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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. Strategies may require multiple years to be achieved.
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. The policies are “linked” and labeled
alphabetically to the 2006/07 Council Priority Goals & Strategies.
2006/07 Council Priorities and Strategies
A. Continue revitalization and economic development
B. Alleviate traffic congestion
C. Continue implementation of Downtown Master Plan
D. Improve quality of services while keeping property taxes low
E. Improve emergency response levels
F. Expand and coordinate Parks system
G. Continue efforts for community long-range planning
H. Develop an Affordable Housing Program
I. Expand recycling opportunities
J. Ensure adequate staffing & competitive compensation for all employees
K. Continue implementation of City’s Facility Plan
L. Increase operational efficiency and financial integrity
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CITY OF GEORGETOWN
2006/07 Council Priorities and Strategies Linked to the Century Plan
1.0 Policy Statement:
The community enjoys the benefits of well-planned land use in which conflicting needs are
balanced.
Priority A Continue revitalization and economic development
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: Adopt a Transit Oriented Development Plan.
MANAGEMENT SERVICES – City Manager’s Office
Goal: Promote revitalization and future economic development of the underdeveloped areas
within the City.
Strategy: Develop a redevelopment Master Plan for the Leander Road/Austin Avenue Area
to ensure that citizens and businesses enjoy an attractive community.
Strategy: Implement the Master Plan for Williams Drive Gateway redevelopment.
Priority D Improve quality of services while keeping Property Taxes low
COMMUNITY DEVELOPMENT – Long Range Planning
Goal: Provide leadership in the implementation of the Graphic Information System (GIS) Plan.
Strategy: Implement new GIS plan: “Phase 2 – Moving Toward Enterprise GIS”, including
aerial photography update.
Priority G Continue efforts for community Long-Range Planning
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: Develop conservation subdivision ordinances.
Strategy: Create development regulations to implement the Transit Oriented Development,
Mixed Use and Williams Drive Gateway land use categories.
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: Complete update City’s Comprehensive Plan (Century Plan).
COMMUNITY SERVICES – Parks
Goal: Continue to maintain a high quality park system that is recognized at both the state and
national level.
Strategy: Update Parks, Recreation and Open Space Master Plan, to include San Gabriel
Park and Garey Park.
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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: Continue implementation of voluntary and involuntary annexation plan.
2.0 Policy Statement:
Georgetown’s natural and physical resources are managed so that citizens enjoy the benefits
of economic and social development.
Priority A Continue revitalization and economic development
COMMUNITY DEVELOPMENT – Inspection Services – Code Enforcement
Goal: Ensure that quality and safe land use is maintained through integrative code enforcement
activity within the adopted ordinances.
Strategy: Implement a comprehensive strategy for community wide property maintenance
enforcement.
Priority F Expand and coordinate Parks system
COMMUNITY SERVICES – Parks
Goal: Ensure natural areas are preserved and maintained for future generations.
Strategy: Purchase river springs property for preservation and conservation.
3.0 Policy Statement:
City owned, sponsored or managed health and human services enhance the quality of life of
the citizens of Georgetown.
Priority G Continue efforts for community Long-Range Planning
GEORGETOWN UTILITY SYSTEMS- Administration
Goal: Maintain quality utilities and transportation systems that promote well-planned
development.
Strategy: Continue implementation of regional wastewater master plan for the San Gabriel
Basin.
Priority I Expand recycling opportunities and environmental programs
GEORGETOWN UTILITY SYSTEMS - Sanitation
Goal: Deliver consistent, reliable, convenient and safe services to the Georgetown community.
Strategy: Upgrade the Citizen’s Collection Station to a fully operational transfer station and
recycling center to reduce costs by decreasing fuel use, reduce traffic in San Gabriel Park
and expand recycling opportunities.
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Goal: Increase participation in sanitation programs and events through proactive communication
with citizens.
Strategy: Develop new programs to encourage recycling and conservation.
4.0 Policy Statement:
Prehistoric and historic resources are preserved, protected and promoted for the benefit of
the citizens of Georgetown.
Priority A Continue revitalization and economic development
COMMUNITY SERVICES - Main Street Program
Goal: Promote a positive image of the downtown and its cultural and historical attributes to locals
and visitors.
Strategy: Continue implementation and funding of Wayfinding and Welcome to Georgetown
signage program.
Priority C Continue implementation of Downtown Master Plan
COMMUNITY DEVELOPMENT- Current Planning
Goal: Promote quality growth that enhances rehabilitation and preservation of historic structures.
Strategy: Develop and implement a historic tax exemption program for the historic
downtown square area.
COMMUNITY SERVICES - Main Street Program
Goal: Promote a positive image of the downtown and its cultural and historical attributes to locals
and visitors.
Strategy: Require newspaper vending machines to be consolidated and visually appealing.
FINANCE & ADMINISTRATION – Facilities Maintenance
Goal: Modify and update the internal service fund to provide a perpetual funding source for
facility repairs and services.
Strategy: Establish funding plan for on-going landscaping of City parking lots.
MANAGEMENT SERVICES – City Manager’s Office
Goal: Improve citizen awareness of City programs, services, issues and promote a positive
image of the City and organization.
Strategy: Construct gateway signage for north end of downtown on Austin Avenue.
.
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5.0 Policy Statement:
All citizens have access to safe and adequate housing opportunities.
Priority H Develop an Affordable Housing program
MANAGEMENT SERVICES – City Manager’s Office
Goal: Coordinate the implementation of City Council goals and objectives with all City
departments.
Strategy: Hire Affordable Housing Coordinator to develop an Affordable Housing Master
Plan.
Strategy: Seek grant funding for affordable housing programs such as CDGB, as well as,
other state and federal programs.
Strategy: Develop funding alternatives for housing rehabilitation/property.
6.0 Policy Statement:
City owned, sponsored or managed public information and education services enhance the
quality of life of the citizens of Georgetown.
Priority D Improve quality of services while keeping Property Taxes low
GEORGETOWN UTILITY SYSTEMS – Transportation Services – Street Department
Goal: Protect the investment in the public transportation system through preventive maintenance
and on-going rehabilitation of streets and sidewalks.
Strategy: Educate the public on the renewal of the 1/4 cent sales tax for street maintenance
in the November 2006 election.
7.0 Policy Statement:
Citizens of Georgetown are well protected from crime and disorder, natural disasters and
emergencies.
Priority E Improve emergency response service levels
FINANCE & ADMINISTRATION – Facilities Maintenance
Goal: Provide quality maintenance of City public facilities which fosters a safe and positive
atmosphere for our employees and citizens.
Strategy: Redesign warehouse storage area for evidence storage.
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FIRE – Administration
Goal: Provide efficient and effective management of the Fire Department.
Strategy: Implement interlocal fire services agreement with Williamson County Emergency
Services District (ESD) # 8.
FIRE – Operations
Goal: Maintain an operational readiness level that will meet the emergency demands of the
community.
Strategy: Implement year 3 of the staffing plan by hiring 5 additional firefighters for relief
staffing.
MANAGEMENT SERVICES – City Manager’s Office
Goal: Ensure the delivery of quality services to citizens through effective management and
efficient administration.
Strategy: Continue participation in planning county wide communication system to meet
regional safety needs.
POLICE – Administrative Services Bureau
Goal: Deliver quality police services to the citizens of Georgetown.
Strategy: Implement year 3 of staffing plan by hiring 2 dispatchers and 2 police officers in
current year and 4 additional officers in October 2007.
Priority G Continue efforts for community Long-Range Planning
FINANCE & ADMINISTRATION – Facilities Maintenance
Goal: Annually update the five-year facility plan to ensure adequate space for customers to
transact business and for employees to work, and forecast future funding requirements.
Strategy: Conduct a facility needs assessment for Police and Municipal Court.
FIRE - Administration
Goal: Ensure long-range planning for high quality fire services to meet the needs of a growing
community.
Strategy: Develop plan for locating future fire stations.
Priority K Continue implementation of City’s Facilities Plan
FINANCE & ADMINISTRATION – Facilities Maintenance
Goal: Provide quality maintenance of City public facilities which fosters a safe and positive
atmosphere for our employees and citizens.
Strategy: Develop plan and implement 911 Call Boxes at all City facilities.
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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.
Priority F Expand and coordinate Parks system
COMMUNITY SERVICES – Parks
Goal: Continue to maintain a high quality park system that is recognized at both the state and
national level.
Strategy: Implement Phase Two of a large community park on the west side of the City
expand recreational opportunities.
Strategy: Develop a dog park.
Strategy: Expand and revitalize existing neighborhood parks, including River Ridge and
Katy Crossing.
Goal: Explore funding opportunities such as grants and other sources for future park
development.
Strategy: Expand existing IOOF Cemetery, including development of a Master Plan for the
property.
FINANCE & ADMINISTRATION - Administration
Goal: Plan for the City’s future financial growth, though protecting and enhancing the City’s
quality of life.
Strategy: Develop funding plan for the Garey Park project.
FINANCE & ADMINISTRATION – Facilities Maintenance
Goal: Provide quality maintenance of City public facilities which fosters a safe and positive
atmosphere for our employees and citizens.
Strategy: Complete the design and begin the construction of the Recreation Center
expansion.
9.0 Policy Statement:
Citizens and commercial goods move safely and efficiently throughout all parts of the City.
Priority B Alleviate immediate traffic congestion
FINANCE & ADMINISTRATION - Administration
Goal: Evaluate and make recommendations on City operations and procedures to make the City
more effective in providing services to the citizens of Georgetown and more efficient in the use of
City resources.
Strategy: Assist the Transportation Advisory Board in developing funding strategies for
future road projects.
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GEORGETOWN UTILITY SYSTEMS – Administration
Goal: Provide reliable utility services and efficient, effective transportation systems that protect
the community and reflect its values.
Strategy: Develop plan for assuming responsibility for signalization of traffic lights within the
City.
GEORGETOWN UTILITY SYSTEMS – Transportation Services – Street Department
Goal: Continue work with Federal, State and County entities, adjoining municipalities, other
departments and the public to update and maintain a Comprehensive Transportation Plan.
Strategy: Develop a plan for the implementation of a Northwest Boulevard connection to
Austin Avenue.
MANAGEMENT SERVICES – City Manager’s Office
Goal: Ensure the delivery of quality services to citizens through effective management and
efficient administration.
Strategy: Develop and implement a Transit System Master Plan.
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.
Priority K Continue implementation of City’s Facilities Plan
FINANCE & ADMINISTRATION – Facilities Maintenance
Goal: Annually update the five-year facility plan to ensure adequate space for customers to
transact business and for employees to work, and forecast future funding requirements.
Strategy: Develop a comprehensive landscape design and maintenance program for all City
facilities.
11.0 Policy Statement:
City owned, sponsored or managed utilities are competitively priced and provide safe,
adequate and reliable services to all customers.
Priority D Improve quality of services while keeping Property Taxes low
GEORGETOWN UTILITY SYSTEMS – Energy Services – Electric Operations
Goal: Explore viable options to control and reduce our purchased power expenses.
Strategy: Renegotiate or investigate a potential new provider for power contracts beyond
2016.
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Priority L Increase operational efficiency and financial integrity
FINANCE & ADMINISTRATION - Administration
Goal: Evaluate and make recommendations on City operations and procedures to make the City
more effective in providing services to the citizens of Georgetown and more efficient in the use of
City resources.
Strategy: Develop and implement a service agreement with other local water providers to
read and bill water meters of mutual customers.
GEORGETOWN UTILITY SYSTEMS - Administration
Goal: Provide reliable utility services and efficient, effective transportation systems that protect
the community and reflect its values.
Strategy: Continue to pursue ownership of all electric substations.
GEORGETOWN UTILITY SYSTEMS – Energy Services – Electric Operations
Goal: Provide reliable cost effective electric service for our customers.
Strategy: Develop and implement plan to operate 24/7 dispatch for substation operations.
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.
Priority J Ensure adequate staffing and related competitive compensation for all
employees
MANAGEMENT SERVICES – Human Resources
Goal: Attract, retain and develop a quality workforce.
Strategy: Evaluate staffing levels for non-public safety personnel by conducting an
Organizational Needs Assessment.
Strategy: Develop on-going funding plan to implement market compensation for non-public
safety 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.
Priority K Continue implementation of City’s Facilities Plan
FINANCE & ADMINISTRATION – Facilities Maintenance
Goal: Provide quality maintenance of City public facilities which fosters a safe and positive
atmosphere for our employees and citizens.
Strategy: Begin design for new Georgetown Utility System – Electric facility.
Strategy: Renovate existing building into the new Technology Center, housing the new data
and communications centers.
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Goal: Annually update the five-year facility plan to ensure adequate space for customers to
transact business and for employees to work, and forecast future funding requirements.
Strategy: Conduct a facility needs assessment for Police and Municipal Court.
GEORGETOWN UTILITY SYSTEMS – Energy Services – Electric Operations
Goal: Provide reliable, cost effective service for our customers.
Strategy: Upgrade City owned fiber cable system.
Priority L Increase operational efficiency and financial integrity
FINANCE & ADMINISTRATION – Accounting
Goal: Provide financial information in the form, frequency and timeliness needed for
management decisions.
Strategy: Prepare a disaster recovery plan and redundancy data backup plan for the City’s
financial systems.
MANAGEMENT SERVICES – Human Resources
Goal: Provide services, tools and open communication to create an environment where
individuals are treated fairly and consistently.
Strategy: Develop online Benefits Management System to enhance efficiencies and provide
better employee access.
MANAGEMENT SERVICES – Information Technology
Goal: Provide cost-effective information technology management services.
Strategy: Prepare a citywide information technology disaster recovery plan.
.
14.0 Policy Statement:
A high level of cooperation and involvement exists among Georgetown’s citizens and
governmental organizations.
15.0 Policy Statement:
The City manages its resources in a sound and fiscally conservative manner.
Priority D Improve quality of services while keeping Property Taxes low
FINANCE & ADMINISTRATION - Purchasing
Goal: Develop and maintain a level of performance considered above average by customers
while maintaining a high degree of efficiency and economy.
Strategy: Purchase bid tracking software to improve efficiency and ensure a thorough and
ethical purchasing process.
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FINANCE & ADMINISTRATION – Utility Office
Goal: Ensure the efficient delivery of timely and accurate billing and payment information to our
customers.
Strategy: Evaluate options for an updated Customer Information System to continue to
provide excellent customer service in utilities.
16.0 Policy Statement:
Georgetown City government will operate openly and under the highest ethical standards.
Priority D Improve quality of services while keeping Property Taxes low
MANAGEMENT SERVICES – City Council:
Goal: Promote community involvement and participation in local government.
Strategy: Continue implementation of city-wide records management program by
contracting with consultant to continue to inventory and implement customized records
retention schedules for every department.
17.0 Policy Statement:
All citizens of Georgetown are treated in a fair and impartial manner.
Priority L Increase operational efficiency and financial integrity
POLICE – Field Operations Bureau:
Goal: Increase offense clearance rate for improved citizen satisfaction.
Strategy: Purchase and implement evidence/property management software to ensure and
improver tracking of evidence.
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City of Georgetown
Budget Adoption and Management Process
Budgeting is an essential element of the financial planning, control and evaluation process of
municipal government. The “operating budget” is the City’s annual financial operating plan. The
annual budget includes all of the operating departments of the general fund, proprietary funds, debt
service funds, special revenue funds, and capital improvement funds of the City.
Comprehensive Plan – The Georgetown Century Plan is the City’s comprehensive plan as required
by the City of Georgetown Charter (Section 1.08) to preserve, promote and protect public health and
general welfare, prevent overcrowding, ensure adequate transportation, availability of necessary
utilities and services, and conserve and protect the City’s natural resources. The Century Plan is the
City’s master plan. The City’s budget is the Annual Operating Plan Element of the Georgetown
Century Plan.
The Century Plan utilizes the budget process as an integral planning tool, requiring the City to plan for
five, two and one year time horizons. Therefore, the budget is focused on these areas and is in
compliance with the goals outlined in the comprehensive plan.
City Charter Requirements– The Charter (Section 6.02) requires “a proposed budget prepared by
the City Manager and submitted to the City Council at least thirty days prior to the end of the fiscal
year. The budget shall be adopted not later than the twenty-seventh day of the last month of the fiscal
year. No budget will be adopted or appropriations made unless the total estimated revenues, income
and funds available shall be equal to or in excess of such budget or appropriations, except otherwise
provided”. Therefore, the budget will be presented to the City Council no later than the 1st day of
August to provide the City Council time to adopt the budget in the required time frame.
Preparation – During January and February, all Capital Planning is preformed. Master plans and
forecasts are reviewed and the five-year Capital Improvement Plan (CIP) is updated and funding
requirements are identified. The City’s long-range financial models are also being updated,
forecasting revenue and potential rate adjustments necessary to fund the operations and the required
CIP. In mid-February, the City conducts a bi-annual Citizen’s Survey to provide feedback to the
Council on issues impacting the community, as well as, to gauge the success of various programs and
services. This information, along with feedback from the City’s Advisory Boards, is presented to the
City Council for use in determining priorities for the upcoming year. During early March, the City
Manager and the Management Team hold public workshops with the City Council to update and
develop the City Council’s priorities for the next fiscal year. The City Council priorities then provide the
basis by which the City Manager prepares the City Manager’s Proposed Budget, allocating
resources to best meet those priorities.
Budget Process for 2006/2007 Annual Operating PlanOctober 1, 2005 CI P P rocess B egins F i n anc ial models updat e d Bi-A nnual Cit iz en S ur vey c ond uct e d Counc il P riorit ies Det e rm ined B ase B udge t Pr oc es s Begins C IP Pres ent ati o n to Council Mid-Year Review Division Work Se s sions A dopt U p dated Financial Policy C i t y M a nager's B u dget Prepared Co uncil Wor k S es s ions P ubli c Wor ks ho ps/Hear i ng s F inal B udget A dopt ion S ept em b er 26, 2006
Oct Nov Dec Jan Feb Mar April May June SeptAugJuly
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Public Participation - The budget review process includes City Council participation in the
development of each segment and allows for citizen participation in the process, while allowing for
sufficient time to address policy and fiscal issues by the City Council. The City Council holds “Budget
Workshops” to allow the public to provide comment and feedback on the City Manager’s Proposed
Budget.
A copy of the City Manager’s Proposed Budget is also filed with the City Secretary and a copy is also
available at the Georgetown Public Library for citizen review.
Adoption – Once the budget appropriations are finalized, the City Council will hold a public hearing,
and subsequently adopt by Ordinance the final proposed budget as amended. The budget will be
effective for the fiscal year beginning October 1st.
Appropriations – The point of budget control is at the department level budget for all funds. The
Charter (Section 6.03) provides that any transfer of appropriation between funds must be approved by
the City Council and that the City Manager, without City Council approval, is authorized to transfer
appropriations between departments, within the same operational division and fund. The City
Manager may also authorize transfer of salary adjustment monies between funds that are budgeted in
a citywide account.
Budget Amendments – The Charter (Section 6.04) provides a method to amend for budget
amendments and emergency appropriations. The City Council may authorize with a majority plus one
vote, an emergency expenditure as an amendment to the original budget. This may be done in cases
of grave public necessity to meet an unusual and unforeseen condition that was not known at the time
the budget was adopted. In practice, this has been interpreted to include revenue-related expenses
within the enterprise funds and timing differences on capital improvement projects.
The City will amend the budget at year end, if needed, for revenue based expenditures that exceeded
budgeted amounts due to increased revenue and recognize any grant funded expenditures for grants
received after the budget was adopted or last amended. The City will also amend the budget if
necessary as part of the Mid-Year Review process for any capital project timing adjustments from prior
year, as well as, any other known adjustments needed and approved at that time.
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2006/2007 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.
• Bi-annual Citizen Survey conducted.
March – April • Five-year strategic planning issues and assumptions identified by senior
management team.
• Finance and Administration and Information Technology staff meets with
divisions on Internal Service Fund (ISF) needs for 2006/07.
• Five-year Capital Improvements Plan reviewed by City Manager and senior
management team.
• Council holds 2006/07 Budget Priority setting sessions.
• Five-year Capital Improvements Plan presented to Council and public.
May • Mid-year Review of 2005/06 Annual Operating Plan presented to Council.
• Preview 2006/07 budget concerns.
• Council Budget priorities discussed at public workshop.
• Base Budget preparation for existing programs.
• Finance finalizes five-year utility models.
June • Five-year financial forecast models updated.
• 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 and Administration and distributed to
Council.
• Annual review and update of Fiscal and Budgetary policy.
• Tax roll finalized.
• Property tax rate and revenue projections finalized.
Adoption
August – September • Finalize 2006/07 programs.
• Finalize 2006/07 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 2006/07 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 Annual Operating Plan Review in May of each year and at fiscal year end.
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POLICEFINANCE AND
ADMINISTRATION FIRE
GEORGETOWN
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
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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 2006 population was
41,294 within the city limits, with an estimated population of
90,000 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 presented with an “Outstanding Park
Award” from the National Softball Association (NSA) for McMaster Athletic Complex. The complex has won the
National Softball Association’s award every year since its opening in 2001, and is recognized by the Association
as one of the most outstanding softball complexes in the state. Georgetown’s hike and bike trail was
designated a National Recreation Trail by the U.S. Department of the Interior, the only trail in Texas to be so
recognized in 2006.
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 9,400 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 latest U.S.
News & World Report Best Colleges edition ranked Southwestern
as the top-rated national liberal arts university in Texas.
Southwestern moved up one spot in the overall rankings for
national liberal arts colleges, from 62 to 61. SU was also featured
in the 2005 “The Best 361 Colleges”. 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 1,310.
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Georgetown – Then and Now
This is a comparison of Georgetown today and as it was a decade ago.
• Population has more than doubled
• Growth has been constant
• Tax base has grown by 383%
• Tax rate, including debt portion, is lower
1996/97 2006/07
Population 20,350 44,324
Customer Growth 10% 7.57%
Building Permits Issued 921 1,468
Unemployment Rate 2.70% 4.50%
Appraised Values $633,469,050 $3,060,088,213
Average Home Value $108,365 $179,064
Total Budget $65,900,470 $154,323,242
Total Tax Rate $0.3785 $0.36728
Maintenance on Streets $200,000 $2,491,000
Debt Service Tax Rate $0.16950 $0.14749
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