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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 ................................................ 7
Budget Adoption and Management Process ....................................................................... 10
Annual Operating Plan Calendar of Events ......................................................................... 12
Organization
Organizational Chart ........................................................................................................... 13
Community Profile
Overview ............................................................................................................................. 14
Historic Georgetown ............................................................................................................ 14
Cultural Activities ................................................................................................................. 14
Recreation ........................................................................................................................... 15
Education ............................................................................................................................ 15
Georgetown – Then and Now .......................................................................................................... 16
1
Long-Term Planning in Georgetown
Section 213.002 of the Texas Local Government Code grants municipalities the authority to “adopt a
comprehensive plan for the long-range development of the municipality”. Georgetown has a long and
successful history of community involvement in the development of a comprehensive plan to guide growth
within the community. As early as 1964, the citizens of Georgetown realized the importance of such a
plan in shaping the long-term growth of the City. In fact, in 1986, voters approved a City Charter
amendment requiring a comprehensive plan. This amendment committed the City to plan as a
“continuous and ongoing governmental function,” with the common goal of maintaining and enhancing a
high quality of life for the City’s residents. The Charter establishes that the comprehensive plan must
contain the “Council's policies for growth, development and beautification of the land within the corporate
limits and the extraterritorial jurisdiction of the City, or for geographic portions thereof including
neighborhood, community or area-wide plans.”
In 1986, the City began a community-wide process to develop a new comprehensive plan that would
guide the City into the next century. The “Georgetown Century Plan” was adopted by City Council in
1988. The Century Plan focused on 17 policy statements that were defined through various “Functional
Plans”. The Century Plan was amended throughout the next twenty years, and while the City’s planning
activities continued, the Century Plan no longer addressed today’s challenges in managing growth and
change. Since the adoption of the Century Plan, the City has tripled in population, along with a dramatic
geographic enlargement of the city limits and the area of extraterritorial jurisdiction (ETJ). It no longer
provided an adequate policy response or the tools and strategies needed to address the challenges the
City will face in managing growth over the next two decades.
GEORGETOWN “2030 PLAN”
The process to update the City’s comprehensive plan began in 2006 and utilized a broad cross-section of
citizens that provided input and ideas throughout the process. Meetings were held that allowed citizens
and stakeholders the opportunity to voice their ideas and concerns about community growth over the next
20 years. The Georgetown 2030 Comprehensive Plan or the “2030 Plan” is the product of a careful
design process that incrementally built consensus on the desired future of the City and the means to
achieve that future.
The 2030 Comprehensive Plan builds on the foundation established by the Century Plan and advances
the state-of-the-art of planning for the City’s future by establishing a Vision Statement that reflects the
shared values and aspirations of citizens, and becomes the policy touchstone and the destination for the
comprehensive plan.
“2030 VISION STATEMENT”
In 2030, Georgetown is a growing city, recognized throughout the region and the nation as a
premier community of choice by virtue of its exceptional livability; proud historic heritage;
welcoming, engaging people; safe neighborhoods; variety of well-paying jobs; excellent
public schools; vibrant arts and cultural offerings; and well-planned infrastructure,
transportation, and public facilities.
We have taken advantage of our strategic location by embracing sound, managed growth,
and harnessing and guiding it to deliberately shape Georgetown as we choose it to be. In
embracing sound growth and encouraging a variety of densities and architectural styles, we
have promoted sustainable development patterns that are compatible with our natural
resources and historic character. We have encouraged innovation in development practices,
raised quality standards for new development, re-invested in downtown and historic
neighborhoods, and revitalized areas in transition. We have achieved greater economic
autonomy by attracting quality employment and an array of local retail and commercial
services to grow our tax base, safeguard our fiscal health and retain our talented youth. All of
our neighborhoods are safe and thriving, and offer quality, affordable housing to households
of all ages, lifestyles and economic means.
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We have achieved our Vision by exercising leadership and by mobilizing citizens, civic and
neighborhood organizations, local businesses and institutions to work together in partnership
with the City of Georgetown, its elected and appointed leaders and staff.
We have crafted our Vision to articulate community values and aspirations, structured into the
following four major themes:
Quality of Life
Sustainable Development
Balanced Transportation / Efficient Mobility
Effective Governance
GEORGETOWN 2030 PLAN – POLICY PRINCIPALS
1.0 Quality of Life
1.1 Community Character
A. The City of Georgetown is regarded throughout Central Texas and the nation as a safe,
livable and beautiful “community of choice.”
B. We have retained our unique identity and heritage by protecting the historic character of
downtown and our older neighborhoods.
C. We have raised the bar for development quality by encouraging innovation among forms of
development that maintain and enhance community character and conserve land and
natural resources, consistent with market demand.
D. We have enhanced the community’s visual character through greater attention to roadway
aesthetics, conservation of our tree canopy and green spaces, standards for appropriate
signage and enhanced gateway corridors.
E. We have preserved our irreplaceable natural resources, our lakes, rivers and hill country
scenery. Through a variety of means - including strategic acquisition and development of
park lands, trails and greenways, successful partnerships, and effective use of incentives for
voluntary preservation - our open spaces are protected for future generations.
F. We have expanded public recreational use and enjoyment of our parks and open spaces by
expanding sports facilities and by enhancing our network of greenways and trails, which link
major open spaces, recreational areas and our rivers and lakes.
1.2 People
A. Georgetown residents are educated, engaged, caring, diverse and committed to the
community.
B. Georgetown residents - whether long-time residents or newcomers; young households or
retirees - become deeply rooted in the community and are actively involved in community
service through their faith-based involvement, civic organizations and a variety of volunteer
activities.
C. Georgetown residents are well informed and engaged with local government on key issues
affecting growth and change in the community.
D. Georgetown residents recognize and embrace their diversity and respond to opportunities to
come together in common purpose, overcoming generational, cultural, geographic and
socio-economic barriers.
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E. Georgetown residents are tolerant, compassionate, and reach out to those in need.
F. Georgetown residents are receptive to positive change and nurture future leaders.
G. Georgetown residents respond to the needs of all economic levels of residents through the
provision of affordable housing and adequate and accessible health and social services.
1.3 Educational and Cultural Opportunities
A. Georgetown nurtures its most valuable resource—its youth—by promoting and supporting
the highest level of excellence in public education and by actively engaging them in the life
of the community.
B. Southwestern University is a valued resource and a partner in community affairs. The City
and University collaborate in initiatives to expand economic opportunities, to attract clean,
knowledge-based employment, and to provide cultural enrichment to citizens and
opportunities to engage the student body in the community.
C. Georgetown seeks and creates partnerships to promote lifelong learning and provide
affordable higher education for all, along with special venues for learning to make
Georgetown an educational destination in Central Texas.
D. Georgetown is a cultural destination in Central Texas, thanks to our vibrant community of
artists and artisans, performing arts venues, and array of arts, heritage and cultural festivals
and events.
2.0 Quality Growth / Sustainable Development
2.1 Throughout Georgetown we have...
A. Attracted desired forms of balanced development, creating quality urban, suburban, and
rural places that offer a choice of setting and lifestyle.
B. Encouraged residential developments that are well connected to the larger community are
planned and designed to compliment the heritage and natural character of Georgetown, and
offer a variety of housing types and price ranges.
C. Encouraged sound, compact, quality growth, including pedestrian-friendly development
patterns that incorporate mixed uses and densities, conserve resources, and accommodate
public transportation, alternative fuel vehicles, biking, and walking as convenient substitutes
for automobile use.
D. Reserved well-planned and well-located sites for future employment centers, sufficient to
meet our long range need for economic diversification and suitable to attract desired “clean”
businesses.
E. Maintained the quality and diversity of our housing stock in all of our neighborhoods, which
are framed by safe, attractive streets.
2.2 In downtown Georgetown and our older neighborhoods we have…
A. Supported home-grown businesses and planned for an optimal mix of businesses, services,
retail and entertainment suited to the scale and historic charm of downtown.
B. Attracted or created an array of civic, arts and other cultural activities and events to expand
the level of downtown activity.
C. Promoted downtown and in-town housing including infill, mixed use and the creation of
apartments and lofts over retail.
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2.3 Along our major highway corridors we have…
A. Promoted development compatible with safe, efficient traffic circulation through sound
standards for access management, limited installation of curb cuts and parking facility
connectivity.
B. Selectively determined appropriate locations and applied design standards for large
commercial developments and other high traffic generating uses.
C. Set high design standards for all commercial development and signage.
D. Encouraged mixed-use, and “village center” development types as alternatives to
conventional strip center and stand-alone “pad” sites.
2.4 In our suburban fringe we have…
A. Exercised influence to prevent premature and incompatible development.
B. Encouraged the staged, orderly expansion of contiguous development to coincide with the
expansion of roads and infrastructure.
C. Encouraged conservation development and other approaches that retain rural character and
promote retention of open space.
D. Provided for the City’s long range growth with strategically timed annexations.
E. Consolidated development patterns within the city limits, where feasible, through judicious
annexation and capital investments.
3.0 Balanced Transportation / Efficient Mobility
A. Georgetown has implemented improvements to the local road and traffic control system,
including new thoroughfare linkages to enhance connectivity, improved and coordinated
traffic signalization, and standards for access management to enhance traffic flow and
safety.
B. Georgetown is progressing towards a functional, well-integrated, multi-modal transportation
system, which provides convenient public transportation choices within Georgetown and
access to the region’s major activity centers in and around Austin.
C. Georgetown has reduced its reliance on conventional fuels and automotive traffic by
promoting alternative fuel vehicles; by retrofitting bike lanes and sidewalks in underserved
areas to enhance bicycle and pedestrian mobility; by incorporating these facilities in new
developments; and by encouraging compact mixed-use and other “walkable” development
types.
D. Georgetown has assisted in carefully locating employment and commercial centers, schools,
and other high-traffic generators.
4.0 Effective Governance
A. Our City government retains its reputation for providing a high level of responsiveness to
citizens and in exercising visionary leadership in planning and investing for the future.
B. We have created and enforced innovative, effective and fair regulatory codes and
development standards to guide growth and improve development quality. We have
streamlined the regulatory process, particularly for desired development types and locations.
C. Georgetown has achieved a high level of service coordination, both internally and with
County, State and other city service providers.
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D. Georgetown has anticipated and planned for the long-range need for public facilities
including police, fire, recreation and libraries.
E. The City has coordinated with the Georgetown Independent School District for the
appropriate siting and timing of new school construction, consistent with the City’s growth
management strategy.
F. Georgetown has maintained and improved its fiscal strength by:
Actively promoting sustainable economic development through recruitment of
desired industries and employers.
Guiding a compact growth pattern, which reduces public facility costs.
Carefully prioritizing spending consistent with adopted capital improvement plans
and budgets.
Judicious use of incentives and subsidies for desired development.
G. Georgetown has taken a leadership role in the use of advanced technology to incorporate
sustainable “green infrastructure,” including initiatives to:
Conserve water resources through reduced consumption.
Effectively re-use treated wastewater for irrigation.
Encourage renewable sources of energy.
Promote maximum recycling.
Promote the use of alternative fuels.
Provide high speed internet access for all citizens.
H. The City has followed through on its commitment to plan for the future, by adopting a
comprehensive plan; by consistently applying it as a criterion in all decision-making; by
implementing actions called for in the plan; and by periodic monitoring and updating of the plan.
Link to Annual Budget
The City staff and elected and appointed City Officials rely on the comprehensive plan to provide direction
and guidance for recommending and authorizing the expenditure of public funds. The City Council used
the guiding principals included in the 2030 Plan to develop wide-scope Priority Areas to further the
progression in implementing the Vision Statement of the 2030 Plan. Goals that pertain to each Priority
Area are determined, carrying out the principals included in the Plan. Goals will include various strategies
to be implemented in the Annual Budget. Priority Areas and related goals may require multiple years for
implementation through strategies that vary from year to year. The Annual Budget specifically defines the
methods or processes by which the City Manager and City staff will go about achieving the desired
results planned for each Priority Area.
Goals, Strategies and Objectives
Goals represent specific outcomes that will promote or enhance implementation of a Priority Area and the
Vision Statement of the 2030 Plan. Strategies are the specific actions needed to accomplish goals. Both
goals and strategies are identified through strategic planning sessions with the senior management team
and key division staff guided by the Vision Statement and policy principals of the 2030 Plan and City
Council direction. The Annual Budget includes a detailed look at each operational area, or department,
within the City's divisions.
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Each division/department within the City has developed it own unique set of Major Department Goals
which enhance its purpose and connection to the 2030 Plan. Annually, each department reviews and
updates these goals and determines its Major Department Goals for the upcoming year. Major
Department Strategies are specific plans to achieve Major Department Goals, which in turn reflect both the
specific purpose of the particular department and objectives for furthering the implementation of the 2030
Plan. Strategies may require multiple years to be achieved.
Five-Year Plans
The City uses a five-year planning horizon to prepare the capital projects program and financial forecasts.
The five-year capital projects program and the anticipated funding sources are incorporated into and
adopted with the Annual Budget. The capital planning process is discussed in more detail with the Capital
Projects section. Five-year financial forecasts are prepared to guide policy and priority decisions of staff
and Council. The financial forecasts meet fiscal and budgetary policies (see Reference Section) and are
based on historical trends, programs, and projects outlined during the other planning processes, and
reasonable economic and growth projections. The revenue forecasts from these models are included in
the Financial Summary section.
The following table provides an overview of the 2008/09 Priority Areas and their related connection to the
2030 Plan Policy Principals.
PRIORITY
AREA
2030 PLAN
POLICY
PRINCIPALS
PRIORITY AREAS
A 2.1 Continue revitalization and economic development
B 3.0 Alleviate traffic congestion
C 2.2 Continue implementation of Downtown Master Plan
D 4.0 Improve quality of services while keeping property taxes low
E 4.0 A Improve emergency response levels
F 1.1 Expand and coordinate Parks & Recreation system
G 2.0 Continue efforts for community long-range planning
H 1.2 Encourage and support Affordable Housing programs
I 4.0 G Expand recycling opportunities and environmental program initiatives
J 4.0 Ensure adequate staffing & competitive compensation for all employees
K 4.0 D Continue implementation of City's Facility Plan
L 4.0 Increase operational efficiency and financial integrity
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2009/10 Strategies Linked to the 2030 Plan
In April, the City Council provided direction to staff for the upcoming fiscal year, by numerically ranking a
proposed list of new strategies and programs to implement the previously identified priority areas. T he
proposed list was a culmination of previous year strategies that were on-going, as well as, new programs
that were recommended by staff or by input from advisory boards. The list included an estimated cost,
assigned division and department, as well as, funding requirement (one-time or on-going). Each Council
member was asked to rank the individual programs between 1 (Very High Priority) and 4 (Low Priority)
depending on their own preferences. The results were summarized and are included within this section
of the budget document. The City Manager then matched available funds to the highest priority projects.
Below is a summary of strategies included in the 2009/10 Annual Budget aligned with each individual
Policy Principal from the Georgetown 2030 Plan along with Council ranking that required funding to be
implemented. Strategies that required staff time or existing resources are included in the summary charts
and within the individual department pages of this document.
Strategies and Programs phased/continued from previous years
• Inventory Stormwater Drainage system for development and implementation of a Stormwater
Master Plan as required to meet federal regulations
⇒ $200,000 of Stormwater drainage improvements funded through the capital
improvements program
Policy Principal 4.0 D - MANDATED
• Continue funding to increase public safety compensation to 95% of Round Rock
⇒ $260,000 is added to continue the step plan compensation for both Fire and Police
Policy Principal 4.0 G - RANKING 2.50
• Develop industrial pretreatment program to control and monitor industrial pollutants in the sewer
system
⇒ $180,000 is included in Wastewater Services
Policy Principal 4.0 G – MANDATED
• Develop a strategy for the acquisition of traffic lights
⇒ $ 130,000 is funded for signal acquisition in Streets Department
Policy Principal 3.0 A - RANKING 2.571
New Strategies and Programs for 2009/10
• No increase in the property tax burden
⇒ The tax rate is the same as the previous year
Policy Principal 4.0 - RANKING 3.25
• Implement an Enterprise Customer Information System (CIS) and Advanced Metering
Infrastructure (AMI)
⇒ $3M is funded through the Electric Fund in 09/10 and $1.648M was funded in 08/09
through the Water and Electric Funds.
Policy Principal 4.0 – RANKING 3.125
• Purchase land for Fire Station 5 in the Shell Road Area
⇒ $2.5 million is included for land and design work in the capital improvements program
Policy Principal 4.0 D RANKING 3.0
• Require sidewalk installations in newly developed areas
⇒ The Unified Development Code, administered and updated by Community Development,
addresses requirements in new development.
Policy Principal 3.0 C - RANKING 2.875
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• Replace the Police Computer Aided Dispatch (CAD) system
⇒ $950,000 is included in General Capital Projects
Policy Principal 4.0 A - RANKING 2.75
• Expand recycling program
⇒ $50,000 is included in Environmental Services for a single stream recycling pilot
Policy Principal 4.0 G - RANKING 2.75
• Prepare the Economic Development Plan Element of the Georgetown 2030 Plan
⇒ City Council is scheduled to adopt this element in 2010
Policy Principal 4.0 F - RANKING 2.625
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The following charts are all strategies and programs considered by City Council, including the ranking of
each and funding status for 2009/10.
Strategies and Programs phased /continued from previous years
2030 Plan COUNCIL
Policy Priority Project / Strategy Funded Assigned PRIORITY
Principal Area Division/Dept RANKING
4.0 F C Begin development of plan to inventory the City’s Stormwater Drainage
System prior to federal regulations that will be implemented in 2010 Yes GUS/SysEng MANDATED
4.0 H Continue development of a funding plan to increase public safety
compensation to 95% of Round Rock Yes FIRE / PD / HR 2.50
4.0 C Develop industrial pretreatment program to control and monitor industrial
pollutants in the sewer system Yes GUS/SysEng MANDATED
3.0 A A Develop a strategy for the acquisition of traffic lights Yes GUS/Admin 2.57
2030 Plan COUNCIL
Policy Priority Project / Strategy Funded Assisgned PRIORITY
Pricipal Area Division/Dept RANKING
3.0 A Northwest Boulevard Bridge Design and Engineering No GUS 3.38
4.0 B No increase to property tax burden Yes N/A 3.25
4.0 C Customer Information System (CIS) /Advanced Metering Infrastructure (AMI)Yes Finance/GUS 3.13
4.0 D D Purchase land for Fire Station 5 in Shell Road area Yes F&A/Facilities 3.00
3.0 A Traffic Management Program - Develop Traffic signalization plan Yes Transportation 3.00
4.0F G Williams Drive Gateway Implementation: Purchase Right of Way No Transportation 2.88
3.0 E Sidewalk Installations - Sidewalks required in newly developed areas Yes Com Dev/Transp.2.88
4.0 C Police Computer Aided Dispatch (CAD) system replacement Yes Police 2.75
4.0G F Expand Recycling Opportunities - Develop single stream recycling pilot Yes GUS 2.75
4.0F G Prepare the Economic Development Plan Element of the Georgetown 2030 Plan Yes Com. Dev/Mgt Svc 2.63
3.0 A Traffic Management Program - Acquire additional traffic signals No Transportation 2.57
4.0 H Implement Public Safety and Non-Public Safety employees to 95% of Round Rock Yes Police/Fire 2.50
4.0F G Williams Drive Gateway Implementation: Stormwater Drainage Improvements No GUS/Transporation 2.50
3.0 E Sidewalk Installations - Additional sidewalks in existing developed areas No Com Dev/Transp.2.25
4.0 C Add position of Internal Auditor No Finance 2.13
3.0 I Implement Transit System No Com Dev/Transp.2.00
Proposed New Strategies and Programs for 2009/10
2009/10 BUDGET RANKING BY PRIORITY GOALS
A.Alleviate traffic congestion
B.Improve quality of services while keeping property taxes low
C.Increase operational efficiency and financial integrity
D.Improve emergency response levels
E.Expand pedestrian mobility
F.Expand recycling opportunities
G.Promote economic development efforts
H.Ensure adequate staffing & competitive compensation
I.Implement multi-modal transportation system
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Budget Adoption and Management Process
Budgeting is an essential element of the financial planning, control and evaluation process of
municipal government. The “operating budget” is the City’s annual financial operating plan. The
annual budget includes all of the operating departments of the general fund, proprietary funds, debt
service funds, special revenue funds, and capital improvement funds of the City.
Comprehensive Plan – The Georgetown 2030 Plan is the City’s comprehensive plan as required by
the City of Georgetown Charter (Section 1.08) to preserve, promote and protect public health and
general welfare, prevent overcrowding, ensure adequate transportation, availability of necessary
utilities and services, and conserve and protect the City’s natural resources. The 2030 Plan is the
City’s master plan. The City’s Annual Budget is designed to further the implementation of the 2030
Plan.
City Charter Requirements– The Charter (Section 6.02) requires “a proposed budget prepared by
the City Manager and submitted to the City Council at least thirty days prior to the end of the fiscal
year. The budget shall be adopted not later than the twenty-seventh day of the last month of the fiscal
year. No budget will be adopted or appropriations made unless the total estimated revenues, income
and funds available shall be equal to or in excess of such budget or appropriations, except otherwise
provided”. Therefore, the budget will be presented to the City Council no later than the 1st day of
August to provide the City Council time to adopt the budget in the required time frame.
Preparation – 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 2008 Bi-Annual Citizen’s Quality of Life Survey results, along with feedback from
the City’s Advisory Boards, is presented to the City Council for use in determining priorities for the
upcoming year. During early March, the City Manager and the Management Team hold public
workshops with the City Council to update and develop the Priority Areas and related goals for the
next fiscal year. The City Council’s direction for implementing these goals then provide the basis by
which the City Manager prepares the City Manager’s Proposed Budget, allocating resources to best
meet the goals needed to execute the Priority Areas to further the implementation of the 2030 Vision
Statement.
Public Participation - The budget review process includes City Council participation in the
development of each segment and allows for citizen participation in the process, while allowing for
sufficient time to address policy and fiscal issues by the City Council. The City Council holds “Budget
Workshops” to allow the public to provide comment and feedback on the City Manager’s Proposed
Budget. A copy of the City Manager’s Proposed Budget is also filed with the City Secretary and a
copy is also available at the Georgetown Public Library for citizen review. Budget information is also
posted to the City’s website.
Budget Process for 2009/10 Annual Budget
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Adoption – Once the budget appropriations are finalized, the City Council will hold a public hearing,
and subsequently adopts by Ordinance the final proposed budget as amended. The budget will be
effective for the fiscal year beginning October 1st.
Appropriations – The point of budget control is at the department level budget for all funds. The
budget is adopted by personnel, operations and capital (POC) totals within departments. Total
appropriations are presented by Funds/by Divisions on page 36 and by Funds/by POC on page 38.
POC detail by department is also included on each division summary 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. The City Manager may transfer without City
Council approval appropriations between departments within the same operational division and fund.
The City Manager may also authorize transfer of salary adjustment monies between funds that are
budgeted in a citywide account.
Budget Amendments – The Charter (Section 6.04) provides a method for budget amendments and
emergency appropriations. The City Council may authorize with a majority plus one vote, an
emergency expenditure as an amendment to the original budget. This may be done in cases of grave
public necessity or to meet an unusual and unforeseen condition that was not known at the time the
budget was adopted. In practice, this has been interpreted to include revenue-related expenses within
the enterprise funds and timing differences on capital improvement projects.
The City will amend the budget at year end, if needed, for revenue based expenditures that exceeded
budgeted amounts due to increased revenue, as well as to 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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2009/2010 Annual Budget
Calendar of Events for Budget Adoption & Implementation
Planning and Preparation
January – February • Budget process schedule set.
• Capital Improvement Program (CIP) internal department meetings to discuss
proposed projects, including 5-year model update. Preliminary funding estimates
prepared.
• Management Team begins preliminary review and update of staff recommended
priorities for 2009/10.
• Strategic planning process begins.
• Finance meets with City’s Boards and Commissions.
• Internal Service Fund (ISF) meets with divisions for 2009/10 needs.
March – April • Survey results presented to Council.
• Council holds 2009/10 Budget Priority Planning and Strategy ranking sessions.
• ISF allocations are prepared.
• Departmental narrative and program requests are distributed.
• 2009/10 Base Budgets and Service Level Improvements (SLI) are completed.
May • Mid-year Review of 2008/09 Annual Budget presented to Council.
• 2009/10 CIP presentation to Council.
• Base Budget and SLI changes are updated; preview 2009/10 budget concerns.
• Preliminary tax rate calculation / revenue projected.
• Public workshops on budget issues.
• Finance prepares program summary report.
June • Five-year financial forecast models updated.
• City Manager’s CORE budget is balanced and workbook prepared including
recommended Service Level Improvements and New Programs.
Budget packages prepared in accordance with Council guidelines and Georgetown
2030 Plan.
• Revenue and expenditure projections finalized.
July • 2009/10 City Manager’s Proposed Budget presented to Council.
• Annual review and update of Fiscal and Budgetary policy.
• Tax roll finalized.
• Property tax rate and revenue projections finalized.
Adoption
August – September • Proposed budget is linked to long-term goals from comprehensive plan.
• Finalize 2009/10 programs.
• Finalize 2009/10 proposed tax rate.
• Certified tax roll is accepted by Council.
• Final recommendations and Budget Summary distributed to Council and public.
• Public hearings on proposed budget and tax rate held.
• Budget and tax rate ordinances presented to and adopted by Council.
October 1 • Implement 2009/10 Annual Budget.
Budget Amendments Budget amendments may be made during the year in accordance with state law and City
Charter. See detailed requirements in the budget and Financial Policies included in the
Reference Section. Typically, budget amendments are proposed to Council as part of the
Mid Year Annual Budget Review in May of each year and at fiscal year end.
13
HOME RULE CITY
CITIZENS OF
GEORGETOWN
CITY COUNCIL
CITY ATTORNEY CITY SECRETARY CITY MANAGER MUNICIPAL COURT JUDGE
Economic Development and
Main Street
Human Resources
TRANSPORTATION ASSISTANT CITY MANAGER
GEORGETOWN UTILITY SYSTEMS
FINANCE AND ADMINISTRATION
FIRE POLICE
COMMUNITY DEVELOPMENT
Streets
Stormwater Drainage
Administration
Accounting
Utility Billing
Municipal Court
Support Services
Purchasing
Information Technology
COMMUNITY SERVICES
Parks
Recreation
Library
Convention and Visitor’s
Bureau
Administration
Operations
Administration
Field Operations
Support Services
Planning
Inspection Services
Geographic Information
Systems
Energy Services
Water Services
Systems Engineering
Administration
Vehicle Service Center
BOARDS AND
COMMISSIONS
Mayor
Seven Councilmembers
Administration
Airport
Administration
Administrative Services
Animal Services
Governmental Contracts
14
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 2009 population was 50,383 within the city limits, with an estimated
population of 63,977 including the extraterritorial jurisdiction. Georgetown is a Home Rule Charter City and
operates under the Council-Manager form of government. A mayor and seven council members are elected
from single-member districts, with elections being held the first Saturday in May.
Historic Georgetown
Since the 1982 Georgetown has been synonymous with Main
Street, a downtown economic development effort administered
through the Texas Historical Commission and the National Main
Street Center. Over $120 million has been reinvested in
revitalization efforts in the downtown area. Private and public
entities joined in partnership to restore and renovate downtown
commercial structures, public buildings as well as building new
structures to help anchor the commercial district. This
unprecedented success has m ade 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.
15
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 463 total developed
acres. The parks range from a half-acre neighborhood park to the
one hundred-acre city wide San Gabriel Park. There are almost 9
miles of Hike/Bike Trails, including a 1.7 granite trail that loops
around San Gabriel Park, three cemeteries, athletic complex, five
swimming pools, downtown pocket parks and tennis center, as
well as, a wide range of facilities including: softball and baseball
fields, soccer fields, playground equipment, individual and group
picnic shelters, basketball and tennis courts and disc golf. The
Tennis Center facility includes a full size swimming pool and baby
pool, 11 tennis courts and activity center on 7 wooded acres. San
Gabriel Park, considered to be the “jewel” of Georgetown also has a sunken garden, gazebo, football stadium,
rodeo area, creative playscape for children and is home to the newly renovated Community Center. Expansion
of the City’s Recreation Center was completed in January 2009. The project included renovation of the building
and the addition of an indoor pool, an outdoor splash pool, a new gymnasium, an indoor track, new rooms for
exercise classes and activities and an expanded weight room. Renovated areas within the existing Recreation
Center will be used for teen and senior activities. The 47,000 square-foot expansion provides a total of more
than 65,000 square feet of interior space. The City of Georgetown Parks and Recreation Division was
presented with an “Outstanding Park Award” from the National Softball Association (NSA) for McMaster Athletic
Complex. The complex has won the National Softball Association’s award every year since its opening in 2001,
and is recognized by the Association as one of the most outstanding softball complexes in the state.
Georgetown’s hike and bike trail was designated a National Recreation Trail by the U.S. Department of the
Interior, the only trail in Texas to be so recognized in 2006. In 2007, the division was awarded the TRAPS Gold
Medal Award for Excellence in Parks and Recreation. In 2009, recognitions include the "Current Plan of the
Year Award" from the Central Texas Section of the American Planning Association for the Parks, Recreation
and Trails Master Plan, the APPA Texas Chapter - Current Planning Award for the Parks, Recreation and Trails
Master Plan, and the TRAPS Regional Best Department Marketing Plan for Regions 5 and 7.
The $9.8 million Georgetown Public Library opened in January
2007. The library is 55,000 square feet and allows for the
expansion of book collections and other materials. It also includes
a larger reference area and more computer work stations, as well
as, expanded children’s areas with a performance stage and
seating area. Two large community rooms are also located on the
second floor. The Library also houses the “Red Poppy Coffee
Company”, a locally owned coffee house.
Education
Georgetown Independent School District (GISD) serves a diverse
population of Williamson County students from pre-K to 12th grade.
The district serves elementary students in three pre-K-2 campuses, three 3-5 campuses, and four K-5
campuses. Secondary students attend one of three middle schools and a ninth-grade campus which opened in
August 2008, before attending the district's high school. An alternative high school campus serves students
who participate in a self-paced general curricular program. There are also three private schools and two
parochial schools in the area.
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.
16
Georgetown – Then and Now
This is a comparison of Georgetown today and as it was a decade ago.
♦ Tax rate is the lowest in Central Texas area
♦ Population has grown by 87%
♦ Tax base has grown by 195.9%
1999/00 2009/10
Population 28,600 53,412
Customer Growth 6.0%1.88%
Building Permits Issued 750 857
Unemployment Rate 1.88%5.84%
Appraised Values $1,410,672,042 $4,173,874,126
Average Home Value $128,599 $188,789
Total Budget $79,335,331 $189,090,035
Total Tax Rate $0.34000 $0.35622
Maintenance on Streets $736,000 $3,642,000
Debt Service Tax Rate $0.13264 $0.14482