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Summary
City Summary Table of Contents
Georgetown Century Plan
Georgetown’s Long-Term Planning Process........................................................................1
Council Priorities and Strategies Linked to the Century Plan................................................3
Budget Adoption and Management Process.......................................................................12
Annual Operating Plan Calendar of Events.........................................................................14
Organization
Organizational Chart ...........................................................................................................15
Community Profile
Overview .............................................................................................................................16
Historic Georgetown............................................................................................................16
Cultural Activities.................................................................................................................16
Recreation...........................................................................................................................17
Education ............................................................................................................................17
Georgetown – Then and Now ..........................................................................................................18
1
Georgetown’s Long-Term Planning Process
Georgetown Century Plan
The City of Georgetown is guided by a comprehensive strategic plan called the Georgetown
Century Plan. The Century Plan (the Plan) was created by a broad-based group of Georgetown
citizens, elected and appointed officials, and staff during the late 1980's. The Plan documents
and formalizes the goals and processes by which Georgetown will strive to enhance its quality of
life. Its foundation is the City’s mission statement and a set of 17 policy statements, which are
updated at least once every five years.
Mission Statement and Policy Statements
The City’s Mission Statement serves as a broad statement of purpose. There are seventeen
citizen defined policy statements intended to support the City's mission. Each describes in
specific terms a desired ending state or result. The Policy Statements are the vision of
Georgetown at its very best and represent the ultimate target at which all activities of the City are
aimed. Policy Statements are addressed with goals and strategies and assigned to each City
Division. Each goal represents a specific Council or citizen direction given toward achieving the
more general Policy Statement. Policy Statements may or may not have specific goals and
strategies planned for the upcoming fiscal year. More detailed planning and additional resources
may be required to identify the goals and determine the necessary strategies to achieve them.
Functional Plans
The Century Plan is further defined through periodic updates and through the development of
Functional Plan Elements that address the 17 policy statements. The Functional Plans are
created by citizen work groups and provide more detailed direction for accomplishing the Policy
Statements. Generally, one functional plan is prepared and adopted each year. Each Functional
Plan may address one or more policy statements. The policy guidance from each new Functional
Plan is incorporated into the Century Plan and determines each Policy Statement’s specific goals
and strategies. The Functional Plan elements adopted to date are:
Land Intensity Plan Transportation and Utilities Plan
Economic Development Strategic Plan Parks & Recreation Plan
Facilities and Services Plan Urban Design Plan
Airport Functional Plan Overall Transportation Plan
Downtown Master Plan
An update of the overall Century Plan Document is underway and will be adopted in the
upcoming fiscal year. The new comprehensive plan, tentatively called “Georgetown 2030” will be
integrated into the 2008/09 budget process.
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.
2
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 2007/08 Council Priority Goals & Strategies.
2007/08 BUDGET RANKING BY PRIORITY GOALS
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
2007/08 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.
Strategy: Adopt a redevelopment Master Plan for the Leander Road/Austin Avenue Area to
ensure that citizens and businesses enjoy an attractive community.
MANAGEMENT SERVICES – City Manager’s Office
Goal: Promote revitalization and future economic development of the underdeveloped areas
within the City.
Strategy: Continue implementation the Master Plan for Williams Drive Gateway
redevelopment.
Strategy: Create a Community Redevelopment staff position to oversee Community Block
Development Grants (CBDG) and other City redevelopment projects.
Priority G Continue efforts for community Long-Range Planning
COMMUNITY DEVELOPMENT – Geographic Information System (GIS)
Goal: Provide leadership in the implementation of the GIS Plan.
Strategy: Implement new GIS plan: “Phase 2 – Moving Toward Enterprise GIS”, including
aerial photography update.
COMMUNITY DEVELOPMENT – 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:Continue implementation of the Conservation Subdivision, Mixed Use and Transit
Oriented Development ordinances.
Strategy:Complete process for voluntary and possible involuntary annexation of
approximately 3,000 acres in various locations contiguous to the current city limits.
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).
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.
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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.
Priority A Continue revitalization and economic development
COMMUNITY SERVICES – Convention and Visitor’s Bureau
Goal: Promote the area’s cultural, recreational, and educational attributes to a wide audience.
Strategy: Work with contracted media relations professional to increase public awareness of
Georgetown as a quality tourist destination.
Priority F Expand and coordinate Parks system
COMMUNITY SERVICES – Parks
Goal: Ensure natural areas are preserved and maintained for future generations.
Strategy: Continue efforts to purchase river springs property for preservation and
conservation.
Priority G Continue efforts for community Long-Range planning
GEORGETOWN UTILITY SYSTEMS - Systems Engineering
Goal: Establish and maintain successful asset management practices.
Strategy: Inventory the City’s stormwater drainage system and prepare for regulatory
changes in 2010.
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.
Strategy:Expand Water Certificates of Convenience and Necessity (CCN) to coincide with
other City services.
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Priority I Expand recycling opportunities and environmental programs
GEORGETOWN UTILITY SYSTEMS - Sanitation
Goal: Increase participation in sanitation programs and events through proactive communication
with citizens.
Strategy: Promote sales and use of landscaping materials such as mulch, soil additives, and
compost.
Strategy: Encourage recycling at all City facilities.
Goal:Protect the environment and contribute to community cleanliness and appearance.
Strategy: Actively pursue grant participation to fund projects such as source reduction,
recycling and public education.
4.0 Policy Statement:
Prehistoric and historic resources are preserved, protected and promoted for the benefit of
the citizens of Georgetown.
Priority C Continue implementation of Downtown Master Plan
GEORGETOWN UTILITY SYSTEMS - Systems Engineering
Goal:Apply modern technology to reduce the cost and disruption of utility service.
Strategy: Create a master plan for infrastructure in the downtown overlay district and
determine the improvements needed to serve the existing and future developments.
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.
Priority K Continue implementation of City’s Facilities Plan
FINANCE & ADMINISTRATION – Facilities Construction and Maintenance
Goal:Annually update the Facilities Plan to ensure adequate space for customers to transact
business and employees to work, and forecast future funding requirements.
Strategy: Begin planning for rehabilitation of the old historic fire station for alternative uses.
5.0 Policy Statement:
All citizens have access to safe and adequate housing opportunities.
Priority H Develop an Affordable Housing program
COMMUNITY DEVELOPMENT – Housing and Neighborhood Development
Goal: Develop plan to guide long-range housing goals and strategies for the City.
Strategy: Create the Housing Element in coordination with the Comprehensive Plan update.
Strategy: Apply for available grants the will promote affordable housing programs.
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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 I Expand recycling opportunities and environmental programs
GEORGETOWN UTILITY SYSTEMS - Sanitation
Goal: Increase participation in sanitation programs and events through proactive communication
with citizens.
Strategy: Increase customer education through aggressive advertisements promoting the
City’s recycling and composting programs.
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
FIRE – Operations
Goal:Maintain an operational readiness level that will meet the emergency demands of the
community.
Strategy:Implement 3 year staffing plan by hiring 6 additional firefighters that will eventually
staff Fire Station 5 in Sun City.
Strategy: Implement the promotions needed to operate a successful Squad Program.
POLICE – Field Operations Bureau
Goal: Improve partnerships within the community through collaborative problem solving efforts to
reduce crime.
Strategy: Implement a proactive “IMPACT” team to provide a hands-on, positive influence
within the community.
Goal: Resolve traffic issues through prevention, education and enforcement.
Strategy: Improve criminal investigations through purchase and use of digital recording
equipment, and by implementing a digital video management system.
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: Evaluate options for the possible replacement of the City’s existing computer
aided dispatch system.
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Priority K Continue implementation of the City’s Facility Plan
FINANCE & ADMINISTRATION – Facilities Construction and Maintenance
Goal:Annually update the facility plan to ensure adequate space for customers to transact
business and for employees to work, and forecast future funding requirements.
Strategy: Begin design for Fire Station 5 in Sun City.
Goal: Provide quality maintenance of City public facilities which fosters a safe and positive
atmosphere for our employees and citizens.
Strategy: Continue installation of defibrillators and 911 Call Boxes at all City facilities.
Strategy: Complete the renovation and relocation to the Georgetown Communication and
Technology (GCAT) Building.
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: Upgrade fencing at adult baseball field in San Gabriel Park.
Strategy: Purchase old batting cages in San Gabriel Park and develop a City skate park.
COMMUNITY SERVICES – Recreation
Goal: Ensure access to recreation facilities and programs for all Georgetown residents
regardless of race, gender, age, income or physical ability.
Strategy: Renovate River Ridge Pool based on structural engineer’s recommendations.
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 future Garey Park project.
FINANCE & ADMINISTRATION – Facilities Construction and Maintenance
Goal: Provide effective project management for all construction and renovation of City building
and facilities.
Strategy: Oversee and coordinate the construction of the Recreation Center expansion.
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9.0 Policy Statement:
Citizens and commercial goods move safely and efficiently throughout all parts of the City.
Priority L Increase operational efficiency and financial integrity
GEORGETOWN UTILITY SYSTEMS – Energy Services – Transmission & Distribution
Goal:Maintain City’s fiber network communication system.
Strategy: Install and integrate a fiber system for monitoring cameras at City operated traffic
lights throughout 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.
TRANSPORATION SERVICES – Administration
Goal:Provide efficient and effective transportation systems that serve the community and reflect
its values.
Strategy: Develop plan to assume responsibility for signalization of traffic lights within the
City, with expected implementation before 2010.
TRANSPORATION SERVICES – Street Department
Goal:Protect the investment in the public transportation system through preventive maintenance
and on-going rehabilitation of streets and sidewalks.
Strategy: Implement changes of focus form 1/4 sales tax funds for street maintenance from
rehabilitative to preventative maintenance.
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.
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Priority K Continue implementation of City’s Facilities Plan
FINANCE & ADMINISTRATION – Facilities Construction and Maintenance
Goal:Annually update the Facilities Plan to ensure adequate space for customers to transact
business and employees to work, and forecast future funding requirements.
Strategy: Coordinate the design of a parking garage to alleviate parking issues in the
southwest quadrant of downtown.
Strategy: Coordinate the design for the renovation of the old library building for possible
police expansion.
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
FINANCE & ADMINISTRATION – Utility Office
Goal:Develop and maintain quality utility programs and innovative services that are
administered in a friendly, helpful manner.
Strategy: Implement American Public Power Association (APPA) Customer Service
Certification Program to improve and expand services to customers.
Goal:Respond to customer requests and issues quickly and fairly, with the intention of satisfying
each customer.
Strategy: Implement Interactive Voice Response (IVR) system to process utility connects,
disconnects, extensions and payments to improve customer response times and efficiency.
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.
Priority I Expand recycling opportunities and environmental programs
GEORGETOWN UTILITY SYSTEMS – Sanitation
Goal: Increase participation in sanitation programs and events through proactive communication
with citizens.
Strategy: Develop a commercial recycling program.
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.
10
GEORGETOWN UTILITY SYSTEMS - Administration
Goal: Provide reliable utility services that protect the community and reflect its values.
Strategy: Continue to pursue ownership of all electric substations.
GEORGETOWN UTILITY SYSTEMS – Energy Services – SCADA/AMR
Goal: Ensure the 96% of electric and water meters are read electronically and accurately.
Strategy: Start the implementation of automatic meter reading (AMR) fixed radio network
expansion/upgrade to allow the AMR network to cover all sections of the water and electric
service area.
.
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: Develop on-going funding plan to fully implement market compensation for
employees that matches 100% City of Round Rock compensation for like positions.
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 L Increase operational efficiency and financial integrity
COMMUNITY DEVELOPMENT – Planning
Goal: Provide sound and timely advice to internal and external customers regarding the planning
process and best land use planning principals.
Strategy: Implement electronic case management system for Planning, integrating with
Building Permits and making project tracking available through the City’s website.
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.
11
15.0 Policy Statement:
The City manages its resources in a sound and fiscally conservative manner.
Priority L Increase operational efficiency and financial integrity
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: Implement bar coding in City warehouse to assist in inventory management and
prevent potential materials loss.
Strategy: Secure services of a Contract Specialist to review all City contracts to ensure
proper documentation, as well as, conformity to City standards.
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 E Improve emergency response
POLICE – Support Services Bureau
Goal: Reduce crime through public education and collaborative community efforts.
Strategy: Expand the City’s Warrant Collection Program to improve warrant processes and
provide increase security for Municipal Court.
12
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. Review of the 2006 Bi-Annual Citizen’s Quality of Life Survey results, along with feedback from
the City’s Advisory Boards, is presented to the City Council for use in determining priorities for the
upcoming year. During early March, the City Manager and the Management Team hold public
workshops with the City Council to update and develop the 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 2007/2008 Annual Operating Plan
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13
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
budget is adopted by personnel, operations and capital (POC) totals within departments. Total
appropriations are presented by Funds/by Divisions on page 32 and by Funds/by POC on page 34.
POC detail by department is also included on each division summary page, as well as, within each
department’s budget pages. The Charter (Section 6.030.) provides that any transfer of appropriation
between funds must be approved by the City Council 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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2007/2008 Annual Operating Plan (AOP)
Calendar of Events for Budget Adoption & Implementation
Planning and Preparation
January – February x AOP process schedule set.
Five-year Capital Projects Plan updated using systems engineering models
and City-wide review team.
March – April x Five-year strategic planning issues and assumptions identified by senior
management team.
x Finance and Administration and Information Technology staff meets with
divisions on Internal Service Fund (ISF) needs for 2007/08.
x Five-year Capital Improvements Plan reviewed by City Manager and senior
management team.
x Council holds 2007/08 Budget Priority setting sessions.
x Five-year Capital Improvements Plan presented to Council and public.
May x Mid-year Review of 2006/07 Annual Operating Plan presented to Council.
x Preview 2007/08 budget concerns.
x Council Budget priorities discussed at public workshop.
x Base Budget preparation for existing programs.
x Finance finalizes five-year utility models.
June x Five-year financial forecast models updated.
x Departmental narrative and program request information provided to divisions.
Budget packages prepared in accordance with Council guidelines and
Georgetown Century Plan.
x Revenue and expenditure projections finalized.
July x Work sessions with divisions conducted with Finance.
AOP workbook prepared by Finance and Administration and distributed to
Council.
x Annual review and update of Fiscal and Budgetary policy.
x Tax roll finalized.
x Property tax rate and revenue projections finalized.
Adoption
August – September x Finalize 2007/08 programs.
x Finalize 2007/08 proposed tax rate.
x Certified tax roll is accepted by Council.
x City Manager’s budget is presented to Council for review.
x Final recommendations and AOP summary distributed to Council and public.
x Public hearings on proposed budget and tax rate held.
x Budget and tax rate ordinances presented to and adopted by Council.
October 1 x Implement 2007/08 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.
15
PoliceFinance &
Administration FireGeorgetown
Utility Systems
Assistant City
Manager
Transportation
Electric Services
Water Services
Community
Services
Engineering Facilities
VSC
Accounting
Purchasing
CVB
Main Street
Tourism
Parks
Recreation
Library
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
Municipal Court
Economic
Development
Human
Resources
Community
Development
Support Services
Bureau
Administrative
Services Bureau
Animal Services
Field Operations
Bureau
Administration
Operations
= City Divisions
Utility BIlling
Sanitation
Planning
Services
Inspection
Services
Housing &
Neighborhood
Development
Geographic
Information
System
16
Community Profile
Overview
Founded July 4, 1848, Georgetown was originally the
agricultural trade center for the county and surrounding area.
After the Civil War, reconstruction brought prosperity to
Georgetown through four main industries -- cattle, cotton, the
university and the railroad. Georgetown has enjoyed
consistent growth and development through the years. In
recent years the City has become more industrialized and
commercially oriented. Along with the commercial growth,
Georgetown has successfully promoted tourism, which has
brought a significant economic benefit to the community.
The City of Georgetown’s estimated 2007 population was
44,324 within the city limits, with an estimated population of 98,000 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, with elections being held the first
Saturday in May.
Historic Georgetown
Since the 1982 Georgetown has been synonymous with Main Street, a downtown economic development effort
administered through the Texas Historical Commission and the National Main Street Center. Over $33 million
has been reinvested in revitalization efforts in the downtown area. Private
and public entities joined in partnership to restore and renovate downtown
commercial structures, public buildings as well as building new structures
to help anchor the commercial district. This unprecedented success has
made our community the shining star of the Texas Main Street program
and an example for small cities nationwide to follow. It has been the
building block for Georgetown’s recent economic development gains.
The restoration of Georgetown’s "living room", one of a few remaining
Victorian era downtown squares in the country, has revitalized the heart of
Georgetown into a thriving district with shops and restaurants. In 1997,
Georgetown gained recognition for the successful effort of its citizens to
preserve the historic character and char of the city when it became the
first city in Texas to win the Great American Main Street Award. The
Georgetown Square is considered by many to be the finest example in the
state of a Victorian town square. Our historic square is certainly the
magnet that draws people to Georgetown. However, once they're here,
people soon realize there's much more to our community. It's a town with
a strong identity and people who care about it... people that make sure we
never stop trying to enhance both Georgetown's appeal and the lives of
those who choose to live here.
Cultural Activities
Cultural activity thrives in Georgetown. Southwestern University's contribution of quality
theater, dance, fine arts and lecture events add a valuable dimension to our cultural life.
The Art deco-styled Palace Theatre, located on the downtown square, was renovated
and rejuvenated by townspeople. The Palace Theatre showcases events such as plays
and musicians, as well as, other types of performing arts. Georgetown always has a full
calendar of local events including the “up the Chisholm Trail Cattle Drive” down Main
Street each September. Other major annual events include the Fourth of July
Celebration, Christmas Stroll, Red Poppy Festival each Spring and the Wine and Food
Festival held each August.
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Recreation
Georgetown offers a wealth of recreation opportunities
through its award winning Parks and Recreation program. In
Georgetown there are currently thirty city parks, comprising
nearly 400 total acres. The parks range from a half-acre
neighborhood park to the one hundred-acre city wide San
Gabriel Park. There are 8.2 miles of Hike/Bike Trails, three
cemeteries, athletic complex, five swimming pools, downtown
pocket parks and tennis center, as well as, a wide range of
facilities including: softball and baseball fields, soccer fields,
playground equipment, individual and group picnic shelters,
basketball and tennis courts and disc golf. The Tennis
Center facility includes a full size swimming pool and baby
pool, 11 tennis courts and activity center on 7 wooded acres. San Gabriel Park, considered to be the “jewel” of
Georgetown also has a sunken garden, gazebo, football stadium, rodeo area, creative playscape for children
and is home to the newly renovated Community Center. A major expansion to the City’s Recreation Center
began on September 18. The addition will include an indoor pool, an outdoor splash pool, a new gymnasium,
an indoor track, and new rooms for exercise classes and activities. Areas in the existing Recreation Center will
be renovated for teen and senior activities. The 47,000 square-foot expansion will provide a total of more than
65,000 square feet of interior space once the project is completed. 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.
The new $9.8 million Georgetown Public
Library opened in January 2007. The new
library is 55,000 square feet and allows for the
expansion of book collections and other
materials. It also includes a larger reference
area and more computer work stations, as well
as, expanded children’s areas with a
performance stage and seating area. Two
large community rooms are also located on the
second floor. The Library also houses the “Red
Poppy Coffee Company”, a locally owned
coffee house.
Education
Georgetown Independent School District (GISD) serves a diverse population of Williamson County students
from pre-K to 12th grade. The district serves elementary students in three pre-K-2 campuses, three 3-5
campuses, and three K-5 campuses. Secondary students attend one of three middle schools and a ninth-grade
campus before attending the district's high school. The City’s second public high school is scheduled to open in
September 2008. 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.
Georgetown is also the home of Southwestern University, an independent,
selective four-year undergraduate college, offering a traditional liberal arts and
sciences curriculum. Southwestern was the first institution of higher learning
in Texas, chartered by the Republic of Texas in 1840 and has received
national recognition for its academic program and cost-effectiveness. The
latest U.S. News & World Report Best Colleges edition ranked Southwestern
as the top-rated national liberal arts university in Texas.
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Georgetown – Then and Now
This is a comparison of Georgetown today and as it was a decade ago.
i Population has grown by 86%
i Growth has been constant – 14th year growth greater than 6.5%
i Tax base has grown by 267%
i Tax rate, including debt portion, is 1.8% higher – still lowest in Central Texas area
1997/98 2007/08
Population 25,500 47,353
Customer Growth 10.0% 6.64%
Building Permits Issued 765 1,016
Unemployment Rate 2.50% 3.80%
Appraised Values $984,123,199 $3,611,204,319
Average Home Value $119,985 $183,970
Total Budget $74,892,760 $185,198,572
Total Tax Rate $0.35000 $0.35659
Maintenance on Streets $2,479,664 $4,057,000
Debt Service Tax Rate $0.14700 $0.15337