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Summary
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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 Overall Transportation Plan
Downtown Master 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.
Community Development – Administration:
Goal: Continuously encourage citizen involvement in the City’s comprehensive planning,
development and building processes to ensure continued customer service and a high quality of life.
Strategy: Adopt Annexation Policy as an element of the Century Plan.
Community Development – Current Planning:
Goal: Support the implementation of a quality growth strategy which seeks to balance economic
expansion, the effective stewardship of natural resources, and quality of life concerns.
Strategy: Work closely with all stakeholders involved in the revitalization efforts for the former
“Chuckwagon” site at Williams Drive and Southbound IH-35.
Strategy: Continue work with the major stakeholders in the development of the Rivery Town
Center and Wolf Ranch developments.
Community Development – Long Range Planning:
Goal: Promote growth management strategies to guide the City’s land use, transportation,
infrastructure, and economic development decisions that will provide long-term quality of life.
Strategy: Manage consultant selected to update the transportation model and assist in the
implementation of the Overall Transportation Plan.
Strategy: Adopt Municipal Annexation Plan for Involuntary Annexation – per the Local Gov. Code
43.052, to allow, within three years of date of adoption, the initiation of involuntary annexations.
Strategy: Implement Phase III of the Graphic Information System (GIS) Plan to include
maintenance of 911 Addressing.
Management Services - Economic Development:
Goal: Develop economic development programs that highlight and promote the elements commonly
held as the most important contributors to the quality of life of our community.
Strategy: Develop strategic marketing program/package to include demographic, workforce,
incentives, quality of life information that can be used in piece or whole for proactive marketing,
answering requests for proposals, answering requests for specific information, and on our
website as a printable brochure.
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2.0 Policy Statement:
Georgetown’s natural and physical resources are managed so that citizens enjoy the benefits
of economic and social development.
Community Services – Convention & Visitors Bureau:
Goal: Promote the area's cultural, recreational, historical and educational attributes to a wide
audience.
Strategy: Develop special tourism packages for Georgetown including working with local lodging
and entertainment venues.
Strategy: Define specific and varied promotional activities and products that will increase the
visibility of Georgetown, such as creating and implementing a branding campaign for
Georgetown.
Community Services – Main Street Program:
Goal: Promote a positive image of the downtown and its cultural and historical attributes.
Strategy: Equip downtown business owners to capitalize on traffic generated by new
developments through implementation of way-finding signage and cross-promoting with new
retail developments, such as Wolf Ranch.
Strategy: Implement the guidelines of the Retail Master Plan to promote long-term economic
stability for the downtown area.
Community Services - Parks:
Goal: Provide on-going maintenance and operation of City park system to provide beautiful, safe
parks and opportunities for personal growth.
Strategy: Complete hike and bike trail to Lake Georgetown from San Gabriel Park.
Strategy: Build citizen community room at Park and Recreation Administration Building to
provide more meeting space.
Strategy: Implement Phase One of large community park on the west side of IH35 to expand
recreational opportunities.
Strategy: Complete upgrades to San Gabriel Park which include play equipment replacement
and parking improvements.
Strategy: Increase contract mowing of parkland to enhance natural areas and beautification
efforts.
Community Services - Recreation:
Goal: Initiate, cultivate, and maintain effective partnerships with other departments, agencies,
organizations, and citizens to provide quality service to the City.
Strategy: Work with Tourism and other city Parks and Recreation departments in the area to
bring the Games of Texas to Williamson County in 2006 and 2007.
Strategy: Continue working with the Sports Complex Venue Committee for future tourism and
athletic facilities.
Strategy: Host National Trails Symposium tour of City of Georgetown hike and bike trails in
October 2004.
Management Services – Economic Development:
Goal: Develop economic development programs that highlight and promote the elements commonly
held as the most important contributors to the quality of life of our community.
Strategy: Proactively market targeted industry segments as identified by the Economic
Development Action Plan.
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Police – Animal Services:
Goal: Promote the value of wildlife and peaceful coexistence except in extreme circumstances.
Strategy: Continue to provide wildlife education/information to residents.
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: Continue regional wastewater implementation for the San Gabriel Basin.
Strategy: Initiate phased implementation of improvements associated with Wolf Ranch.
Strategy: Update Strategic Plan for each functional utility area.
Police – Animal Services:
Goal: Ensure that no pets in Georgetown are killed only because they are homeless.
Strategy: Relocate Animal Services operations into a new Animal Shelter / Administration
Building.
Goal: Eliminate any significant threat of people contracting rabies in Georgetown.
Strategy: Promote pet license sales.
4.0 Policy Statement:
Prehistoric and historic resources are preserved, protected and promoted for the benefit of
the citizens of Georgetown.
Community Services – Main Street Program:
Goal: Maintain and increase the aesthetic appeal of the Downtown Overlay District by promoting
historic preservation and high quality design.
Strategy: Increase quality participation in the Main Street Façade Fund Program by modifying
the grant application and changing the application deadline from an annual deadline to a first-
come, first-serve deadline.
5.0 Policy Statement:
All citizens have access to safe and adequate housing opportunities.
Community Development – Inspection Services – Building Inspections:
Goal: Ensure quality and safe housing through consistent administration of building code
requirements.
Strategy: Initiate public review process for recommendation for City Council to adopt by
ordinance the newest versions of building construction codes on a three-year cycle.
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Community Development – Inspection Services - Code Enforcement:
Goal: Promote a positive image to the community by bringing services to the neighborhoods and
soliciting community involvement.
Strategy: Provide positive public relations and a healthy environment by providing four
neighborhood clean-ups.
Strategy: Create and provide for distribution a garage sale bulletin to alleviate the need for
bandit sign advertising.
Strategy: Expand “Risk Watch” into Ford Elementary and program additional “Risk Watch”
classroom visitations.
Strategy: Establish a program for routine inspections that enhance the current program to
achieve 100 % commercial coverage annually.
Management Services – City Council:
Goal: Develop policies that enhance the quality of life for the community while preserving its unique
character and natural resources.
Strategy: Develop an Affordable Housing Program to ensure access to safe, sanitary, and
affordable housing and facilitate self-sufficiency for targeted populations within the community.
6.0 Policy Statement:
City owned, sponsored or managed public information and education services enhance the
quality of life of the citizens of Georgetown.
Community Development – Inspection Services – Building Inspections:
Goal: Promote a cooperative effort with the building community to provide long-lasting, quality
structures and encourage use of the most current building codes for the community to reduce
insurance rates for the public.
Strategy: Initiate a public forum with developers and construction contractors to review the
permitting and inspection process.
Goal: Promote the use of automated technology in the permit and inspection areas to streamline
process and reduce cost.
Strategy: Continue to research workflow process for a Development Tracking System with the
Planning department construction permitting and inspections to increase efficiency for all users.
Community Services – Public Library:
Goal: Create opportunities for life-long learning.
Strategy: Seek funding through grants for a separate T-1 Internet connection for the library,
replacement of twenty laptop computers that are used by the public, and grants for technical
support for the library's network of public computers.
Strategy: Expand service hours at the library on Saturday and Sunday.
Finance and Administration – Sanitation:
Goal: Increase participation in sanitation programs and events through proactive communication
with citizens.
Strategy: Continue to provide targeted community education on sanitation requirements in
conjunction with Code Enforcement.
Strategy: Educate the public on the benefits of recycling, recycling opportunities available, and
how to take advantage of them.
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Finance and Administration – Utility Office:
Goal: Increase public awareness of utility issues and topics though proactive communication with
customers.
Strategy: Improve public awareness of water conservation and conservation issues by
expanding the summer water conservation advertising and education program.
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: Continue expansion of the Public Information Program to increase and improve
community awareness and understanding of City Services, including the implementation of a
"Government for the People" program.
Management Services – Information Technology:
Goal: Provide timely and accurate public information via the City’s websites.
Strategy: Enhance the City’s Intranet site to provide centralized access to electronic forms and
information for City employees.
Police – Support Services Bureau:
Goal: Reduce crime through public education and collaborative community efforts.
Strategy: Conduct community meetings to improve partnerships with the community and solicit
information regarding crime, fear and disorder issues.
7.0 Policy Statement:
Citizens of Georgetown are well protected from crime and disorder, natural disasters and
emergencies.
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.
Strategy: Coordinate the design of the new main Fire Station.
Strategy: Increase building and employee security through the installation of security cameras at
the Tennis Center and Georgetown Municipal Complex (GMC) and a fire alarm system at City
Hall.
Fire - Fire Administration:
Goal: Provide efficient and effective management of the Fire Department.
Strategy: Evaluate and develop response services criteria utilizing current and previous data to
provide adequate services and resource management.
Strategy: Evaluate the efficiency and effectiveness of placing mobile computing in the fire
apparatus to provide accurate automated response times as required by the Insurance Service
Office (ISO) rating system.
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Fire - Fire Operations:
Goal: Maintain an operational readiness level that will meet the emergency demands of the
community.
Strategy: Utilize Grant funding from Homeland Security to provide tactical body armor vest to
Fire Department Personnel.
Strategy: Review impacts and develop a strategy to migrate to countywide dispatch.
Strategy: Review annual fire hydrant maintenance program for enhancement and efficiencies.
Strategy: Provide firefighter relief staffing to increase departmental efficiency and readiness.
Goal: Ensure the fire protection needs of the community are efficiently delivered through fire station
design and placement, apparatus response and type and staff performance and capabilities.
Strategy: Review the implementation of the national standard candidate physical ability testing
(CPAT) program in order to identify implementation phases and needed funding sources.
Strategy: Assist in the design and relocation of Fire Station 1, ensuring floor plan functionality
and adequate space for personnel, apparatus, and equipment.
Strategy: Establish a Fire Training Facility utilizing property that was previously occupied by
Georgetown Utility System.
Strategy: Develop an apparatus retrofit plan that would allow for one existing apparatus to have
remote fire fighting foam capabilities for aircraft and motor vehicle emergencies.
Management Services – Human Resources:
Goal: Attract, retain, and develop a quality workforce.
Strategy: Complete and implement development of supervisor and administrative assistant
resource manuals to provide guidance on policy administration, safety processes, staffing/payroll
procedures, benefits, and compensation.
Police – Administrative Services Bureau:
Goal: Ensure employees receive training as mandated by the Texas Commission of Law
Enforcement Officer Standards and Education (TCLEOSE).
Strategy: Provide in-service Leadership training for supervisory personnel.
Police – Animal Services:
Goal: Ensure that persons walking on public property in the city are free of reasonable concern for
being threatened by dogs running at large.
Strategy: Take a proactive approach to dog restraint ordinance enforcement.
Police – Field Operations Bureau:
Goal: Promote a safe, drug free community through education and enforcement.
Strategy: Conduct quarterly sting operations targeting the sale of alcohol and tobacco products
to underage people.
Police – Support Services Bureau:
Goal: Receive, process, and dispatch emergency and non-emergency calls for service from the
public in an efficient, courteous and timely manner.
Strategy: Restructure the Communications new employee training program to address concerns
expressed by current and exiting employees in order to better train and retain communications
operator.
Goal: Resolve traffic issues through prevention, education, and enforcement.
Strategy: Develop and implement a traffic mitigation plan to provide a standardized city wide
process for addressing citizen complaints regarding traffic and traffic related issues and provide
consistency among city divisions responding to traffic issues.
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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.
Community Services – Public Library:
Goal: Provide open and equal access to information.
Strategy: Work with the architect for a new library building, if approved by voters in November, to
ensure that the design meets needs as completely as possible.
Strategy: Work with the Georgetown Library Foundation and the Friends of the Georgetown
Library to focus fund-raising efforts on furnishings for a potential new library.
Community Services - Parks:
Goal: Explore funding opportunities such as grants and other sources for future park development.
Strategy: Implement phase two of the Parks, Recreation and Open Space Master Plan by
seeking grant funds.
Goal: Continue to maintain a high quality park system that is recognized at both the state and
national level.
Strategy: Apply for Texas Recreation and Parks Society Gold Medal for excellence in parks and
recreation management.
Community Services - Recreation:
Goal: Consistently meet or exceed the expectations of our customers through proactive
communications and the continuous improvement of our services.
Strategy: Develop 10K fun run along new hike and bike trail to Lake Georgetown to promote
trails and increase tourism.
Goal: Ensure access to recreation facilities and programs for all Georgetown residents regardless of
race, gender, age, income, or physical ability.
Strategy: Expand hours at Tennis Center in order to meet the needs of the citizens and increase
memberships.
9.0 Policy Statement:
Citizens and commercial goods move safely and efficiently throughout all parts of the City.
Community Development – Long Range Planning:
Goal: Promote growth management strategies to guide the City’s land use, transportation,
infrastructure, and economic development decisions that will provide long-term quality of life.
Strategy: Monitor and participate in regional transportation and other regional planning efforts
through the Austin-San Antonio Corridor Council, Capital Area Metropolitan Planning
Organization (CAMPO), Capital Area Planning Council (CAPCO) and Williamson County to
facilitate TxDOT construction projects.
Georgetown Utility Systems – Administration:
Goal: Provide reliable utility services and efficient transportation systems that protect the community
and reflect its values.
Strategy: Conduct a traffic feasibility study to improve traffic conditions to be implemented in
future budget years.
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Georgetown Utility Systems – Systems Engineering:
Goal: Provide superior quality inspection and quality control for Capital Improvement Projects (CIP)
and development infrastructure constructions.
Strategy: Improve efficiency and timeliness of transportation projects with the addition of a
Transportation CIP Coordinator.
Georgetown Utility Systems – Transportation Services – Streets:
Goal: Protect the investment in the public transportation system through preventive maintenance
and on-going rehabilitation of streets and sidewalks.
Strategy: Use implemented pavement management (Cartegraph’s “Pavement View Plus”) to
inventory, rate and prioritize street conditions for the five-year strategic maintenance plan.
Management Services - Airport:
Goal: Ensure the safety of the flying public.
Strategy: Construct an air traffic control tower following Federal Aviation Administration (FAA)
grant requirements.
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.
Community Development – Inspection Services - Code Enforcement:
Goal: Promote a positive image to the community by bringing services to the neighborhoods and
soliciting community involvement
Strategy: Implement portable laptop computers for added efficiency in Code Enforcement.
Strategy: Provide a more efficient Code Enforcement and Fire Prevention Inspection process
under the Unified Development Code, International Fire and Building Codes in order to meet City
Council policies.
Community Services – Convention & Visitors Bureau:
Goal: Assist visitors and potential visitors to the area by offering comprehensive visitor information
and promotional services.
Strategy: Review and define target markets by conducting travel research on visitors and
potential visitors who request information on Georgetown.
Community Services – Main Street Program:
Goal: Promote a positive image of the downtown and its cultural and historical attributes.
Strategy: Promote the Downtown Overlay District as a center for community activity thereby
increasing exposure for the Main Street Program and downtown Georgetown by assisting in the
development and implementation of a comprehensive City Branding Campaign.
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.
Strategy: Complete construction of the Animal Shelter and coordinate department move-in.
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Management Services – City Council:
Goal: Ensure the long-term financial viability of Georgetown.
Strategy: Continue implementation of the Downtown Master Plan to guide development and
public improvements in a manner that promotes the economic interest of the downtown and
overall community.
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: Continue coordination with Community Services to install “Welcome Signs” at the city’s
major gateways to promote Georgetown as a tourist destination and a community with high
standards of civic pride.
Management Services – Economic Development:
Goal: Promote the elements commonly held as the most important contributors to the quality of life
of our community.
Strategy: Implement business retention program with Georgetown Chamber of Commerce.
11.0 Policy Statement:
City owned, sponsored or managed utilities are competitively priced and provide safe,
adequate and reliable services to all customers.
Finance and Administration – Purchasing:
Goal: Provide the City of Georgetown user departments with needed materials and services by
utilizing best value purchases in a timely manner.
Strategy: Proceed with using E-commerce for City purchases to improve efficiency and reduce
cost.
Strategy: Seek other cooperative purchasing groups that the City can utilize to improve their
purchasing power.
Finance and Administration – Sanitation:
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: Participate in the CAPCO Solid Waste Management Grant Program to compete for
grant funding to expand our Collection Station into an operational Transfer Station.
Finance and Administration – Utility Office:
Goal: Ensure the efficient delivery of timely and accurate billing and payment information to our
customers.
Strategy: Complete the Revenue Code Unbundling project, which was implemented in the last
fiscal year, to simplify the tracking of revenue from specific sources.
Goal: Develop and maintain quality utility programs and innovative services that are administered in
a friendly, helpful manner.
Strategy: Improve and refine the successful In-House Collection Program that was implemented
in the last fiscal year.
Strategy: Implement an Internet Presentment Program for the utility bills that will allow utility
customers to conveniently view their utility bills on-line.
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Georgetown Utility Systems – Energy Services – SCADA – AMR:
Goal: Assist utility customers in conservation efforts by providing accurate, individualized water and
electric consumption data.
Strategy: Complete audit process, which includes inspection of all electric and water meters and
the installation of new meter seals on all the electric meters.
Strategy: Install SCADA interface and controls for the new electric substation to allow for daily
reporting of substation and feeder loads, and to assist during power restoration.
Georgetown Utility Systems – Water Services:
Goal: Operate and maintain the system in a cost-efficient manner to provide for the lowest possible
service rates.
Strategy: Develop an in-house “locate” program to decrease maintenance calls due to
construction excavation.
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 – Sanitation:
Goal: Deliver consistent, reliable, convenient and safe services to the Georgetown community.
Strategy: Increase recycling opportunities for both the Collection Station Drop-Off Center and
curbside pickup.
Finance & Administration – Vehicle Service Center:
Goal: Decrease vehicle down time through efficient, cost-effective operations.
Strategy: Initiate Fuel Man program for Public Safety Departments, which will allow them to
utilize other fueling sites.
Strategy: Hire additional mechanic dedicated to work utility vehicles and heavy equipment.
Georgetown Utility Systems – Energy Services:
Goal: Explore viable options to control and reduce our purchased power expenses
Strategy: Continue participation in LCRA’s Market Pricing Option for a minimum of 10% of our
energy requirements.
Strategy: Enter into discussions with LCRA, at their request, for 2016 contract discussions and
negotiations.
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: Construct drainage improvements on River Bend Drive from Mesquite to Gabriel View.
Georgetown Utility Systems – Water Services – Reuse Irrigation:
Goal: Maintain or exceed Texas Commission for Environmental Quality (TCEQ) standards for reuse
irrigation service (water quality).
Strategy: Complete the update of the reuse irrigation system master plan in cooperation with
Systems Engineering to allow for the proper development of future five-year Capital Improvement
Projects planning.
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Georgetown Utility Systems – Water Services – Wastewater:
Goal: Maintain an adequate treatment capacity to allow for future growth of the community.
Strategy: Implement the FY 04/05 Capital Improvement Plan to expand the capacity of the Dove
Springs Wastewater Treatment Plant and make repairs to the collection systems identified in the
Edwards Aquifer Testing (EARZ) performed in FY 2003/2004.
Strategy: Develop in-house line testing program for on-going requirements of the EARZ
program.
Goal: Expand the wastewater system to provide service and minimize the proliferation of septic
systems.
Strategy: Establish a wastewater franchise area (CCN) following completion of the Regional
Wastewater Study.
Georgetown Utility Systems – Water Services – Water:
Goal: Maintain or exceed Environmental Protection Agency (EPA) and Texas Commission of
Environmental Quality (TCEQ) standards for water service (pressure, flow, and water quality).
Strategy: Implement rotational team assignments to establish a Valve and Hydrant maintenance
program that meets or exceeds American Water Works Association (AWWA) standards.
Management Services – Human Resources:
Goal: Provide services, tools and open communication to create an environment where individuals
are treated fairly and consistently.
Strategy: Assist in the development of a streamlined and standardized claims reporting and
management process.
Goal: Provide each employee with a safe work environment.
Strategy: Provide City-wide communication and education regarding the roles, responsibilities
and support services of Human Resources.
Strategy: Expand customer service by extending Human Resources work hours to better service
field and shift workers.
Police – Administrative Services Bureau:
Goal: Provide employees with the necessary resources to provide quality customer service to the
community.
Strategy: Conduct a full-scale emergency management exercise within the City of Georgetown
to include multiple state, county and municipal entities.
Police – Field Operations Bureau:
Goal: Increase offense clearance rate for improved citizen satisfaction.
Strategy: Improve criminal investigations through use of enhanced technology, such as digital
recording equipment, bar code evidence inventory system and automated evidence tracking
software.
Goal: Improve partnerships with the community through collaborative problem solving efforts to
reduce crime.
Strategy: Assist public education efforts through statistical analysis of rising trends in financial
crimes and provide educational forums to reduce related calls for service.
Goal: Improve partnerships with the community through collaborative problem solving efforts to
reduce crime
Strategy: Coordinate and conduct training seminar about date rape, sexual assault and domestic
violence for high school and college students.
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Police – Support Services Bureau:
Goal: Reduce crime through public education and collaborative community efforts.
Strategy: Complete a security survey of all City facilities to identify potential security deficiencies
to provide the safest work environment possible for customers and employees.
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 & Administration – Accounting:
Goal: Foster a “customer-oriented” approach toward internal departments of the City.
Strategy: Improve customer service to divisions by providing training opportunities on budget
and financial policies.
Goal: Provide financial information to all users in the form, frequency and timeliness needed for
management decisions.
Strategy: Assist Georgetown Utility Systems in implementation of a pavement management
system for streets infrastructure.
Strategy: Develop an automated records management program to improve records storage and
retention.
Goal: Monitor internal controls to safeguard the City’s assets.
Strategy: Expand the internal audit program to ensure compliance with the City’s financial
operating guidelines and provide additional internal controls to assist external auditors with
implementation of new auditing standards.
Finance and Administration - Administration:
Goal: Plan for the City’s future financial growth, thus protecting and enhancing the City’s quality of
life.
Strategy: Assist divisions in the development of departmental 5-year strategic plans for
incorporation in the City’s long-range financial planning process.
Strategy: Continue development of long-range financial models to include potential impact of
over 65 tax freeze on property tax rates and general government finances.
Strategy: Work with the Economic Development Commission and Economic Development
department to create an economic forecasting model and analysis process.
Finance and Administration – Municipal Court:
Goal: Increase Court efficiency through streamlined procedures and automation.
Strategy: Implement a Records Management System to enhance the efficiency of court
processes and reduce offsite storage.
Strategy: Implement additional Autocite ticket writers to provide judicial support for the traffic
deterrent program.
Fire - Fire Administration:
Goal: Provide a revenue source for apparatus, equipment, and public fire training and education
facility, through the billing for services program, minimizing financial impact on the General Fund.
Strategy: Continue the promotion and adoption of an Emergency Service District (ESD) to
provide additional operating revenue for the Fire Department.
Strategy: Further review of a development impact fee to support the purchase of specialized fire
equipment needed for emergency response to new community development.
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Georgetown Utility Systems – Administration:
Goal: Ensure excellent customer service to the Georgetown community.
Strategy: Facilitate property insurance claims in-house for increased efficiency and customer
service.
Management Services – City Manager’s Office:
Goal: Ensure the delivery of quality services to citizens through effective management and efficient
administration.
Strategy: Continue to develop a long-range facilities plan to more efficiently utilize the City’s
current resources to their fullest and most economical use and work with the Citizen Bond
Committee to educate the public about the upcoming bond election.
Strategy: Work with Airport Master Plan Planning Committee and the City Council to update the
Airport Master Plan to ensure that airport operations are conducted in an efficient manner.
Management Services – Human Resources:
Goal: Provide services, tools and open communication to create an environment where individuals
are treated fairly and consistently.
Strategy: Continue development and implementation of additional modules off Human
Resources Information System (HRIS) in order to increase efficient processing/maintenance of
employee data/records.
Management Services – Information Technology:
Goal: Provide cost effective information technology services.
Strategy: Identify and pursue possible outsourcing partnerships for management of the City’s
core systems to provide cost-effective technology and services.
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 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.
15.0 Policy Statement:
The City manages its resources in a sound and fiscally conservative manner.
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: Receive the Government Finance Officers Association (GFOA) Distinguished Budget
Award for the 16th consecutive year, including exemplary designation as a communications
device, operation plan, policy document and / or a financial plan.
17
Management Services – City Council:
Goal: Ensure the long-term financial viability of Georgetown.
Strategy: Continue adherence to the City’s financial policy that promotes long-term financial
responsibility to ensure future economic viability of the community.
16.0 Policy Statement:
Georgetown City government will operate openly and under the highest ethical standards.
Management Services – City Council:
Goal: Promote community involvement and participation in local government.
Strategy: Expand Records Management Program to increase the efficiency and accessibility of
public records.
17.0 Policy Statement:
All citizens of Georgetown are treated in a fair and impartial manner.
Finance and Administration – Municipal Court:
Goal: Foster a “customer service” philosophy with court defendants, treating all with professional
courtesy and respect.
Strategy: Decrease processing time of court cases by scheduling an additional court docket per
month.
Strategy: Enhance customer service by providing customers the opportunity to see the Judge
during a scheduled office hour time.
Police – Administrative Services Bureau:
Goal: Provide quality of life in the workplace to promote good customer service and reduce internal
and external complaints.
Strategy: Implement components of our Customer Service Action Plan to include internal affairs
process revision to better meet the needs of our internal and external customers, traffic mitigation
plan, and citation information brochure.
Goal: Investigate citizen complaints promptly and impartially.
Strategy: Modify current Internal Affairs process to incorporate changes mandated by case law.
17
2004/2005 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
March - April *Five-year strategic planning issues and assumptions identified by senior manageme
*Finance and Administration and Information Resources staff meets with divisions o
Fund (ISF) needs for 2004/05.
*Five-year Capital Improvements Plan reviewed by City Manager and senior manage
*Bi-annual Quality of Life Survey conducted and results reviewed by Council.
*Council holds 2004/05 Budget Priority Setting Sessions.
*Five-year Capital Improvements Plan presented to Council and public.
May *Mid-year Review of 2004/05 Annual Operating Plan presented to Council.
*Preview 2004/05 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
*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 2004/05 Programs.
*Finalize 2004/05 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 and tax rate held.
*Budget and tax rate ordinances presented to and adopted by Council.
October 1 *Implement 2004/05 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.
18
PoliceFinance &
Administration FireGeorgetown
Utility Systems
Assistant City
Manager
Transportation
Services
Electric Services
Water Services
Community
Services
Engineering
Municipal Court
Accounting
Support Services
CVB
Main Street
Tourism
Parks
Recreation
Library
Planning &
Development
Services
Inspection
Services
Airport
Information
Technology
A HOME RULE CITY
CITY COUNCIL
MAYOR (elected at large)
SEVEN COUNCIL PERSONS
(elected by district)
CITIZENS OF
GEORGETOWN
CITY SECRETARYCITY ATTORNEY MUNICIPAL
COURT JUDGE
BOARDS &
COMMISSIONSCITY MANAGER
Utility Billing
Economic
Development
Human
Resources
Community
Development
Support Services
Administrative
Services
Animal Services
Field Operations
Administration
Operations
= City Divisions
19
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 2004 population was
36,359 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 Fiddlin’ Fair.
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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 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.
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 8,800 students. The district serves elementary
students in three pre-K-2 campuses, three 3-5 campuses, and three 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
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 2004 Princeton Review identified Southwestern as the
nation’s #7 “best value” undergraduate institution,
underscoring the University’s value-added educational
experience. Southwestern has a favorable 10:1 student-faculty
ratio, with 99 percent of the full-time faculty having doctorates or
the highest degrees in their field. The University has a current
enrollment of 1,265.
21
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
1994/95 2004/05
Population 18,500 37,450
Customer Growth 5% 5.09%
Building Permits Issued 413 866
Unemployment Rate 2.70% 4.90%
Appraised Values $508,403,728 $2,391,137,407
Average Home Value $76,862 $163,751
Total Budget $51,746,134 $113,846,129
Total Tax Rate $0.36 $0.34626
Maintenance on Streets $73,419 $1,280,000
Debt Service Tax Rate $0.16 $0.11332