use, and other geographic data.
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Police Services - Field Operations Bureau:
Goal: Maintain a comprehensive public education program designed to increase awareness,
provide information and change behavior in order to prevent, identify and respond to incidents
that threaten the security and safety of the community.
Strategy: Enhance public education of Homeland Security issues and concerns through
quarterly dissemination of information.
7.0 Policy Statement:
Citizens of Georgetown are well protected from crime and disorder, natural disasters and
emergencies.
Fire Department - Operations:
Goal: Maintain an Operational Readiness level that will meet the emergency demands of the
community.
Strategy: Place in service a new pumper to ensure response capabilities for the entire city are
being met.
Strategy: Design and purchase a quint apparatus initiating an apparatus replacement program.
Strategy: Establish a Fire Training Facility utilizing property that was previously occupied by
Georgetown Utility Systems.
Management Services - Human Resources:
Goal: Attract, retain, and develop a quality workforce.
Strategy: Complete development of supervisor and administrative assistant resource manuals to
provide guidance on policy administration, safety processes, staffing and payroll procedures,
benefits, and compensation.
Planning & Development Services - Long Range Planning:
Goal: Promote coordination of 911 programs with the County and Central Texas region.
Strategy: Provide Williamson County 911 and the Capital Area Planning Council continuous,
updated 911 street addressing data for the City of Georgetown.
Police Services - Administrative Services Bureau:
Goal: Ensure police coverage is equitable to all parts of the City of Georgetown to decrease
response time during calls for service.
Strategy: Research and develop additional Beat Plan.
Goal: Test and evaluate all aspects of emergency management response in simulated
conditions.
Strategy: Create and implement a County-wide full-scale emergency management exercise.
Goal: Educate the public on proper planning in preparation for natural or man made disasters.
Strategy: Develop and implement a citizen disaster planning initiative.
Police Services - Support Services Bureau:
Goal: Reduce crime through public education and collaborative community efforts.
Strategy: Create a proactive Crime Prevention program that educates the public on a wide
variety of crime prevention related issues.
Police Services - Field Operations Bureau:
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Goal: Continue to improve and enhance investigative abilities through advanced technology and
interagency cooperation.
Strategy: Develop and coordinate a multi-jurisdictional computer crimes task force.
8.0 Policy Statement:
Parks, open space, recreation facilities and services, and social and cultural activities
contribute to an enhanced quality of life for the citizens of Georgetown.
Management Services - Library:
Goal: Provide increased space for library services so that the citizens of Georgetown will have
access to more library materials and expanded library programming.
Strategy: Work with the City Manager on plans for a new or expanded library facility.
Parks and Recreation - Parks Maintenance:
Goal: Improve the City of Georgetown park system to provide beautiful, safe parks and a high
quality of life.
Strategy: Expand the hike and bike trail to Lake Georgetown.
Strategy: Provide for ongoing maintenance and operations of existing parks.
Goal: Explore funding opportunities such as grants and other sources for future park
development.
Strategy: Research a park development permit fee for parkland improvements.
Parks and Recreation - Recreation:
Goal: Ensure access to recreation facilities and programs for all residents regardless of race,
gender, age, income or physical ability.
Strategy: Expand and diversify recreation program opportunities to encompass a wider range of
activities for youth and adults in athletic leagues, aquatic and fitness programs.
Police Services - Support Services Bureau:
Goal: Maintain a knowledgeable, motivated, and well-trained work force, with an emphasis on
customer service.
Strategy: Develop and implement a 40-hour In-service training class for sworn personnel.
Goal: Ensure that supervisory personnel receive updates on legal and current supervisory
practices.
Strategy: Develop and implement In-service training for supervisors.
9.0 Policy Statement:
Citizens and commercial goods move safely and efficiently throughout all parts of the City.
Georgetown Utility Systems - Transportation Services:
Goal: Protect the investment in the public transportation system through preventive maintenance
and on-going rehabilitation of streets and sidewalks.
Strategy: Implement a street cut permit fee to assist in funding a specialized street maintenance
crew to increase response time for street cut repairs.
10.0 Policy Statement:
Georgetown’s citizens and businesses enjoy an attractive community with a unique sense of
place and a positive, identifiable image, at a cost which is consistent with other city social
and economic priorities.
Georgetown Utility Systems - Transportation Services - Street Department:
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Goal: Protect the investment in the public transportation system through preventive maintenance
and on-going rehabilitation of streets and sidewalks.
Strategy: Continue asset management for existing infrastructure by rehabilitating:
• Northwest Boulevard from Business 35 to Northwood Drive
• Riverside Drive
• Gabriel View Drive
• Gabriel View Drive from Power Road to Booty’s Crossing
• 4th, 5th and 6th Street improvements between Rock and Main Streets
• Northwood Drive from Northwest Boulevard to the dead end
• Martin Luther King, Jr. Boulevard from 10th Street to University Avenue
Planning & Development Services - Current Planning:
Goal: Support the facilitation of a quality growth strategy which seeks to strike an optimum
balance between economic expansion through best development practices and the effective
stewardship of natural resources, municipal infrastructure and quality of life concerns.
Strategy: Continue implementation of the Unified Development Code by providing developers an
opportunity to meet and discuss the best options for development to meet the community goals.
Police Services - Support Services Bureau:
Goal: Create a safer environment in residential neighborhoods.
Strategy: Implement a traffic safety campaign in residential neighborhoods through traffic
enforcement and engineering designs.
Goal: Create safer travel through Georgetown for citizens and visitors.
Strategy: Implement a year long Selective Traffic Enforcement Program.
11.0 Policy Statement:
City owned, sponsored or managed utilities are competitively priced and provide safe,
adequate and reliable services to all customers.
Finance & Administration - Utility Office:
Goal: Ensure the efficient delivery of timely and accurate billing and payment information to our
customers.
Strategy: Complete a Revenue Code Unbundling Project to simplify the tracking of revenue from
specific sources.
Strategy: Update the Utility Office Procedures Manual to reflect revised processes resulting from
the software upgrade and changes in daily routine in the new office environment.
Strategy: Develop an in-house collection program to decrease utility accounts given to collection
agents, thus reducing utility revenue write-offs.
Goal: Respond to customer requests and issues quickly and fairly, with the intention of satisfying
each customer.
Strategy: Evaluate and redistribute job duties within the Utility Office to provide better coverage
and obtain more efficiency in our new office environment.
12.0 Policy Statement:
The City provides for the safety of its citizens and supports the responsive delivery of
coordinated services by the City and other public agencies.
Finance and Administration - Facilities Maintenance:
Goal: Provide quality maintenance of City of Georgetown public facilities which fosters a safe
and positive atmosphere for our employees and citizens.
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Strategy: Complete the design phase of the Animal Shelter and provide construction
coordination and oversight to the renovations/additions to the facility.
Strategy: Complete the renovations of the Parks Administration Building and relocate Parks
staff.
Strategy: Relocate Human Resources to City Hall.
Finance & Administration - Sanitation:
Goal: Deliver consistent, reliable, convenient and safe services to the Georgetown Community.
Strategy: Work with the Street Department to develop a plan and qualifications for weather
related community clean-up needs.
Goal: Protect the environment and contribute to community cleanliness and appearance.
Strategy: Conduct five neighborhood clean-up events in targeted areas of the community.
Strategy: Develop and implement a City-wide hazardous waste program.
Finance and Administration - Vehicle Service Center:
Goal: Ensure a safe and efficient fleet for City operations.
Strategy: Implement replacement program for patrol vehicles to reduce average age of patrol
cars by two years.
Strategy: Increase professionalism for all mechanics by obtaining Automobile Service
Excellence (ASE) certifications.
Fire Department - Prevention:
Goal: Enforce safety regulations that ensure the safety of the community.
Strategy: Adopt 2003 International Fire Code to replace the 1994 Standard Fire Code.
Strategy: Review and adopt the 2003 Life Safety Code to replace the 1994 Life Safety Code.
Strategy: Adopt an ordinance and procedure for a licensing process of Fire System Installers.
Management Services - Human Resources:
Goal: Provide each employee with a safe work environment.
Strategy: Revise and update all safety program policies and procedures to support the newly
implemented safety program.
Georgetown Utility Systems - Energy Services - Electric Operations:
Goal: Provide reliable, cost effective electric service for our customers.
Strategy: Automate distribution equipment to aid outage detection, service restoration and
system reliability.
Strategy: Explore functionality of outage management software and integrated voice response
software systems to enhance customer service.
Georgetown Utility Systems - Energy Services - SCADA - AMR:
Goal: Assist utility customers in conservation efforts by providing accurate, individualized water
and electric consumption data.
Strategy: Maintain 100% AMR deployment in electric and expand water deployment due to past
system growth.
Georgetown Utility Systems – Transportation Services – Stormwater Drainage:
Goal: Reduce the threat of property damage and personal injury, and enhance public safety
through proper maintenance and operation of the City’s drainage system.
Strategy: Correct drainage issues at River Bend Drive and Mesquite Lane.
Georgetown Utility Systems - Water Services - Water Distribution
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Goal: Maintain highest standard of water quality, meeting EPA and TCEQ standards.
Strategy: Continue to reduce water loss by repairing or replacing existing faulty service piping.
Strategy: Continue to develop the department training program to improve personnel experience
levels and obtain TCEQ water licenses.
Georgetown Utility Systems - Water Services - Reuse Irrigation
Goal: Reduce the demands of treatment pants for potable water.
Strategy: Complete the reuse water line to the Rivery and Georgetown Country Club, further
reducing demand for potable water.
Georgetown Utility Systems - Water Services - Wastewater Collection
Goal: Maintain all public wastewater collection system lines in free-flowing condition to protect
the public health and environment.
Strategy: Develop and implement a systematic collection-line cleaning program to reduce sewer
chokes.
Strategy: Continue with the second phase of the Edwards Aquifer Testing Program required by
the Texas Commission on Environmental Quality (TCEQ) to ensure the water quality of the
aquifer.
Strategy: Make repairs to the collection system identified by the first phase of the Edwards
testing program.
13.0 Policy Statement:
All municipal operations are conducted in an efficient business-like manner and sufficient
financial resources for both current and future needs are provided.
Finance and Administration - Accounting:
Goal: Provide financial reporting conformity with generally accepted accounting principles that
receives the Government Finance Officers Association (GFOA) Certificate of Achievement.
Strategy: Implement Governmental Accounting Standards Board (GASB) Statement Number 34,
as mandated for reporting purposes.
Finance and Administration - Administration:
Goal: Plan for the City’s future financial growth.
Strategy: Continue development of the City’s long-range business and financial models.
Finance and Administration - Municipal Court:
Goal: Increase Court efficiency through streamlined procedures and automation.
Strategy: Implement internet payment option for court fines to provide 24 hour a day payment
options for customers.
Fire Department - Administration:
Goal: To minimize the impact on city services through alternative funding that supports the
delivery of specialty programs needs.
Strategy: Support an election and the adoption of an Emergency Service District (ESD) in the
Georgetown Rural Fire Protection District.
Strategy: Research and review an impact fee on development and known hazards that support
the purchase of special needs fire equipment.
Management Services - Airport:
Goal: Operate the Airport as a self-supporting enterprise, whereby costs are minimized with
maximum efficiency.
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Strategy: Update the Airport Master Plan.
Management Services - Information Technology:
Goal: Provide cost effective information technology management services.
Strategy: Identify and pursue possible outsourcing partnerships for management of the City’s
core systems to provide cost-effective technology.
Management Services - City Manager’s Office:
Goal: Ensure the delivery of quality services to citizens through effective management and
efficient administration.
Strategy: Develop a long-range facilities plan for the City to more efficiently utilize the City’s
current resources to their fullest and most economical use
Strategy: Development of a city-wide Capital Improvement Plan for city operations that includes
not only the capital improvements for utilities, but also for facilities and equipment in order to
more effectively plan for the future growth and needs of the city.
14.0 Policy Statement:
A high level of cooperation and involvement exists among Georgetown’s citizens and
governmental organizations.
Management Services - City Manager’s Office:
Goal: Ensure the delivery of quality services to citizens through effective management and
efficient administration.
Strategy: Continue review of departmental efficiency and identify areas for possible outsourcing
while maintaining high levels of service.
Strategy: Implement the Professional Resource Organization (PRO) to utilize a multitude of
professional individuals who have a tremendous interest in giving back to the community through
volunteer work and special project assistance.
Strategy: Continue efforts to foster ongoing communication and cooperation with the
Georgetown Independent School District, Williamson County and Southwestern University to
continue to nurture a healthy relationship between the City and these organizations for the
betterment of the Georgetown Community.
Strategy: Continue efforts to foster improved communication and cooperation between
interested stakeholders in the downtown area to arrive at a common vision for this important area
of our community.
Goal: Improve citizen awareness and understanding of City programs, services and issues and
promote a positive public image of the organization.
Strategy: Expand the Public Information Program to improve community understanding of City
services.
Strategy: Develop City-wide customer service initiative to ensure the delivery of quality service to
internal and external customers of the city.
Police Services - Field Operations Bureau:
Goal: Understand the perception of citizens regarding customer service, call management, and
overall satisfaction of Police services.
Strategy: Expand and enhance customer service feedback program.
15.0 Policy Statement:
The City manages its resources in a sound and fiscally conservative manner.
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Finance and Administration - Administration:
Goal: Be the leader in providing the highest level of service in administering the operating and
capital budgets and implementing innovative approaches toward budgeting.
Strategy: Develop a funding plan for long-term general capital projects.
Finance and Administration - Purchasing:
Goal: Develop and maintain a level of performance considered above average by our customers
while maintaining a high degree of efficiency and economy.
Strategy: Explore and evaluate E-commerce usage for City purchases to improve efficiency and
reduce cost.
16.0 Policy Statement:
Georgetown City government will operate openly and under the highest ethical standards.
Finance and Administration - Accounting:
Goal: Monitor internal controls to safeguard the City’s assets.
Strategy: Develop an internal audit program to ensure compliance with the City’s financial
guidelines.
Management Services - City Manager’s Office:
Goal: Improve citizen awareness and understanding of City programs, services and issues and
promote a positive public image of the organization.
Strategy: Implement a “Government for the People”: program to educate the public about the
services the City provides and promote those services to the public.
Strategy: Continue expansion of the Public Information Program to improve community
understanding of City services, as well as, City operations.
17.0 Policy Statement:
All citizens of Georgetown are treated in a fair and impartial manner.
Finance & Administration - Municipal Court:
Goal: Foster a “customer service” philosophy with court defendants, treating all with professional
courtesy and respect.
Strategy: Increase number of court sessions to reduce case scheduling time by 30 days.
Strategy: Provide better customer service through the addition of Judge’s office hours to provide
time for customers to discuss their cases with the Judge.
2003/2004 Annual Operating Plan (AOP)
Calendar of Events for Budget Adoption & Implementation
Planning and Preparation
January - February *AOP process schedule set.
*Five-year Capital Projects plan updated using systems engineering models and city-wide review team.
March - April *Five-year strategic planning issues and assumptions identified by senior management team.
*Finance and Administration and Information Resources staff meets with divisions on Internal Service
Fund (ISF) needs for 2003/04.
*Five-year Capital Improvements Plan reviewed by City Manager and senior management team.
*Five-year Capital Improvements Plan presented to Council and public.
May *Mid-year Review of 2002/03 Annual Operating Plan presented to Council.
*Preview 2003/04 budget concerns.
*Council Budget Priorities discussed at public workshop.
*Base budget preparation for existing programs.
*Finance finalizes 5 year utility models.
June *Five-year financial forecast models updated.
*Annual review and update of Fiscal and Budgetary Policy.
*Departmental narrative and Program Request information provided to Divisions.
*Budget packages prepared in accordance with Council guidelines and Georgetown Century Plan.
*Revenue and expenditure projections finalized.
July *Work sessions with Divisions conducted with Finance.
*AOP Workbook prepared by Finance & Administration and distributed to Council.
*Tax roll finalized.
*Property Tax Rate and revenue projections finalized.
Adoption
August - September *Finalize 2003/04 Programs.
*Finalize 2003/04 proposed tax rate.
*Certified tax roll is accepted by Council.
*City Manager's budget is presented to Council for review.
*Final recommendations and AOP Summary distributed to Council and public.
*Public hearings on proposed budget held.
*Budget and tax rate ordinances presented to and adopted by Council.
October 1 *Implement 2003/04 Annual Operating Plan.
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 AOP Review in May of each year
and at fiscal year end.
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CITY MANAGERCITY
SECRETARY
CITY
ATTORNEY
CITY COUNCIL
MAYOR (elected at large)
SEVEN COUNCIL PERSONS
(elected by district)
MUNICIPAL
COURT JUDGE
APPOINTED
BOARDS &
COMMISSIONS
Economic
Development
Assistant City Mgr
for Utilities
Assistant City Mgr
for Operations
Finance and
Administration
Engineering
Services
Water Services
Energy
Services
Transportation
Services
Airport
Fire
Services
Animal
Services
Information
Technology
Planning and
Development
Parks and
Recreation
Vehicle
Service Center
Purchasing
Facilities
Maintenance
Utility
Office
Sanitation
Services
Police Services
CITIZENS OF
GEORGETOWN
Accounting
Support
Services
Municipal
Court
A Home Rule City
Main Street
CVB
Economic
Development
Human
Resources
Library
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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. Tourism has become a significant economic
benefit to the community.
The City of Georgetown’s estimated 2003 population was
35,300 within the city limits, with an estimated population of
55,000 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. Elections are held the first Saturday in May.
Historic Georgetown
Since the 1980's 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 $30
million has been reinvested in our economy through the revitalization efforts of 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 and charm of the city when it won 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. The Palace Theatre showcases
events such as singing acts, plays, talent shows and every second Saturday of the
month the Theatre hosts the Georgetown Opry. Georgetown always has a full
calendar of local events including a fall Antique Show, a Fourth of July celebration
with music, food and fireworks and ethnic celebrations. Other major annual events
include the Christmas Stroll, Red Poppy Festival, and the Bluegrass Festival.
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Recreation
Georgetown offers a wealth of recreation. In Georgetown
there are currently twenty three city parks comprising
nearly 380 total acres. The parks range from a half-acre
neighborhood park to the one hundred-acre city wide San
Gabriel Park. The parks include a wide range of facilities
including: softball and baseball fields, soccer fields,
playground equipment, individual and group picnic
shelters, basketball and tennis courts, disc golf, a hike and
bike trail and five swimming pools. The San Gabriel Park
also has a community center, sunken garden, gazebo,
football stadium, rodeo area, and a Creative Playscape for
children. The Georgetown Recreation Center has a full
basketball and volleyball court, two racquetball courts, a
game room, weight room, kitchen, conference room and large and small activity rooms. The City purchased
and opened the Georgetown Tennis Center in September 1999. The facility includes a full size swimming pool
and baby pool, 11 tennis courts and activity center on 7 wooded acres. The City of Georgetown Parks and
Recreation Division was chosen as the winner of the 1999 Gold Medal Award for excellence in recreation and
park management.
Education
Georgetown Independent School District (GISD) serves a diverse population of Williamson County students
from pre-K to 12th grade, having a current enrollment of over 8,600 students. The district serves elementary
students in three pre-K-2 campuses, three 3-5 campuses, and two K-5 campuses. Secondary students attend
one of three middle schools and a ninth-grade campus 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.
The public school system is exceptional in the quality of teachers and programs offered. The district is fully
accredited by the Texas Education Agency. During their most recent visit, members of TEA commended the
District for individual teacher excellence, including good daily lesson planning, good classroom organization,
and above-average student test scores, and recognized the student body as well for good behavior.
Georgetown is the home of Southwestern University, an
independent, selective four-year undergraduate college, offering
a traditional liberal arts and sciences curriculum.
Southwestern has received national recognition for its
academic program and cost-effectiveness. The 2003
Princeton Review college guide rated Southwestern as the
nation’s 4th best “Academic Bang for your Buck”,
underscoring the University’s value-added educational
experience. Southwestern has a favorable 11:1 student-
faculty ratio, with 98 percent of the full-time faculty having
doctorates or the highest degrees in their field. The University
has a current enrollment of 1,266.
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Georgetown – Then and Now
This is a comparison of Georgetown today and as it was a decade ago.
Population has doubled
Growth has been constant
Tax base has quadrupled
Tax rate, including debt portion, is lower
1993/94 2003/04
Population 17,741 36,359
Customer Growth 5%5%
Building Permits Issued 316 630
Unemployment Rate 2.4 5.9
Appraised Values $621,028,975 $2,222,720,818
Total Tax Rate $0.36 $0.32194
Streets Capital Costs $123,000 $1,430,000
Maintenance on Streets $75,000 $1,805,000
Debt Service Tax Rate $0.16 $0.10017