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Georgetown, Texas
Annual Budget
2009-2010
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Location
Georgetown is the northern most “gateway” to the
gently rolling hills of Central Texas. While Georgetown
offers the amenities and charm of a small community
rooted in values of days gone by, it’s strategically and
centrally located in the middle of the four major
metropolitan areas of Texas.
Austin is 26 miles south,
Dallas is two hours north,
Houston is two hours
southeast and San
Antonio is just one-and-
a-half hours south,
placing Georgetown in
a very advantageous
position for cultural
and economic develop-
ment. Traveling to and
from Georgetown is easy,
as it is at the crossroads of
IH-35 going north/south and
State Highway 29 going east/
west. Access to Georgetown via
the Austin-Bergstrom International
Airport was made much easier with the
recent opening of State Highway 130, a
new toll road from Georgetown to San
Antonio that parallels IH-35.
CITY OF GEORGETOWN ANNUAL BUDGET
GEORGETOWN, TEXAS
Fiscal Year
October 1, 2009 through September 30, 2010
MAYOR
George Garver
MAYOR PRO TEM
Bill Sattler District 4
COUNCIL MEMBERS
Patty Eason District 1
Gabe Sansing District 2
Keith Brainard District 3
Pat Berryman District 5
Dale Ross District 6
Ben Oliver District 7
CITY MANAGER
Paul Brandenburg
ASSISTANT CITY MANAGER
Jim Briggs, Utilities
CITY ATTORNEY
Mark Sokolow
DIVISION DIRECTORS
Elizabeth Cook Planning and Development
Randy Morrow Community Services
Micki Rundell, CFO Finance & Administration
Robert Fite Fire Department
Brent Schacherl, Acting Chief Police Department
City of Georgetown
City Council
2009/2010
Patty Eason
District 1
George Garver
Mayor
Bill Sattler
Mayor Pro-Tem
District 4
Keith Brainard
District 3
Dale Ross
District 6
Ben Oliver
District 7
Pat Berryman
District 5
Gabe Sansing
District 2
The Mayor and seven City Council
members, as the elected representatives of the
City of Georgetown, formulate public policy to meet
community needs and assure orderly development in the
City. The City Council is responsible for appointing the
City Manager, City Attorney, and City Secretary, as well
as various citizen boards and commissions.
The Government Finance Officers Association of the United States and Canada (GFOA) presented an award
for Distinguished Budget Presentation to the City of Georgetown for its annual budget for the fiscal year
beginning October 1, 2008.
In order to receive this award, a governmental unit must publish a budget document that meets program
criteria as a policy document, as an operations guide, as a financial plan, and as a communications medium.
The award is valid for a period of one year only. The City of Georgetown has received the Distinguished
Budget Presentation Award for the last twenty consecutive years. We believe our current Operating Plan
continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility
for another award.
Mission Statement
To preserve and enhance the quality of life and
unique character of Georgetown by:
Preserving the rich heritage and natural
resources;
Promoting well-planned development, cost-
effective professional management and
competent, friendly services; and
Protecting its citizens, the environment and all
other assets.
Table of Contents
Councilmembers
Budget Award
Mission Statement
Table of Contents
User’s Guide to the Budget
OVERVIEW
Transmittal Letter ................................................................................................................... i
CITY SUMMARY
Georgetown’s Long-Term Planning Process ...................................................................... 1
2009/2010 Strategies Linked to the 2030 Plan .................................................................... 7
Budget Adoption and Management Process .................................................................... 10
Annual Budget Preparation ................................................................................................ 12
Organizational Chart ........................................................................................................... 13
Community Profile ............................................................................................................... 14
Georgetown – Then and Now ............................................................................................. 16
FINANCIAL SUMMARY
City Operations by Fund ..................................................................................................... 17
City Operations by Fund / by Division ............................................................................... 18
Budgeted Revenues ............................................................................................................ 19
Budgeted Expenses by Division ........................................................................................ 20
Budgeted Expenses by Program ....................................................................................... 21
Revenues .............................................................................................................................. 22
Fund Summaries .................................................................................................................. 32
COMMUNITY DEVELOPMENT DIVISION
Division Financial Summary ............................................................................................... 47
Administration ...................................................................................................................... 48
Building Inspections ........................................................................................................... 50
Code Enforcement ............................................................................................................... 52
Geographic Information System ........................................................................................ 54
Planning ................................................................................................................................ 56
COMMUNITY SERVICES DIVISION
Division Financial Summary ............................................................................................... 59
Administration ...................................................................................................................... 60
Convention and Visitors Bureau ........................................................................................ 62
Library ................................................................................................................................... 64
Parks ..................................................................................................................................... 66
Recreation ........................................................................................................................... 68
FINANCE & ADMINISTRATION DIVISION
Division Financial Summary ............................................................................................... 71
Administration ...................................................................................................................... 72
Accounting ........................................................................................................................... 74
Facilities Construction and Maintenance .......................................................................... 76
Information Technology ...................................................................................................... 80
Municipal Court .................................................................................................................... 84
Purchasing ........................................................................................................................... 86
Utility Office .......................................................................................................................... 88
Vehicle Service Center ........................................................................................................ 90
FIRE DIVISION
Division Financial Summary ............................................................................................... 95
Administration ...................................................................................................................... 96
Operations ............................................................................................................................ 98
GEORGETOWN UTILITY SYSTEMS DIVISION
Division Financial Summary ............................................................................................. 101
Administration .................................................................................................................... 102
Energy Services ................................................................................................................. 104
Environmental Services .................................................................................................... 112
Systems Engineering ......................................................................................................... 114
Water Services.................................................................................................................... 118
MANAGEMENT SERVICES DIVISION
Division Financial Summary ............................................................................................. 125
City Council ........................................................................................................................ 126
City Manager’s Office ........................................................................................................ 128
Airport ................................................................................................................................. 130
Communications ................................................................................................................ 132
Economic Development .................................................................................................... 134
General Government Contracts ........................................................................................ 136
Human Resources .............................................................................................................. 138
Legal .................................................................................................................................... 142
Main Street .......................................................................................................................... 146
POLICE DIVISION
Division Financial Summary ............................................................................................. 149
Administrative Services Bureau ....................................................................................... 150
Field Operations Bureau ................................................................................................... 152
Support Services Bureau .................................................................................................. 154
Animal Services .................................................................................................................. 156
TRANSPORTATION DIVISION
Division Financial Summary ............................................................................................. 159
Administration .................................................................................................................... 160
Stormwater Drainage ......................................................................................................... 162
Streets ................................................................................................................................. 164
CAPITAL PROJECTS
Capital Projects & Five Year Plans ................................................................................... 167
DEBT
Debt Management & Policy ............................................................................................... 203
Outstanding Debt Summary .............................................................................................. 204
Outstanding Debt by Type ................................................................................................ 205
General Debt Service ......................................................................................................... 206
Utility Debt Service............................................................................................................. 208
Utility Revenue Bond Coverage ........................................................................................ 209
Proposed Debt Issues ....................................................................................................... 210
STATISTICAL
Miscellaneous Statistical Data ......................................................................................... 211
Key Indicator Graphs......................................................................................................... 212
Benchmarking Graphs ...................................................................................................... 214
Certified Property Value .................................................................................................... 216
Certified Taxable Assessed Values .................................................................................. 217
Tax Rates
Property Tax Rate Comparison ........................................................................... 218
Combined Tax Rate – City of Georgetown ......................................................... 218
Total Combined Tax Rate Comparison .............................................................. 219
Sales Tax Revenue Analysis ............................................................................................. 220
Tax Revenues
Historical Data ....................................................................................................... 221
Combined Sales and Property Taxes ................................................................. 221
Utility Customer Growth ................................................................................................... 222
Utility Revenues ................................................................................................................. 223
Population .......................................................................................................................... 224
Georgetown’s Top Ten ...................................................................................................... 224
REFERENCE
Fiscal and Budgetary Policy ............................................................................................. 225
Contingency Reserve Requirements Worksheet............................................................ 248
Financial Ratio Comparisons ........................................................................................... 249
Personnel Summary by Division 2007-2011 .................................................................... 251
Personnel Summary – FTE’s ............................................................................................ 252
Personnel Summary – Frozen Positions ......................................................................... 253
Program and Service Level Requests Summary by Fund ............................................. 254
Internal Service Premiums ................................................................................................ 256
Transfers Between Funds ................................................................................................. 258
Utility Rate Schedule ......................................................................................................... 259
Ordinances ......................................................................................................................... 263
GEDCO Budget (for reference only) ................................................................................ 271
GTEC Budget (for reference only) .................................................................................... 273
GTEC Outstanding Debt Summary (for reference only) ................................................ 275
GTEC Principal & Interest Requirements (for reference only) ...................................... 276
Advisory Boards & Commissions .................................................................................... 277
ACRONYMS / GLOSSARY / INDEX
Commonly Used Acronyms .............................................................................................. 281
Glossary .............................................................................................................................. 283
Index .................................................................................................................................... 289
User’s Guide to the Budget
The primary purpose of this document is to plan both the operating and capital improvement plans in
accordance with the policies of the City of Georgetown. By adopting this budget, the City Council
establishes the level of services to be provided, the amount of taxes and utility rates to be charged and
various programs and activities to be undertaken.
The Overview section includes the City Manager’s budget message with an overview of the previous
year, as well as, program and financial information about the Annual Budget. This section also includes
variance analysis and a summary analysis of the City’s major funds.
The City Summary section includes information about Georgetown’s long-range planning process, the
City Council’s priority areas and how they are interlinked to the City’s comprehensive plan, along with the
budget adoption process and organizational chart. An overview of the 2008 Citizen’s Quality of Life
survey and an in-depth community profile is also within this section.
The Financial Summary provides revenue and expense information in both summary and detail format.
This document is presented not by Fund, but by Function. Charts illustrating the operational relationship
by Fund are included. Fund summaries that compare financial information over a multi-year period are
provided.
The City’s budgeted governmental funds include the General Fund which accounts for all financial
resources except those required to be accounted for in another fund, and include basic governmental
services, such as Police, Fire and Parks functions among others, 12 Special Revenue Funds (SRF)
account for specific revenues that are legally restricted for specified purposes, the Debt Service Fund to
account for the payment of general long-term debt principal and interest, and various Capital Project
Funds used to account for the acquisition or construction of major capital facilities other than those
financed by enterprise activities. In addition, the City budgets for proprietary funds including Internal
Service Funds used to account for good or services provided by one internal department to another, and
Enterprise Funds used to account for the City’s “business like” activities including all the utility funds and
the airport.
The next 8 sections are dedicated to each functional area or Division of City operations. Each section
includes a summary “Uses and Expenses” for each Division, indicating in which fund the operation is
included, as well as, a summary of personnel within that Division. The Division Summary is followed by
individual department narrative pages which outline the goals and strategies for the upcoming year, and
include performance measurement information and the departmental budget.
The Capital Projects section provides information about the upcoming capital improvement program
(CIP), including five year capital improvement plans for all utility and general capital improvements, as
well as, anticipated funding requirements and operating budget impacts.
The Debt section provides summary schedules for each of the City’s bond types, such as tax supported
and self-supporting certificates of obligation, and utility revenue bonds. The City’s debt management
policy and an overall outstanding debt summary is also included.
The Statistical section includes various miscellaneous data, as well as, graphs illustrating the historical
property tax revenue and related information. This section also includes the City’s key indicators data
and peer benchmarking information.
The Reference section includes the City’s Fiscal and Budgetary Policy, which guide not only the
development of the City’s annual budget, but also much of the City’s financial operations. This policy is
updated annually as part of the budget process. Financial ratio comparisons are included, along with
personnel summaries, program summaries, and contingency reserve calculations. This section also
includes utility rate schedules and copies of the ordinances adopting both the budget and tax rate. The
City also includes budgets for both of its blended component units within this section.
A Glossary and Index section is included to provide definitions of budget terminology along with a listing
of acronyms used throughout the budget, as well as, an alphabetical listing of topics and related page
numbers.
Other Important Information
Basis of Accounting and Basis of Budgeting
The City accounts and budgets for all Governmental Funds using the modified accrual basis of
accounting, meaning that revenue is recognized in the accounting period in which it becomes available
and measurable, while expenditures are recognized in the accounting period in which they are incurred.
Because the appropriated budget is used as the basis for control and comparison of budgeted and actual
amounts, the basis for preparing the budget is the same as the basis of accounting. Exceptions to the
modified accrual basis of accounting include:
• Encumbrances, which are treated as expenditures in the year they are encumbered, not
when expended.
• Grants, which are considered revenue when awarded, not received.
• Principal and interest on long-term debt, which are recognized when paid.
Proprietary Funds are accounted for and budgeted using the full-accrual basis of accounting. Under this
method, revenues are recognized when they are earned and measurable, while expenses are recognized
when they are incurred regardless of timing or related cash flows. The basis for preparing the budget is
the same as the basis of accounting, except for principal payments on long-term debt and capital outlay,
which are treated as budgeted expenses. Exceptions include:
• Depreciation, which is not budgeted
• Non-budgeted accruals, such as compensated absences
Budget Process
The City’s budget process begins each year with the Capital Improvements Program (CIP) planning
process. CIP budgets are prepared on five and ten year planning horizons, based upon population and
development projections. Revenue estimates for utility operations, as well as development impact fees,
are prepared to forecast the ability of the rate base to fund needed capital maintenance, upgrades and
expansions. Five year and ten year pro-forma models for each utility are prepared, as well as a ten year
general fund and property tax model, which is prepared to determine the impact of general infrastructure
and facilities improvements on future property tax rates.
Each City department prepares a two-year operating budget. While only one year is formally adopted,
the projection of the second year (2009/10 projected budget) is presented to identify the impact of current
year programs and commitments on future budgets, and provides a “basis” for beginning the following
year’s budget process.
Additional Sales and Use Taxes
In May 2001, voters authorized the adoption of an additional sales and use tax within the City at the rate
of one-half of one percent, with the proceeds to be used for transportation system improvements to
support economic development. This tax became effective October 1, 2001. The additional revenue is
not part of the City’s general operating budget, but is budgeted and spent by a non-profit economic
development corporation, Georgetown Transportation Enhancement Corporation (GTEC). GTEC was
established expressly for the above purpose by the City Council. GTEC’s activities are included in the
City’s audited financial statements as a blended component unit. A copy of GTEC’s approved 2008/09
budget is included within the reference section of this document.
In November 2002, voters authorized the adoption of an additional sales and use tax within the City at the
rate of one quarter of one percent, with the proceeds thereof to be used for maintenance of streets in
existence at the time of the adoption of the tax. This revenue is included in the City’s operating budget in
a Special Revenue Fund. This tax has a four year sunset provision, and was reauthorized by the voters
in November 2006. Currently, this tax will sunset in 2011, unless renewed.
In May 2005, voters authorized the adoption of an additional sales and use tax within the City at the rate
of one eighth of one percent, with the proceeds to be used to promote and develop new and expanded
business enterprise on behalf of the City of Georgetown and became effective October 1, 2005. This
additional revenue is not part of the City’s operating budget, and is budgeted and spent by a non-profit
economic development corporation, Georgetown Economic Development Corporation (GEDCO). This
corporation was established by the City Council to oversee this revenue. Activities are included in the
City’s audited financial statements as a discretely presented component unit. A copy of GEDCO’s
approved 2008/09 budget is also included within the reference section of this document
In May 2005, voters also authorized the adoption of an additional sales and use tax within the City at the
rate of one eighth of one percent, with the proceeds to be used for property tax relief. This tax became
effective October 1, 2005 and is used in the City’s 2008/09 property tax calculation. Revenue from this
sales tax is included in the City’s general operating budget.
Overview
Overview Table of Contents
Transmittal Letter from the City Manager .................................................................................... i
Budget Process .......................................................................................................................... ii
Budget Overview ....................................................................................................................... iii
Budgetary Variances ................................................................................................................. iii
Revenue Overview .................................................................................................................... iv
Budget Program Highlights ........................................................................................................ v
Capital Projects ........................................................................................................................ vii
Financial Highlights ..................................................................................................................viii
Conclusion ................................................................................................................................. xi
October 1, 2009
To the Honorable Mayor Garver, Members of the City Council and Citizens of Georgetown:
We are pleased to present to you the City of Georgetown Annual Budget for 2009/10. The Annual Budget is the
outline of the programs and services to be provided by the City during the coming year. We believe that the
2009/10 Annual Budget is a sound financial plan that addresses current economic conditions, provides the
requested level of services and infrastructure improvements needed for our growing community and continues the
direction established by our citizens and the City Council to meet the existing challenges and effectively plan for
future needs. It is also an opportunity to ensure energies and resources are directed to the programs, policies and
issues that are shaped by the Georgetown 2030 Plan.
2008/09 Year in Review – Addressing the Local Economy
The previous fiscal year presented challenges beginning in
October 2008, when growth and development in the region
stalled and general revenues declined. The City quickly
implemented its “Budget Contingency Plan”, freezing the hiring
of all new and vacant positions, except for certain public safety
positions, and reducing all non-essential operating spending, as
well as, delaying several capital projects. Revenue projections
were also updated to recognize the potential shortfall in sales
tax and development related revenues. As a result, 28
positions were “frozen” in the 2008/09 budget, resulting in a
savings of over $1.6 million. This savings, along with reduced
spending in all departments has offset a revenue shortfall of $2.4 million in the General Fund. Fortunately, the City
ended 2007/08 with a $2 million excess in the General Fund that could be used to offset the shortfall. The City’s
Fiscal and Budgetary Policy requires that on-going expenses be funded with on-going revenues and that any
“excess” funds would only be used for 1-time expenses. Therefore, the 2008/09 shortfall was considered a 1-time
expense and therefore eligible to be funded from the excess. The Budget Contingency Plan was also used as the
basis to ensure a balanced 2009/10 budget.
2009 marked a general slow down in commercial activity, however several
projects that had began before the economic downturn were completed.
Central Texas PowerSports and Texas Outdoor Power Equipment both
opened new expanded facilities, with a combined value of over $7 million.
A second Walgreen’s drug store was completed on HWY 29, across from
Wolf Ranch.
Future development includes a
major hotel/convention center,
scheduled to open by 2010 at the
Rivery, providing much needed
meeting space to the community,
as well as, improvements to Rivery Park. Two new hotels are currently
being built along IH35 that will jump start the implementation of the
Williams Drive Gateway Master Plan redevelopment project. Several other
smaller commercial and retail centers were either under construction or
newly completed in 2009.
ii
The historic downtown area continues to provide a focal point for
the community, as new and expanded business make the
“Square” their home. The County Courthouse reopened in
December 2007 after a three year, $9 million renovation project,
funded by Williamson County that restored the building’s historic
structure. Sun Star (Tamiro) Plaza, a four story mixed use
development with street retail, office space and a restaurant, was
completed in December 2008. The Monument Café was
relocated in November 2008. This development has future
phases for mixed use development including a grocery and office
space. The Downtown Georgetown Association continues to be
active since preservation of the historic square continues to be
an important priority for the City Council, as it truly is the “Jewel
of Georgetown”.
Residential growth has continued at a much slower
pace than the previous recent boom years. The City
issued 519 residential permits with a value of $129
million, however the past two years have marked the
slowest growth years in Georgetown’s recent history.
In November 2008, the City conducted a successful
bond referendum as the City’s voters approved the
issuance of $81.5 million in bonds for road and park
projects. The authorization included $46 million for
transportation improvements, including FM971 and
FM1670, both of which will be implemented in
conjunction with other Williamson County projects. $35.5 million was approved for parks and recreation projects
that include the first phase of development for the future Garey Park, as well as, construction of a ne w
amphitheater in San Gabriel Park, expansion of hike and bike trails and other park improvements to further
implement the recently adopted Parks Master Plan. All bonds are expected to be issued over ten to fifteen years
and have a maximum tax impact of $0.08 to the city’s tax rate.
The general economic slowdown provides the City a unique opportunity for planning initiatives to ensure the City is
prepared when growth trends resume. The City adopted the Parks Master Plan in March 2009 to continue to
preserve river corridors and expand parks and green space. A Garey Park Master Plan also targets a specific
major park and will include an amphitheatre, equestrian areas, trails and meeting areas. Utility Master Plans,
including Water and Wastewater, were updated in June 2009. The Council formally adopted a new comprehensive
plan, the Georgetown 2030 Plan in February 2008. This Plan provides vision for the future and is designed to
address growth issues facing the community over the next 20+ years. This year-long project required citizens
throughout the community to come together and agree on what made Georgetown unique and provides a
foundation for policies, strategies and actions needed to ensure that the Georgetown of 2030 is as special as it is
today. W hile managing growth will continue to challenge City leaders, the commitment to provide residents with
that “something special” that makes for a truly unique hometown feeling will last far beyond the current budget
cycle.
The 2009/10 Budget Process
The City Council began its 2009/10 budget process in
April 2009, with the review of the 2008 (bi-annual)
Citizen Quality of Life Survey results and input from the
City’s advisory boards and commissions. After
reviewing this feedback, the City Council updated and
confirmed the budget Priority Areas (strategic goals
necessary to implement the 2030 Plan) for the
upcoming year. Phased strategies for multi-year
projects, as well as, new strategies for 2009/10 were
then compiled with estimated project costs included.
The City Council was then asked to individually rank
iii
each strategy on a scale of 1 to 4, with 1 being the most important. The results were then compiled and a priority
listing was developed. This year’s priorities are centered on transportation improvements, limiting the property tax
burden and preparing the utilities for future growth. Utilizing the City’s fiscal and budgetary policy, t he City Manager
and management team focused on balancing the budget in the economic downturn while utilizing resources to
address transportation and utility growth.
2009/10 Budget Overview
The 2009/10 Annual Budget is an operational and financial plan for the programs and services provided by the City
during the coming year. The adopted $189.1 million budget includes funding for all services, including utilities, as
well as capital improvements for the upcoming year. Of that amount, approximately $122.6 million is for continued
operations, which includes $38.6 million for purchased power costs. In addition, the budget includes $16.4 million
for debt payments and $41.9 million for capital improvement projects, of which $6.1 million are re-appropriated from
the previous year’s budget. Operating interfund charges/transfers, which include internal service fund transfers, are
approximately $8.1 million. The 2009/10 Operating Plan is approximately 11.9% lower than the 2008/09 amended
budget.
Overall, on-going operating costs decreased due to the savings resulting from the continued “freeze” of vacant
positions per the Budget Contingency Plan, as well as the timing of capital improvement projects.
Budgetary Variances
• Georgetown Utility Systems – Operations decreased 4.61% due to savings from 9 frozen employee
positions, 8 of which are in the Electric department. These frozen positions result in a savings of over
$655K. Purchased power expense decreased over the prior year’s original budget, but is higher than the
2009 end of year projections. The major focus for the division will continue to be capital maintenance and
service improvements. The implementation of new Automated Metering Infrastructure (AMI) will also
impact operations.
• Transportation Services – This division includes a $3.27M increase due to construction projects roll
forward to 2009/10 budget. Six frozen positions, including the Transportation Director position and a
service crew that was budgeted last year will not be filled. The savings for these positions is $260K.
• Community Development – The 15.57% decrease is related to the freezing of 5 open positions, three of
which are in the Planning Department and two are building inspection positions. These positions will be
frozen until the economy improves and building and development activity resumes to a more normal state.
• Fire Services – The budget for Fire Services is relatively flat with only a 1.63% increase over the prior
year’s budget. Step increases in salaries are offset by a frozen position in Fire Administration.
• Management Services – The 6.44% decrease is due to the frozen Assistant City Manager position. A
new department, Public Communications, was created to isolate operating costs associated with the
citywide communications function. The webmaster position was also transferred to the new department to
enhance the coordination of information being broadcast through the website and social networking sites.
• Finance & Administration – This 15.1% decrease over the prior year’s budget is due to limited funding of
capital replacement in the City’s fleet fund in 2010. The Information Technology department was moved to
F&A this year and reflects a $300K for potential network improvements and contingency funds that will be
needed to prepare for new technology projects.
• Community Services – Increased operating expenses associated with a full year of the expansion of the
Recreation Center are offset by reductions in expenses for frozen positions in the Library and Parks
Maintenance. The overall increase in this area is only .002%.
• Police Services – An increase in salaries due to step increases for sworn police officers is offset by four
frozen patrol positions. The overall variance from the prior year’s budget is less than 1%.
iv
• Capital Improvements – The budget reflects over $15 million less in capital improvements than
the.2008/09 amended budget. It also includes $6,040,345 of projects rolled from the 08/09 budget.
Improvements for the upcoming year include Fire Station 5 designated construction, the second year of the
Williams Drive widening project contribution to Williamson County, the widening of the intersection of
Williams Drive and DB Wood, $7.1 million of water mains, $3.2 million of pump and storage upgrades and
$2.5 million towards water treatment plant upgrades.
• Debt Payments – The 4% increase is related to Certificates of Obligations issued in May 2009, as well as
General Obligation Bonds issued at that time. Utility debt service also increased due to the 2009 limited
tax notes issued for electric improvements. These tax notes are fully supported through the electric fund
and do not impact the city’s tax rate.
• Interfund Charges – these amounts vary from year to year due to project funding and source of funds.
Revenue Overview
The City Council adopted a property tax rate of $0.35622 per $100 valuation, which is a 14.8% decrease from the
effective tax rate. The effective property tax rate is the rate needed to collect the same amount of revenue as last
year based upon the current year valuations. The adopted rate reflects the exact rate adopted in the previous fiscal
year. The rollback rate, or the highest rate allowable without risking a rollback election is $0.4349. This year’s rate
includes $865,600 of sales tax used to reduce property taxes. Georgetown continues to have the lowest municipal
tax rate in the Central Texas area.
The proposed 2009 rate of $0.35622 includes a 5.4%
increase in operations and maintenance (O&M)
funding. Interest and sinking (I&S) decreased by
6.9% due a one-time payment of General Fund
balance to pay down debt for the 2009/10 fiscal year.
The City Council elected to allocate $1.6M of excess
General Fund balance to lower the 2009/10 tax rate in
an effort to help minimize the economic impact to city
taxpayers. This “buy down” was a one-time action.
The City will address the need for a tax increase next
near when the local economy is expected to rebound.
The assessed property valuation for 2009/10 is $4.17 billion, which is a 1.57% overall decrease from last year’s
adjusted value of $4.2 billion. New and annexed property totaled $158 million. Existing property values decreased
5.3% from last year. The average home value for 2009/10 decreased from $193,263 in 2008/09 to $188,789, a
2.1% decrease from the prior year.
The 2009/10 Annual Budget includes a 2% increase overall increase in total sales tax. Revenues in 2008/09
decreased overall from the prior year due to a steady decline in building materials sold as well as a general decline
in retail sales due to the negative economic situation. This decline has been offset somewhat by the additional
local retail, primarily at Wolf Ranch, which gives citizens the ability to “Shop Georgetown”. Wolf Ranch is currently
home to Target, Old Navy and Kohl’s and numerous smaller retailers. Wolf Ranch revenue is expected to remain
flat in 2010.
Sales Tax revenue now funds 20% of the General Fund
budget. Due to the volatility of this revenue stream, the
City monitors this revenue source carefully and has
several contingency options available if revenues are
significantly less than projected. In addition, the City
maintains 90+ days of contingency reserve funding
within the General Fund to offset any potential revenue
shortfall.
v
The City has reviewed rates for 2009/10 and determined that water and wastewater rates are sufficient to fund
the costs of operating the system. The implementation of the flat rate sewer program in 2007 has eliminated
variances in wastewater revenue, and therefore, a rate adjustment is not expected until 2011 at the earliest. Timing
of any future adjustment will be determined by system growth. Water rates are currently adequate to meet funding
requirements for the next several years, although minor changes in conservation rates and the base rate charge
are being reviewed to limit the need for additional water sources as well as delay the impact of future water plant
expansions.
Electric rates were adjusted in October 2007, before the dramatic changes in fuel costs were incurred. The City
charges a Power Cost Adjustment (PCA) to address fluctuations in fuel prices charged by the City’s primary electric
supplier, the Lower Colorado River Authority (LCRA). This fuel increase is a direct pass through to the City’s utility
customers based on per kWh use.
Garbage rates were increased in the 2009/10 budget due to an inflationary
adjustment allowed with the City’s solid waste contractor, Texas Disposal
Service (TDS) approved last fall. This increase also addresses the City’s
costs associated with contract oversight and the operation and maintenance
of the various City conservation programs. Rising fuel prices will require the
City to pass-on a “fuel factor” to users. Under the contract, TDS can request
an increase if fuel prices rise beyond projected levels. Increased prices in
2008 have made this a reality.
Stormwater rates are projected to remain the same for the upcoming year. Increasing environmental mandates,
including several EPA requirements that become effective in the next few years, may require a rate increase. This
is also impacted by the on-going maintenance of the expanding drainage system. Rates will be reviewed in 2010 to
address these issues.
Budget Program Highlights
The 2009/10 budget process focused primarily on maintaining service levels in an economic downturn. Therefore,
there were significantly fewer new programs than in previous years. The major program initiatives, linked to the
Georgetown 2030 Plan (paraphrased in bold italics) for the 2009/10 Annual Budget are outlined as follows:
• Community Development
The division will continue efforts for community long-range planning coordinating updates to the Unified
Development Code, and finalizing the Housing Element of the 2030 Plan. The division will also work with
Management Services to develop an Economic Development Plan Element of the 2030 Plan. The website will
be reviewed and updated to increase operational efficiency within the Planning Department and software will
be researched to help track projects and provide added services to customers. Geographic Information
Systems will also work to continue implementation of Phase III of the Georgetown GIS Plan, focusing on
integration with the new Customer Information System as well as the in-house development of GIS dashboards
and websites. The Building Inspection Department will coordinate the adoption of the 2009 International
Building and 2008 National Electric Codes during the upcoming year.
• Community Services
This division will continue to expand and coordinate the parks and
recreation system by planning projects for the implementation of the
recently updated Parks and Open Space Master Plan. The division will
continue to explore options for acquiring Lake Georgetown Parks from
the United States Army Corp of Engineers. The Convention and Visitor’s
Bureau will continue revitalization and economic development
through an aggressive marketing and advertising program to increase
promote the City’s array of arts, heritage and cultural festivals and events
to bring more visitors to the community.
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• Finance and Administration
The division will continue implementation of the City’s Facility Plan by coordinating the design and
renovation of the Georgetown Municipal Complex (GMC). The division will also improve emergency
response levels by coordinating the design for Fire Station No. 5. The Division will increase operational
efficiency and financial integrity by coordinating the selection and implementation of a Customer Information
System as well as various network upgrades.
• Fire Services
The division will improve emergency response levels through the purchase of a specialized apparatus for the
Airport that has foam to extinguish aircraft fuel fires. A working group will also increase operational efficiency
by evaluating the Quint/Squad response, as well as identifying response plans with the Community Services
and Police Divisions.
• Georgetown Utility Systems (GUS)
The division will increase operational efficiency with the selection and implementation of a new Customer
Information System/Advanced Metering Infrastructure System as well as the continued upgrading and
expansion of fiber optic data networks to accommodate smart grid applications. Environmental Services and
Water Services will expand recycling opportunities and environmental programs through the development
of a pilot program for single stream recycling. Working with Transportation Services, the Division will assist in
implementing a fiber network for use in alleviating traffic congestion through various capital improvements
and signalization planning. By working on a wholesale wastewater treatment agreement, the department will
improve the quality of services while keeping property taxes low for our residents. In addition, GUS
Administration continues to investigate potential new power suppliers for the City’s growing electric needs.
• Management Services
Management Services provides oversight to all
divisions and also includes several stand alone
departments that are not included elsewhere.
Human Resources will develop an on-going
funding plan to implement market compensation for
personnel and ensure competitive compensation
for all employees. Continue work with local,
regional, state and federal partners to develop
funding strategies for future road projects will
improve the quality of services while keeping
property taxes low.
• Police Services
Police will strive to improve emergency response levels through researching grant funding opportunities to
increase staffing. The division will also increase operational efficiency by enhancing departmental
communication and through implementation of a new Computer Aided Dispatch system.
• Transportation Services
The division is responsible for helping to alleviate traffic congestion. As part of this process, the division will
further implement a traffic management program to include signals, signs and markings, speed limits and other
traffic calming measures. The Division will also oversee infrastructure expansion, as well as, capital
maintenance to improve mobility within the city.
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Capital Projects
Capital improvements account for 22% of the City’s 2010 budget. The major projects, by type are listed below:
General Capital Projects
General capital projects are those that are funded through the general tax base, versus utility capital projects,
funded through utility rates. The following projects are included as general capital projects for 2009/10:
Transportation Improvements
Williams Drive widening (joint project with Williamson County) $1.5 million
Widening of intersection at DB Wood and Williams Drive $1,598,000
South East Arterial 1 $339,000
City facility improvements including:
o $2.5 million for Fire Station 5
o $832K to remodel the Georgetown Municipal Complex
Street Improvements and Maintenance
The City’s street maintenance program is funded
through a dedicated 1/4 cent sales tax and the General
Fund. The 1/4 cent sales tax for street maintenance
was reauthorized by voters in November 2006 for 4
additional years and will be considered for re-
authorization again in November 2010. In addition, the
2009/10 budget includes 3.7% of the General Fund
budget for on-going and proactive street maintenance.
This year’s General Fund contribution is $1.25 million
of new funding, and $2.45 of roll forward funding from
previous years.
2009/10 Street Maintenance/Rehabilitation Projects include:
FM 2338 to Sun City Boulevard E. 11th St. S. Myrtle St. to Ash St.
Ash St. E. University to E. 8th St. W 10th St, MLK Jr. St. to S. Austin Ave
S. Church St, E. University to E. 11th St.
Utility Capital Projects
The City will fund over $32.4 million for utility and infrastructure improvements in 2009/10. The majority of these
projects are a part of the City’s on-going capital expansion and upgrades to ensure quality services to the citizens
as determined by the Utility Master Plans.
Electric – Improvements are scheduled throughout the system.
Water Services – Improvements include line and pump upgrades, mandated Edward’s Aquifer Recharge
Zone testing and repairs, Lake Water Plant Clearwell improvements and plant expansion, as well as sewer
projects necessitated by the 2006 Annexation process.
Stormwater Drainage – Funds drainage improvements, including improvements at 18th St. and Eubank,
curb and gutter replacements, and other Stormwater Master Plan improvements.
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Financial Highlights
The City is committed to sound financial planning and direction, and uses the City’s Fiscal and Budgetary Policy to
guide the budget process and financial administration. This policy is reviewed and updated annually as part of the
budget process and requires all funds be self-sustaining, meaning on-going operating revenues must fund on-going
expenses. Also, the policy has substantial debt coverage requirements. All enterprise funds that have debt
commitments are required to maintain 1.5 times
coverage, meaning excess operating revenues must
equal 1.5 times the annual debt service payment. The
2009/10 Annual Budget meets the Council's goal that
each utility system is a self-supporting operation that
provides a desirable and affordable level of service. All
of the City’s enterprise funds, including the Airport, are
self-supporting and policy compliant in 2009/10.
The City-wide contingency reserves have been
decreased 4.6% from $14.52 million to $13.85 million.
The decrease is attributed to lower city-wide operating
expenses and represents 75 days city-wide operating
expenses. Included in the total contingency is $6.74 million within the General Fund, representing 90 days of
operating expenses. Capital improvements and purchased power costs are excluded from the contingency
calculation.
The City’s overall revenue continues to increase,
primarily due to increased utility revenues, slightly
increasing sales tax and a rate increase for garbage
services. The City's overall customer base for its
electric, sanitation, wastewater and water services has
increased at a rate of 5-7% for the last three years.
The City continues to conservatively project a 4%
increase in revenues for utility growth. Since weather
conditions affect the electric and water revenues
significantly, revenue projections utilize conservative
growth estimates to avoid budget shortfalls, and utilize
a rolling average consumption method to factor out any
weather aberrations.
General Fund
General Fund revenues are expected to increase for 2009/10, through increased property taxes and slight
increases in sales taxes due to economic recovery. Return on investment transfers are expected to increase due to
overall customer growth and higher revenues in the City’s utility system, particularly the Electric system as it
expands services within the Round Rock service area. Most other revenue is expected to remain stable. A review
of the City’s development related fees has been completed and fee adjustments are expected to be brought to
Council for approval in December. The revenue impact is expected to be minimal.
General Fund expenditures have risen in 2009/10 primarily due to increased compensation for public safety as
well as health insurance premium increases for all employees. A price adjustment for contract costs for solid waste
and operations of the collection station have also increased overall expenditures. Ending fund balance is expected
to be $7.9 million, which is 17% higher than the contingency reserves required by the fiscal policy.
Electric and Water Services Funds
Growth demands continue to impact service levels within the City’s two
largest utility funds. Operational costs continue to increase as the
infrastructure expands. Annexation within the City’s outlying area requires
expansion of City services, and creates additional demands on the City’s
existing utility facilities.
The City's Electric Fund continues to generate revenues sufficient for
operations and maintenance and some system improvements. Growth
within the southern-most electric service area continues to expand.
ix
The City became the electric provider for several large developments within the City of Round Rock, including a
new outlet mall, as well as, a regional hospital in 2006.
Operating expenses within the Electric utility are slightly higher than in previous years due to additional staffing.
Capital improvements projects make up the most significant portion of the variance in budget from the previous
year.
Growth, as well as, increased environmental mandates has also impacted the Water Services Fund, which
includes the City’s water, wastewater and irrigation utilities. Revenues are expected to increase due to customer
growth and demand, although revenues related to new development are expected to slow during the upcoming
year. In 2008, the City began supplying water to several Municipal Utility Districts (MUD) that are outside the City.
These customers pay out of City rates and require no other City services and are expected to contribute over
$50,000 in ROI income to the General Fund in 2009/10.
Water utility expenses continue to increase due to increased operational costs, as well as increases in long term
water supply cost and costs associated with the operation of the Williamson County Raw Water Line. Contracting
for additional water with the Brazos River Authority has ensured the availability of a long-term water supply for
Georgetown. Expenses in the wastewater utility have increased due to Edwards Aquifer compliance issues and
increasing treatment plant operational costs. The expansion of effluent for irrigation purposes, which provides large
commercial customers a non-potable water supply for irrigation needs, has been completed to help mitigate the
demand on the City’s water plants for treated water. The City continues to pursue options for regional wastewater
service on the City’s western boundary and is taking a leadership role in developing methods to promote sanitary
sewer service and eliminate the proliferation of septic thus ensuring water quality for the Georgetown area. These
actions will become critical as rapid growth continues within the area.
Budgeted ending working capital for 2009 is $4.7 million higher than originally budget due to the timing of capital
improvements and revenues from the summer’s drought.
Stormwater Drainage Fund
Revenue is expected to increase due primarily to customer growth and is sufficient to fund the on-going operations
of the utility in the upcoming year. Increased number of detention facilities as well as increasing environmental
mandates will require the review of the rates. Expenses in the fund are expected to increase as the City takes on
maintenance of several large facilities, including the recently constructed downtown drainage pond. Projected
ending working capital is substantially less than previous year due to the cash funding of several large
construction projects including drainage improvements to Maple Street.
Airport Fund
The Airport Fund is financially self-supporting and funds its on-going
operations, as well as provides a times coverage ratio of 1.86 times for its
debt service coverage. Revenues are expected to increase due to
increased fuel and terminal sales. Ending working capital is expected to
decrease slightly as excess funds are being used to fund needed capital
improvements at the airport.
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Internal Service Funds
The internal service funds provide administrative services and asset management for information, facility, and fleet
services to City programs and departments by charging lease and administrative fees. These fees are incorporated
in each department’s budget.
Information Services
Fund
$
2,056,291 Add and replace network and application technology and hardware. Fees
fund computer support services and annual software maintenance
contracts.
Facilities Maintenance
Fund
$
1,852,438 Building maintenance and repairs to include HVAC, janitorial services and
minor remodeling. Repairs and scheduled maintenance will be completed
in 2009/10. The City now has 37 facilities that require on-going
maintenance.
Fleet Management
Fund
$ 1,458,119 Add / replace 5 vehicles and equipment. Many replacements originally
scheduled for the upcoming budget cycle have been delayed to save funds.
Proposed Debt
The 2009/10 proposed budget includes approximately $22.2 million in bonds to be issued in May 2010 to fund utility
infrastructure, as well as, facility improvements. Utility Revenue Bonds will be issued to fund electric, water and
sewer system improvements and are repaid through existing utility rates. Facility improvements are funded through
Certificates of Obligation (CO) which are then repaid through property taxes. The largest component of the
proposed 2009 CO is to build Fire Station 5, planned for Shell Road. Additional debt may be needed for the
renovation of either the Albertson’s building or the old Library building for relocation of the Police department and
Municipal Court.
The actual dollar amount of bonds to be issued may be adjusted before May 2010. Changes in the scope of
projects or increases in construction costs may increase the amount of bonds to be issued. Whereas, delays in
project timing, as well as, revenues from prior year being greater than anticipated may in fact lower the total amount
of the bond issue. Any excess fund balance, whether due to higher than projected revenues or expenses that were
less then estimated can be used to further reduce the amount of debt issued.
In November 2004, voters approved a $22 million bond package that included a new library, an expanded
recreation center and renovation of the City’s community center. These bonds have been issued in stages to mirror
cash flow needs and to minimize the impact on property tax rates. The City’s debt per capita increased
substantially due to the final issuance of the Recreation Center expansion bonds in May 2007. The City’s debt per
capita continues to be lower than most comparable cities. The City‘s total tax-supported general debt is estimated
to be $58.7 million by September 30, 2010.
The utility debt coverage ratio, a standard measure of
utility revenue debt capacity, or the number of times
the debt service payment could be funded through net
income from the utility, remains healthy at an
budgeted 2.45 times, and exceeds the City’s fiscal
and budgetary requirement of 1.5 times coverage and
the City’s utility bond requirements of 1.35 times
coverage While the budgeted number is slightly more
than previous years, the additional coverage is used
in funding system maintenance and various mandated
improvements throughout the various utilities.
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Conclusion
The latest economic downturn was not expected when last year’s budget was adopted. This downturn resulted in a
substantial decrease in City revenues and growth, which could have dramatically impacted City services. Yet, the
City met these obstacles without decreasing services or degrading its financial condition. The City’s conservative
approach in managing and projecting resources, including the proactive implementation of its Budget Contingency
Plan, enabled it to endure the downturn and end the fiscal year in a positive position.
The 2009/10 Annual Budget continues this tradition of fiscal responsibility to our citizens by continuing a budget
contingency plan that freezes costs while continuing to provide an acceptable level of service. This budget also
recognizes the contributions of our employees through a modest merit based pay adjustment.
We believe we’ve made an outstanding effort to ensure the community has a fiscally responsible budget that
continues to meet the goals and objectives set forth by the City Council. The goal of ensuring that Georgetown
remains a safe and affordable place to live and work even during an extended economic downturn was prominent
when staff prepared the proposals for each of the operating areas. This budget balances the needs of the
community with available funding to provide quality services to the citizens of Georgetown and continues the City
Council’s commitment to preserving and enhancing Georgetown’s unique character and quality of life.
Finally, we acknowledge the tremendous contributions and teamwork of all City staff in preparing the 2009/10
Annual Budget. The management team worked together to develop programs to achieve the goals set by City
Council while adhering to the financial constraints of an ongoing Budget Contingency Plan. Each department
worked to find savings in their operating budgets, and to make suggestions for program improvements. Most
notably, we want to recognize the Finance and Administration Division for their long and dedicated hours in
preparing the Annual Budget.
Respectfully submitted,
Paul E. Brandenburg Micki Rundell, CGFO
City Manager Chief Financial Officer
City
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.
2
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.
3
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.
4
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.
5
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.
6
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
7
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
8
• 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
9
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
10
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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Oct Nov Dec Jan Feb Mar April May June SeptAugJuly
11
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.
12
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
Financial
Summary
Financial Summary Table of Contents
Summary
City Operations by Fund ........................................................................................................... 17
City Operations by Fund / by Division ...................................................................................... 18
Budgeted Revenues ................................................................................................................. 19
Budget Expenses by Division ................................................................................................... 20
Budgeted Expenses by Program.............................................................................................. 21
Revenues
Property Taxes ......................................................................................................................... 22
Sales Tax ................................................................................................................................. 25
Utility Revenues........................................................................................................................ 26
Capital Recovery Fees ............................................................................................................. 28
Other Enterprise Fund Revenues ............................................................................................ 29
Other Miscellaneous Revenues ............................................................................................... 31
Fund Summaries
All Funds Summary (By Fund / By Division)............................................................................. 32
All Funds Summary (By Fund / By Personnel-Operating-Capital) ........................................... 34
General Fund ........................................................................................................................... 36
Electric Fund ............................................................................................................................ 38
Water Services Fund................................................................................................................ 40
Airport Fund .............................................................................................................................. 42
Stormwater Drainage Fund ...................................................................................................... 43
General Capital Projects Funds ............................................................................................... 44
Special Revenue Funds ........................................................................................................... 45
Internal Service Funds ............................................................................................................. 46
17
City Operations by Fund
This chart represents the City’s operational departments by fund. It is intended to help the budget user understand the City’s organizational structure and its related funding sources.
This chart represents the City’s
operational departments by fund. It is
intended to help the budget user
understand the City’s organizational
structure and its related funding sources.
GENERAL
FUND
OTHER
ENTERPRISE
FUND
INTERNAL
SERVICE
FUND
WATER
SERVICES
FUND
ELECTRIC
FUND
SPECIAL
REVENUE
FUND
Community Dev Admin
Recreation
Transportation Admin
Environmental Services
Library
Municipal Court
City Council
Parks
City Manager's Office
Tourism
Electric Operations
Automatic Meter Reading
Electric
Transmission & Distribution
Water Distribution
Reuse Irrigation
Wastewater Collection
Airport Operations
Stormwater Drainage
Facilities Maintenance
Joint Services
Fleet Management
Information Technology
F & A Administration
Geographic Information Systems
Accounting
Economic Development
GUS Administration
Human Resources
Fire
Inspection Services
Streets
Housing
Police
Planning
Purchasing
Legal
Utility Office
Main Street
Systems Engineering
Convention & Visitor's Bureau
18
City Operations by Fund / by Division
This matrix represents
the City’s operational
departments by fund / by
division. It is intended to
help the budget user
understand the City’s
organizational structure
and its related funding
sources.
General
Fund
Special
Revenue
Funds
Electric
Fund
Water
Services
Fund
Other
Enterprise
Funds
Internal
Service
Funds
Joint
Service
Fund
Community
Development
Administration
Code
Enforcement
Building
Inspections
Planning
Geographic
Information
Systems
(GIS)
Community
Services
Parks
Recreation
Library
CVB
Tourism
Finance and
Administration
Municipal Court Facilities
Maintenance
Fleet
Management
Information
Technology
Administration
Accounting
Purchasing
Utility Office
Fire
Administration
Operations
Georgetown
Utility Systems
Environmental
Services
Electric
Operations
Electric T&D
SCADA/AMR
Water
Services
Wastewater
Services
Reuse
Irrigation
GUS
Administration
Systems
Engineering
Management
Services
City Council
City Manager’s
Office
Governmental
Contracts
Communications
Airport
Operations
Human
Resources
Economic
Development
Main Street
Legal
Police
Administrative
Services
Support
Services
Field Operations
Animal Services
Transportation
Administration
Streets
Stormwater
Drainage
Electric Transmission and Distribution
Supervisory Control and Data Acquisition - Automatic Meter Reading (SCADA-AMR)
19
Budgeted Revenues
2009/2010
07/08 Actual
08/09
Amended
Budget
08/09
Projected
Actual
09/10
Proposed
Budget
10/11
Estimated
Budget
Property Taxes 12,887,677 14,064,100 14,512,190 13,597,157 15,047,870
Sales Taxes 9,570,184 9,835,870 8,849,309 8,999,300 9,453,000
Bond Proceeds 14,560,000 28,760,000 12,675,000 22,240,000 22,714,500
Charges for Services 13,010,661 15,163,426 15,368,126 14,431,227 15,024,312
Capital Recovery Fees 1,138,772 2,060,875 1,222,000 660,746 834,031
Service Improvement Fees 1,924,101 1,691,000 1,088,618 572,400 776,040
Utility Revenue 75,011,361 95,627,586 84,832,327 88,108,061 91,414,882
Grants 156,518 62,839 753,280 42,000 42,000
Interest 2,407,650 1,774,138 1,525,912 1,402,113 1,269,755
Other Revenue 17,173,755 17,480,305 17,789,199 16,075,697 16,610,043
Interfund Transfers 11,971,697 11,523,305 9,212,195 8,096,327 8,673,352
TOTAL REVENUE 159,812,376 198,043,444 167,828,156 174,225,028 181,859,785
*Fund balance (increase or use)(1,280,225) 16,669,167 2,665,015 14,645,007 (522,578)
TOTAL BUDGET 158,532,151 214,712,611 170,493,171 189,090,035 181,337,207
20
07/08
Actual
08/09
Amended
Budget
08/09
Projected
Actual
09/10
Proposed
Budget
10/11
Estimated
Budget
Georgetown Utility Systems 24,615,395 33,199,954 31,724,538 31,667,906 32,649,881
Purchased Power (GUS)38,991,655 46,571,808 37,100,715 38,584,743 40,128,133
Transportation 3,641,872 4,872,774 3,612,088 5,032,057 4,439,610
Community Development 2,633,005 2,786,840 2,464,581 2,352,971 2,721,846
Finance & Administration 6,941,917 11,671,408 8,376,048 9,906,944 9,181,544
Fire Services 5,419,625 6,904,618 6,653,944 7,017,033 7,050,395
Management Services 11,332,014 10,931,693 12,214,682 10,227,799 11,633,943
Community Services 6,245,477 7,911,007 7,805,239 7,910,849 7,379,848
Police Services 8,600,401 9,893,068 9,678,769 9,883,262 10,190,635
Capital Improvements 26,453,703 52,779,513 25,657,629 41,987,545 31,918,000
Debt Payments 13,407,083 15,780,743 15,097,743 16,422,599 15,514,140
Interfund Charges & Transfers 10,250,004 11,409,185 10,107,195 8,096,327 8,529,232
TOTAL BUDGET 158,532,151 214,712,611 170,493,171 189,090,035 181,337,207
Budgeted Expenses by Division
2009/2010
21
Budgeted Expenses by Program
2009/2010
Amended Adopted
2008/09 Budget %2009/10 Budget %
Community Development 2,521,740 1.3%2,106,682 1.3%
Community Services 6,264,115 3.3%6,383,253 3.8%
Fire Services 6,354,383 3.4%6,486,606 3.9%
Management Svc-Others 1,397,120 0.7%1,075,041 0.6%
Administration 16,210,313 8.6%14,331,666 8.6%
Airport 2,569,465 1.4%2,616,228 1.6%
Economic Development 439,384 0.2%387,546 0.2%
Police Services 9,717,841 5.2%9,645,162 5.8%
Electric 53,250,794 28.3%44,165,290 26.5%
Sanitation 4,570,724 2.4%4,249,414 2.6%
Stormwater Drainage 617,752 0.3%418,119 0.3%
Water Services 12,562,654 6.7%12,552,897 7.5%
Transportation 3,337,673 1.8%3,777,160 2.3%
Capital Improvements 52,779,513 28.0%41,987,545 25.2%
Debt Payments 15,780,743 8.4%16,422,599 9.9%
Budget Total By Program 188,374,214 100.0%166,605,208 100.0%
Interfund Transfers & Premiums 26,338,397 22,484,827
TOTAL OPERATING BUDGET 214,712,611 189,090,035
22
Property Tax Revenue
Taxable Property Values
23
Fiscal Year 04/05 05/06 06/07 07/08 08/09 09/10*10/11*11/12*12/13*13/14*
Property Tax Revenues:
(in thousands)
General Fund 5,663 5,638 6,596 7,542 8,103 8,144 8,341 8,299 8,232 8,248
Debt Service 2,708 3,478 4,368 5,288 6,329 5,122 5,264 6,616 7,321 7,446
Property Values:
(in millions)
Existing Property 2,272 2,507 2,793 3,275 3,895 4,014 3,974 4,073 4,236 4,466
New & Annexed 120 136 267 336 275 156 120 100 100 120
Property
Tax Rates
Per $100 - taxable 0.346 0.346 0.367 0.357 0.356 0.356 0.388 0.437 0.473 0.447
valuation
*Projected
Taxes:
Taxes are levied on January 1 of each year and are considered past due on February 1 of the
following year. The Williamson Central Appraisal District determines the value for each property in the
city. Property tax roles are certified in July and the tax rate is adopted in September, along with the
budget. The City’s tax collector, currently the Williamson County Tax Collector, sends statements in
October to each taxpayer. The City’s tax collection rate for 2008/09 was 98.05%.
Taxable Valuations:
Over the past 5 years, new residential construction permits have ranged from 750 to 1,500. In
2009 519 permits, valued at over $129 million were issued. The general slowdown in the local
economy, which impacted the current year, is also taken into consideration for future projections.
Values on existing property fell 5.3% last year. The average home value is $188,789, which
decreased 2.3% compared to the prior year. Overall, total assessed valuation was 1.57% less
than prior year.
2009/10 new values include $156 million in new construction and annexed property
Adopted Property Tax Rate for 2009/10 is $0.35622/$100 valuation:
Represents a decrease over the effective rate of $0.38871/$100 valuation, which includes a
$0.029457 adjustment for sales tax dedicated to property tax relief.
The City adopted a 1/8 cent sales tax rate for property tax relief in May 2005, with the primary
intent to offset debt service related to the November 2004 voter approved general obligation
bonds. All authorized 2004 bonds have been issued with a total tax impact of $0.03975.
Breakdown: 09/10 08/09
M & O - Maintenance and Operations (General Fund) $0.21140 $0.20053
I & S - Debt Service (payment on existing debt) $0.14482 $0.15569
*Future Projections:
Assumptions for the forecasts of future years are based upon historical trends, expected build out of
planned subdivisions, and utility tap requests. Assumptions include:
Continued new and annexed property growth of $120 million in 2010/11, then $145 million in the
out years as new retail properties are added to the tax role, a decrease in existing valuations
projected for two years and then gradual increases in later years.
Increases in the actual tax rate related to 2008 voter approved debt.
Reflects impact of 1/8% sales tax for property tax relief.
Reflects an annual increase of 7.5 %– 15% in the properties that have their taxes frozen due to
the over 65 provision.
25
Sales Tax Revenue – 1% General Operating
The City receives 2% of the 8.25% sales and use taxes that are remitted by retailers within the City limits:
1.000% is used for general operating purposes
0.500% is used for transportation improvements through the Georgetown Transportation Enhancement Corporation
(GTEC), the City’s 4B Economic Development Corporation, authorized in May 2001
0.125% is for Georgetown Economic Development Corporation (GEDCO), the City’s 4A Economic Development
Corporation, approved in May 2005
0.125% is for property tax relief, approved in May 2005
0.250% is used for street maintenance; sunset revision approved November 2006, expires in March 2011
2.000% City portion
6.250% is collected and retained by the State of Texas
8.250% Total sales tax rate
The City’s sales tax base is diverse, with revenues being generated by national retailers, building materials and utilities,
etc. The heavy residential growth over the past few years has also created a demand for more restaurants and other
retailers that have also expanded the City’s tax base. Sales tax has increased over the past few years due to an increase
in new retail developments within the City.
Future projections are based on the following assumptions:
2009/10 includes a 3.5% increase in the overall sales tax base projections from prior year. 2008/09 marked
the first decline in sales tax revenue in recent history, with an anticipated 6-7% decline in sales tax revenue
due to the decreased building material sales and a general slowdown in retail sales. The economic
downturn of 2009 resulted in a decrease in building material sales, as fewer housing starts were begun within
the region, as well as, an overall slowdown in retail sales. While sales were less than previous year,
Georgetown’s retail activity was much higher than those of surrounding communities.
Long term projections are expected to remain relatively flat with little new growth over the next few years due
to the impacts of the most recent economic downtown. These conditions are expected to last 12 to 18
months.
26
Electric Revenue
Water Services Revenue – Water
*Projected
*Projected
27
Water Services Revenue - Wastewater
Utility Revenues:
The revenue shown includes tap or hookup fees. Developer contributions, such as capital recovery or
impact fees and interest are presented elsewhere.
Generally, utility revenue projections are based on five-year forecasting models for each utility. The City
prepares a financial model of each utility, forecasting revenues, expected infrastructure needs and other
expected expenses. The models are prepared based upon assumptions regarding customer growth, the
City’s five and ten year capital improvements plans, forecasted increases in costs, including personnel,
and historical data. The models serve as a planning tool to forecast the ability to pay cash for
infrastructure, anticipate debt needs for the upcoming five to ten year period, as well as, predict rate
increases for customers.
Electric and Water Revenues:
Calculated on a four-year rolling average of per capita consumption in order to hedge against
variations in weather conditions.
Growth estimates are based upon building permits, expected build out of subdivisions and other
planning and development activity.
Assumes a 4.5% customer growth for Electric through the next five years, as the City’s southern
electric service area continues to develop.
Assumes a 4.5% customer growth for Water for the next five years.
Rising purchased power costs also contribute to increased electric revenue, as these costs are
passed on to the customer through a fuel adjustment in the rate.
The City continues to be proactive in planning for regional water needs. The City has signed additional
agreements with Brazos River Authority to ensure future water needs are met. Major treatment and
system expansions will be made as growth occurs and are included in the 5-year capital improvement
schedule.
Wastewater Revenues:
Assumes a 4.5% customer growth over the next five years. (historical average is 5-6%)
Flat rates allocate cost equitability between all system users, and thus eliminates any cross-class
subsidies.
*Projected
28
Capital Recovery Fee Revenue
Fiscal Year 04/05 05/06 06/07 07/08 08/09*09/10*10/11*11/12*12/13*13/14*
Service Improvement Fees:
Water 1,597 4,113 2,200 1,155 1,036 304 304 304 304 304
Wastewater 671 1,520 564 757 640 203 253 253 253 253
Total (thousands)2,268 5,634 2,764 1,912 1,676 507 557 557 557 557
Impact Fees:
Water 544 867 883 806 368 379 390 402 414 426
Wastewater 427 599 585 333 797 499 556 573 591 610
Total (thousands)970 1,466 1,468 1,139 1,165 878 946 975 1,005 1,036
Service Improvement Fees:
These fees are collected from Del Webb and Escalera Ranch on a per unit basis to offset costs of
infrastructure improvements to serve the developments. The fees, similar to impact fees, are collected for
water and wastewater improvements as part of these development agreements. The large increase in
revenue in 2005/06 is due to a one-time payment from Del Webb to reimburse the City for stranded costs
associated with Sun City. Additionally, the large increase (over normal growth) in 2006/07 is due to a
one-time payment to reimburse the City for stranded costs associated with the Escalera water line.
Impact Fees:
In 1996, the City adopted water and wastewater impact fees under Chapter 395 of the Texas Local
Government Code. These revenues are used as partial funding for qualifying water and wastewater
infrastructure projects for increased system capacity. The fees were updated in 2003 and again in 2005,
through a study prepared by an Impact Fee Advisory Committee, to reflect changes in the City’s five and
ten year Capital Improvements Plans, the Future Land Use Plan, and updated construction costs. The fee
is $5,204 per unit for water and wastewater. These fees will be reviewed again in 2010...
*Projected
29
Other Enterprise Fund Revenues
Fiscal Year (in thousands)01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09*09/10*10/11*
Stormwater Drainage 885 1,196 1,299 1,539 1,694 1,773 1,816 1,883 1,962 2,024
Airport 1,431 1,451 1,647 2,336 2,596 2,458 3,293 2,945 2,745 2,745
Airport Revenue:
Airport revenue consists primarily of fuel sales, T-hangar rentals and tie-down fees. A 63-space T-
hangar was completed in January 2000, to accommodate demand for hangar rental space, therefore
increasing revenue. Fuel sales have also increased significantly, increasing revenue to the fund.
Stormwater Drainage Revenue:
Revenue for stormwater drainage is collected on a per unit basis to pay for maintenance of drainage,
detention and filtration infrastructure and to pay for the debt service on bonds issued for major capital
drainage improvements. The rate of $4.25 per unit also provides $300,000 annually for capital
maintenance to correct drainage problems in the City. A rate analysis will be conducted in 2010 to
address increasing environmental mandates, including several Environmental Protection Agency
(EPA) requirements that become effective in 2010.
31
Miscellaneous Revenues
Fiscal Year (in thousands)02/03 03/04 04/05 05/06 06/07 07/08 08/09*09/10*10/11*
Interest Income 681 583 1,164 2,470 2,982 2,408 1,526 1,402 1,270
Grant Revenue 160 209 1,207 490 1,024 157 753 42 42
Miscellaneous Revenue 5,071 6,020 7,049 9,556 10,184 9,708 8,839 8,076 8,452
Franchise Fees 1,580 1,845 1,942 2,209 2,083 2,740 2,852 2,920 3,025
Environmental Svcs 2,744 2,888 3,150 3,397 3,689 4,320 4,694 5,063 5,269
Interest Income:
Interest income decreased due to the existing economic conditions. Projections are based on anticipated cash
balances from contingency reserves, bond proceeds invested through the life of construction projects and fund
balances, as well as, continued existing market conditions.
Grant Revenue:
The City receives grants for a variety of purposes. Council approves all grant applications. The City budgets
for grants that have been approved and awarded by the granting agency. The City’s grant funding has
diminished in recent years.
Miscellaneous Revenue:
Revenues not falling into another category are classified as miscellaneous revenue. This source of funding is
expected to rise due to fee increases, including building permits, fines, parks fees, recreation charges and
other user fees, as well as, revenue for services from the Williamson County Emergency Service District (ESD)
#8 which began in 2006/07. Surplus property sales and donations are also included in this category.
Franchise Fee Revenue:
The City receives revenue from franchise fees. These fees are paid to the City’s General Fund by both City and
outside utilities for use of right of ways and public properties and are collected to offset the cost of street
maintenance. Increases in revenue are predicted to mirror the City’s growth rate.
Environmental Services Revenue:
Environmental Services revenue includes fees collected for curbside garbage pick-up, including recycling and
special pick-ups. In 2009, the Sanitation rates were increased by $0.30 for inside the City residential
customers and $0.45 for outside the City customers and an average of 3.7% increase for non-residential
accounts to reflect increased cost of service, Growth in the City’s customer base continues to be steady,
mirroring the City’s overall growth rate. The City contracts with Texas Disposal Systems for garbage service.
32
All Funds Summary (By Fund / By Division)
(1) Includes Airport, Sanitation, & Stormwater Drainage
(2) Includes debt service payments on behalf of GTEC offset by transfer from GTEC
(3) Includes debt service payments on behalf of GEDCO offset by transfer from GEDCO
General General
Special Capital Debt
Total General Revenue Projects Service
Budget Fund Funds Funds Fund
Beginning Fund Balances /39,127,341 9,692,833 1,592,905 3,542,555 2,319,478
Working Capital
SOURCES & REVENUES:
Property taxes 13,597,157 8,392,600 82,270 5,122,287
Sales taxes 8,999,300 7,331,050 1,668,250
Bond Proceeds 22,240,000 5,320,000
Charges for Services 14,431,227 1,098,531
Capital Recovery Fees 660,746
Special Improvement Fees 572,400 15,000
Utility Revenues 88,108,061 5,062,918
Grants 42,000 42,000
Interest 1,402,113 225,000 89,755 150,000 20,000
Other Revenue 16,075,697 8,600,971 735,084 2,000 1,565,562 (2)
Interfund Transfers - ROI, Etc.8,096,327 6,708,483 51,883 775,800
Total Revenues 174,225,028 37,419,553 2,669,242 6,262,800 6,707,849
USES & EXPENSES:
Georgetown Utility Systems 31,667,906 4,258,308
Purchased Power 38,584,743
Transportation 5,032,057 3,962,706
Community Development 2,352,971 2,106,663
Finance & Administration 9,906,944 536,252 96,948
Fire Services 7,017,033 6,858,978 158,055
Management Services 10,227,799 4,256,622 26,651
Community Services 7,910,849 6,699,236 1,211,613
Police Services 9,883,262 9,669,170 214,092
Capital Improvements 41,987,545 1,795,000 7,744,515
Debt Payments 15,004,499 7,966,275 (2)
Debt Service - New 325,000
Debt Issuance Costs 1,093,100 400,000
Interfund Transfers 8,096,327 872,183 75,812 25,000
Total Uses & Expenses 189,090,035 39,220,118 3,578,171 8,169,515 7,966,275
Ending Fund Balance / 24,262,334 7,892,268 683,976 1,635,840 1,061,052
Working Capital
RESERVATIONS:
Contingency 13,850,000 6,740,000 75,000
Capital Projects/Other 8,833,882 608,976 1,635,840 687,387
Available Fund Balance/1,578,452 1,152,268 0 0 373,665
Working Capital
GOVERNMENTAL FUND TYPES
33
All Funds Summary (By Fund / By Division)
Other Internal
Electric Water Enterprise Service
Fund Fund Funds (1)Funds
Beginning Fund Balances /5,020,750 12,463,832 2,423,598 2,071,390
Working Capital
SOURCES & REVENUES:
Property taxes
Sales taxes
Bond Proceeds 4,350,000 11,370,000 1,200,000
Charges for Services 13,332,696
Capital Recovery Fees 660,746
Special Improvement Fees 557,400
Utility Revenues 58,461,733 22,621,216 1,962,194
Grants
Interest 50,000 577,000 51,000 239,358
Other Revenue 1,621,800 681,620 2,836,660 32,000
Interfund Transfers - ROI, Etc.86,161 474,000
Total Revenues 64,569,694 36,467,982 6,049,854 14,078,054
USES & EXPENSES:
Georgetown Utility Systems 9,907,260 15,543,018 1,959,320
Purchased Power 38,584,743
Transportation 1,069,351
Community Development 246,308
Finance & Administration 9,273,744
Fire Services
Management Services 2,732,746 3,211,780
Community Services
Police Services
Capital Improvements 10,773,325 18,950,705 2,724,000
Debt Payments 2,786,727 3,757,478 (3)494,019
Debt Service - New 140,000 150,000 35,000
Debt Issuance Costs 126,800 414,800 151,500
Interfund Transfers 4,631,459 2,273,393 218,480
Total Uses & Expenses 66,950,314 41,089,394 7,425,096 14,691,152
Ending Fund Balance / 2,640,130 7,842,420 1,048,356 1,458,292
Working Capital
RESERVATIONS:
Contingency 2,625,000 4,110,000 300,000
Capital Projects/Other 3,695,031 748,356 1,458,292
Available Fund Balance/15,130 37,389 0 0
Working Capital
ENTERPRISE FUNDS
PROPRIETARY FUND TYPES
34
All Funds Summary (By Fund / By Personnel-Operating-Capital)
(1) Includes Airport, Sanitation, & Stormwater Drainage
(2) Includes debt service payments on behalf of GTEC offset by transfer from GTEC
(3) Includes debt service payments on behalf of GEDCO offset by transfer from GEDCO
General General
Special Capital Debt
Total General Revenue Projects Service
Budget Fund Funds Funds Fund
Beginning Fund Balances /39,127,341 9,692,833 1,592,905 3,542,555 2,319,478
Working Capital
SOURCES & REVENUES:
Property taxes 13,597,157 8,392,600 82,270 5,122,287
Sales taxes 8,999,300 7,331,050 1,668,250
Bond Proceeds 22,240,000 5,320,000
Charges for Services 14,431,227 1,098,531
Capital Recovery Fees 660,746
Special Improvement Fees 572,400 15,000
Utility Revenues 88,108,061 5,062,918
Grants 42,000 42,000
Interest 1,402,113 225,000 89,755 150,000 20,000
Other Revenue 16,075,697 8,600,971 735,084 2,000 1,565,562 (2)
Interfund Transfers - ROI, Etc.8,096,327 6,708,483 51,883 775,800
Total Revenues 174,225,028 37,419,553 2,669,242 6,262,800 6,707,849
USES & EXPENSES:
Personnel 35,030,346 21,945,072 216,219
Operating 82,845,029 14,135,863 689,291
Capital 4,708,189 2,267,000 801,849
Capital Improvements 41,987,545 1,795,000 7,744,515
Debt Payments 15,004,499 7,966,275 (2)
Debt Service - New 325,000
Debt Issuance Costs 1,093,100 400,000
Interfund Transfers 8,096,327 872,183 75,812 25,000
Total Uses & Expenses 189,090,035 39,220,118 3,578,171 8,169,515 7,966,275
Ending Fund Balance / 24,262,334 7,892,268 683,976 1,635,840 1,061,052
Working Capital
RESERVATIONS:
Contingency 13,850,000 6,740,000 75,000
Capital Projects/Other 8,833,882 608,976 1,635,840 687,387
Available Fund Balance/1,578,452 1,152,268 0 0 373,665
Working Capital
GOVERNMENTAL FUND TYPES
35
All Funds Summary (By Fund / By Personnel-Operating-Capital)
Other Internal
Electric Water Enterprise Service
Fund Fund Funds (1)Funds
Beginning Fund Balances /5,020,750 12,463,832 2,423,598 2,071,390
Working Capital
SOURCES & REVENUES:
Property taxes
Sales taxes
Bond Proceeds 4,350,000 11,370,000 1,200,000
Charges for Services 13,332,696
Capital Recovery Fees 660,746
Special Improvement Fees 557,400
Utility Revenues 58,461,733 22,621,216 1,962,194
Grants
Interest 50,000 577,000 51,000 239,358
Other Revenue 1,621,800 681,620 2,836,660 32,000
Interfund Transfers - ROI, Etc.86,161 474,000
Total Revenues 64,569,694 36,467,982 6,049,854 14,078,054
USES & EXPENSES:
Personnel 2,961,814 1,908,980 506,652 7,491,609
Operating 45,275,189 13,234,038 3,083,045 6,427,603
Capital 255,000 400,000 212,400 771,940
Capital Improvements 10,773,325 18,950,705 2,724,000
Debt Payments 2,786,727 3,757,478 (3)494,019
Debt Service - New 140,000 150,000 35,000
Debt Issuance Costs 126,800 414,800 151,500
Interfund Transfers 4,631,459 2,273,393 218,480
Total Uses & Expenses 66,950,314 41,089,394 7,425,096 14,691,152
Ending Fund Balance / 2,640,130 7,842,420 1,048,356 1,458,292
Working Capital
RESERVATIONS:
Contingency 2,625,000 4,110,000 300,000
Capital Projects/Other 3,695,031 748,356 1,458,292
Available Fund Balance/15,130 37,389 0 0
Working Capital
ENTERPRISE FUNDS
PROPRIETARY FUND TYPES
36
General Fund
Fund Description:
The General Fund is used to account for resources traditionally associated with government which are not
required legally or by sound financial management to be accounted for in another fund.
08/09 09/10 10/11
07/08 08/09 PROJECTED ADOPTED ESTIMATED
ACTUAL BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance 9,405,420 9,298,849 11,184,878 9,692,833 7,892,268
REVENUES:
Property Taxes 7,541,644 8,174,100 8,102,822 8,392,600 8,932,600
Sales Tax 7,736,933 7,952,870 7,181,050 7,331,050 7,678,000
Sanitation Revenues 4,718,933 4,693,840 5,062,918 5,269,189
Interest 422,901 400,000 200,000 225,000 250,000
Administrative Charges 1,316,090 1,356,398 1,225,802 1,098,531 1,199,175
All Other Revenue 9,082,017 9,212,122 8,665,475 8,600,971 8,578,107
Return on Investment 6,429,374 6,665,813 6,234,250 6,432,671 6,719,863
Transfers In 257,686 431,673 231,673 275,812 435,812
Total Revenues 32,786,645 38,911,909 36,534,912 37,419,553 39,062,746
EXPENSES:
Transportation 2,630,784 3,530,234 1,960,803 3,962,706 3,353,136
Community Development 2,455,532 2,522,783 2,210,377 2,106,663 2,473,165
Finance & Administration 471,778 556,351 538,608 536,252 544,557
Fire Department 5,311,478 6,904,618 6,653,944 6,858,978 6,992,895
Management Services 1,912,169 2,438,905 2,066,249 1,953,101 1,854,097
Community Services 5,634,834 7,004,312 6,822,609 6,699,236 6,823,332
Police Department 8,531,781 9,780,491 9,421,047 9,669,170 10,093,823
Georgetown Utility Systems 4,580,383 4,341,005 4,258,308 4,335,397
Administrative Expense 2,138,406 2,379,377 2,436,610 2,303,521 2,521,220
Transfers Out 2,091,633 1,984,881 1,575,705 872,183 41,896
Total Expenses 31,178,395 41,682,335 38,026,957 39,220,118 39,033,518
Ending Fund Balance 11,013,670 6,528,423 9,692,833 7,892,268 7,921,496
Roll forward Fire SRF Fund Balance 100,555
Roll forward Environmental Svcs Fund Balance 70,653
RESERVATIONS:
Contingency 5,850,000 6,955,000 6,500,000 6,740,000 6,740,000
Available Fund Balance 5,334,878 (426,577) 3,192,833 1,152,268 1,181,496
37
Fiscal Year 2009/10
Revenues
Significant Issues/Comments:
Funds for street capital maintenance total
$1,250,000 of new funding, and represents 3%
of the General Fund on-going operating budget.
The total General Fund portion of street
maintenance is $3.7 million, which includes
unspent funding from the 2008/09 budget, staff
costs, utility costs for street lighting and other
maintenance costs.
The Environmental Services department is
funded through garbage rates. A portion of
these rates are passed through for contracted
services with Texas Disposal Services. The
rates for 2009/10 increased $0.30 for inside the
City residential customers and $0.45 for outside
the City customers to cover the cost of billing,
collection and administrative oversight of the
contract.
Transfers fund various one-time equipment
purchases, such as, the Computer Aided
Dispatch upgrade, portion of a Fire vehicle for
the Airport and grant matches such as the
STEP grant in Police.
An increase in Public Safety compensation, to
match 95% of Round Rock’s pay scale is
included in the 2009/10 budget.
Contingency Reserves were increased to
comply with the City’s Fiscal and Budgetary
Policy that requires the City to reserve 90 days
of operating expenses to offset any potential
revenue shortfall or other unexpected event.
Expenditures
38
Electric Fund
Fund Description:
The Electric Fund is used to account for the revenues from all operating and maintenance activities of the utility
and the expenses of the departments, which support those activities. This includes the Electric department, the
Automated Meter Reading (AMR) Department, purchased power costs, debt payments and capital projects. The
fund also makes transfers out to the General Fund for the City’s return on investment for the Electric utility.
08/09 09/10 10/11
07/08 08/09 PROJECTED ADOPTED ESTIMATED
ACTUAL BUDGET ACTUAL BUDGET BUDGET
Beginning Working Capital 5,053,359 6,157,535 355,463 5,020,750 2,640,130
REVENUES:
Electric Services 51,833,477 67,879,757 56,506,906 58,461,733 60,800,202
Bond Proceeds 1,977,150 6,100,000 6,100,000 4,350,000 5,720,000
Interest 104,959 125,000 20,000 50,000 50,000
All Other Revenue 2,107,777 1,912,051 2,056,511 1,621,800 2,163,800
Transfers In 86,161 86,161 86,161 86,161 86,161
Total Revenues 56,109,524 76,102,969 64,769,578 64,569,694 68,820,163
EXPENSES:
Georgetown Utility Systems 8,928,313 10,833,775 9,781,140 9,907,260 10,551,518
Purchased Power 38,991,655 46,571,808 37,100,715 38,584,743 40,128,133
Capital Projects 6,048,445 11,943,000 4,689,000 9,284,000 9,516,000
Rollforward CIP 1,489,325
Debt Payments 2,234,426 2,440,541 2,440,541 2,786,727 2,758,609
Debt Payments - New Debt 140,000 61,000 140,000 140,000
Debt Issuance Costs 97,974 276,800 276,800 126,800 126,800
Transfers Out 4,506,607 6,502,351 5,755,095 4,631,459 4,870,717
Total Expenses 60,807,420 78,708,275 60,104,291 66,950,314 68,091,777
Ending Working Capital 355,463 3,552,229 5,020,750 2,640,130 3,368,516
RESERVATIONS:
Contingency 3,350,000 3,525,000 3,525,000 2,625,000 3,350,000
Available Working Capital (2,994,537)27,229 1,495,750 15,130 18,516
39
Fiscal Year 2009/10
Revenues
Significant Issues/Comments:
Purchased power costs fluctuate with the
variances in the fuel surcharge implemented
by the Lower Colorado River Authority, the
City’s wholesale supplier. This surcharge is
passed along to the City’s customers as a
pass-through charge. Power costs have
increased significantly over prior years due to
the increased cost of natural gas.
The Electric and Water Services funds share
the maintenance of the City’s automated
meter reading system. Currently a project is
underway to upgrade this to new automated
metering infrastructure (AMI) that will provide
added services for City utility customer.
Funds have been included in the 2009/10
budget for this project.
Capital projects are funded through operating
revenues and debt when necessary. In 2010,
$6.4 million of operating revenues and $4.4
million of bond proceeds fund the annual
capital projects plan.
Transfers out include the 8% return on
investment to the General Fund.
Expenditures
40
Water Services Fund
Fund Description:
The Water Services Fund is used to account for the revenues from all operating and maintenance activities for
water, wastewater and irrigation utilities. Expenses also include debt payments, capital costs and the transfers out
to the General Fund for the City’s return on investment. Each utility service type is tracked separately for rate
design purposes to ensure rates are charged to fully recover operational costs.
08/09 09/10 10/11
07/08 08/09 PROJECTED ADOPTED ESTIMATED
ACTUAL BUDGET ACTUAL BUDGET BUDGET
Beginning Working Capital 18,955,165 13,448,474 21,917,236 12,463,832 7,842,420
REVENUES:
Water Services 13,602,151 12,811,966 13,757,785 14,303,297 14,758,000
Wastewater Services 7,360,455 8,016,520 7,581,074 7,889,919 8,118,000
Irrigation Services 399,556 258,200 411,048 428,000 445,000
Bond Proceeds 7,437,850 8,631,000 11,370,000 8,030,000
Impact Fees 1,138,772 2,060,875 1,222,000 660,746 834,031
Service Improvement Fees 1,912,051 1,676,000 1,073,618 557,400 761,040
Interest 827,521 600,000 656,000 577,000 577,000
All Other Revenue 1,074,041 1,295,000 770,596 579,500 643,825
Transfer In 102,119 102,120 102,120 102,120 102,120
Total Revenues 33,854,516 35,451,681 25,574,241 36,467,982 34,269,016
EXPENSES:
Georgetown Utility Systems 14,102,439 15,904,399 15,767,107 15,543,018 15,734,692
Capital Projects 10,937,432 18,479,805 12,798,328 18,950,705 12,107,000
Debt Payments 3,184,033 3,813,714 3,813,714 3,757,478 3,435,076
Debt Payments - New Debt 178,578 175,000 175,000 150,000 150,000
Bond Issue Costs 130,742 294,800 204,800 414,800 414,800
Transfers Out 2,359,221 2,409,397 2,268,696 2,273,393 2,446,347
Total Expenses 30,892,445 41,077,115 35,027,645 41,089,394 34,287,915
Ending Working Capital 21,917,236 7,823,040 12,463,832 7,842,420 7,823,521
RESERVATIONS:
Contingency 3,750,000 4,100,000 4,100,000 4,110,000 4,120,000
SIP Reservation/Stranded Fees 3,284,471 3,695,031 3,695,031 3,695,031 3,695,031
Available Working Capital 14,882,765 28,009 4,668,801 37,389 8,490
41
Fiscal Year 2009/10
Revenues Significant Issues/Comments:
The City’s water supply is provided through
agreements with the Brazos River Authority
(BRA). BRA expenses increase 15% over
the prior year, due to an increase in raw
water cost, as well as, principal and interest
payments and operational cost for the
Williamson County Raw Water Line. Future
raw water increases are projected at 15% per
year.
Service Improvement Fees (SIP) which
represents payments by developers for City
funded infrastructure improvements are
reserved to fund future payments on debt
issued.
Capital projects are funded through operating
revenues, impact fees and debt when
necessary. In 2009, $19 million will be spent
in capital improvements, including the
projects related to the 2006 Annexations,
upgrades to Lakewater Clearwell Plant
Upgrades.
The City will begin the final year of an 8 year
program to test all wastewater lines for inflow
and infiltrations as required by the Texas
Commission on Environmental Quality
(TCEQ) for environmental safety of the
Edwards Aquifer. 98% of the city is located
over the Aquifer, therefore testing and repair
costs are a major component of the
wastewater capital improvement program.
The City budgets repairs for all problems
found in the next budget cycle.
Expenditures
42
Airport Fund
Fund Description:
The Airport fund is used to account for revenues and expenses related to the operation and maintenance of the
Georgetown Municipal Airport. Capital improvements for the Airport and debt payments on outstanding debt for the
Airport fund are also accounted for here.
Significant Issues/Comments:
Excess funds are reserved for future capital maintenance, grant match or other airport related assets.
08/09 09/10 10/11
07/08 08/09 PROJECTED ADOPTED ESTIMATED
ACTUAL BUDGET ACTUAL BUDGET BUDGET
Beginning Working Capital 18,955,165 13,448,474 21,917,236 12,463,832 7,842,420
REVENUES:
Water Services 13,602,151 12,811,966 13,757,785 14,303,297 14,758,000
Wastewater Services 7,360,455 8,016,520 7,581,074 7,889,919 8,118,000
Irrigation Services 399,556 258,200 411,048 428,000 445,000
Bond Proceeds 7,437,850 8,631,000 11,370,000 8,030,000
Impact Fees 1,138,772 2,060,875 1,222,000 660,746 834,031
Service Improvement Fees 1,912,051 1,676,000 1,073,618 557,400 761,040
Interest 827,521 600,000 656,000 577,000 577,000
All Other Revenue 1,074,041 1,295,000 770,596 579,500 643,825
Transfer In 102,119 102,120 102,120 102,120 102,120
Total Revenues 33,854,516 35,451,681 25,574,241 36,467,982 34,269,016
EXPENSES:
Georgetown Utility Systems 14,102,439 15,904,399 15,767,107 15,543,018 15,734,692
Capital Projects 10,937,432 18,479,805 12,798,328 18,950,705 12,107,000
Debt Payments 3,184,033 3,813,714 3,813,714 3,757,478 3,435,076
Debt Payments - New Debt 178,578 175,000 175,000 150,000 150,000
Bond Issue Costs 130,742 294,800 204,800 414,800 414,800
Transfers Out 2,359,221 2,409,397 2,268,696 2,273,393 2,446,347
Total Expenses 30,892,445 41,077,115 35,027,645 41,089,394 34,287,915
Ending Working Capital 21,917,236 7,823,040 12,463,832 7,842,420 7,823,521
RESERVATIONS:
Contingency 3,750,000 4,100,000 4,100,000 4,110,000 4,120,000
SIP Reservation/Stranded Fees 3,284,471 3,695,031 3,695,031 3,695,031 3,695,031
Available Working Capital 14,882,765 28,009 4,668,801 37,389 8,490
43
Stormwater Drainage Fund
Fund Description:
The Stormwater Fund is used to account for all operating and maintenance activities of the City’s drainage system
and the debt payments for bonds issued in past years to improve drainage problems.
Significant Issues/Comments:
Stormwater rates are $4.25 per unit cost which provides operational and capital costs for drainage maintenance
and improvements.
City engineers began the Regional Stormwater Drainage Master Plan (RSMP), which outlines future capital
improvements that are needed to improve drainage in the City.
Operating costs continue to increase due to the increase in the number of detention ponds within the city.
08/09 09/10 10/11
07/08 08/09 PROJECTED ADOPTED ESTIMATED
ACTUAL BUDGET ACTUAL BUDGET BUDGET
Beginning Working Capital 888,187 1,772,968 1,866,164 1,581,347 336,254
REVENUES:
Stormwater Fees 1,815,722 1,942,210 1,881,674 1,962,194 2,024,491
Bond Proceeds 750,000 1,950,000 1,200,000 900,000
Interest 40,082 25,000 32,000 35,000 35,000
All Other Revenue 16,443 20,000 19,812 25,000 25,000
Total Revenues 2,622,247 3,937,210 1,933,486 3,222,194 2,984,491
EXPENSES:
Transportation 1,011,088 1,342,540 1,103,189 1,069,351 1,086,474
Capital Projects 198,870 3,621,500 641,500 1,883,000 1,381,000
Rollforward CIP 841,000
Debt Payments 269,434 319,994 319,994 328,456 336,902
Bond Issue Costs 13,752 91,500 1,500 151,500 151,500
Debt Service - New Debt 24,000 35,000 35,000
Transfers Out 151,126 156,977 152,120 158,980 163,960
Total Expenses 1,644,270 5,556,511 2,218,303 4,467,287 3,154,836
Ending Working Capital 1,866,164 153,667 1,581,347 336,254 165,909
RESERVATIONS:
Contingency 150,000 150,000 150,000 150,000 150,000
Available Working Capital 1,716,164 3,667 1,431,347 186,254 15,909
44
General Capital Projects Fund – Summary 2009/10
Fund Description:
Capital projects funds are used to account for the acquisition and construction of major capital facilities and equipment
other than those financed by Special Revenue (grants) and Enterprise Funds (i.e. utilities and airport).
Facilities and Parks Capital Projects Funds:
Includes funds for renovations at the Georgetown Municipal Complex, land acquisition for a future fire
station, and bond funding to widen Williams Drive and DB Wood/improve the Williams Drive intersection.
Streets Capital Projects Fund:
Includes projects recently approved in the November 2008 bond authorization. Voters approved $41.5M of
transportation projects to be funded through General Obligation bonds to be issued over the next 10+
years.
08/09 09/10 10/11
07/08 08/09 PROJECTED ADOPTED ESTIMATED
ACTUAL BUDGET ACTUAL BUDGET BUDGET
Beginning Working Capital 1,598,784 3,466,573 (37,544)3,542,555 1,635,840
REVENUES:
Service Improvement Fees 12,050 15,000 15,000 15,000 15,000
Bond Proceeds 4,395,000 12,079,000 6,575,000 5,320,000 8,064,500
Interest 529,294 296,300 152,000 152,000 152,000
All Other Revenue 274,909 186,086
Transfers In 1,762,632 1,816,000 1,180,900 775,800
Total Revenues 6,973,885 14,206,300 8,108,986 6,262,800 8,231,500
EXPENSES:
ISF Equipment 515,234
New Equipment 580,920 614,200 303,000 25,200
Streets CIP 1,055,188 1,200,500 2,624,585 3,437,315 3,050,000
General CIP 5,364,194 13,420,603 1,451,302 2,832,685 4,084,000
Rollforward CIP 1,449,315
Debt Issuance Cost 85,736 550,000 150,000 400,000 400,000
Transfers Out 1,008,941 25,000 930,500
Total Expenses 8,610,213 15,785,303 4,528,887 8,169,515 8,464,500
Ending Working Capital (37,544)1,887,570 3,542,555 1,635,840 1,402,840
SIP Reservation 67,200 67,200 67,200 67,200 67,200
Available Working Capital (104,744)1,820,370 3,475,355 1,568,640 1,335,640
45
Special Revenue Funds – Summary 2009/10
Fund Description:
Special revenue funds (SRF’s) are used to account for specific revenues that are legally restricted for expenditures for
particular purposes. The City uses these funds to track revenues and expenditures for:
• Grants • Donations
• Hotel Occupancy Tax (HOT) • Police seizures
• Parkland dedication fees • Street Maintenance Sales Tax
Significant Issues/Comments:
These funds vary significantly with the level of donation and grant activity for each year.
The ¼ cent Street Maintenance Sales Tax was originally approved by voters in November 2002. Funds may only
be spent on existing city streets. The tax was reauthorized by voters in November 2006 and will sunset in March
2011. Projects for 2009 are included in the Capital Improvement Project section of this document.
BEGINNING ENDING
FUND FUND
FUND DIVISION/SECTION BALANCE REVENUES EXPENDITURES BALANCE
Cemetery Fund Community Services 6,036 69,352 75,388 0
Library Donations Community Services 14,642 21,200 35,842 0
Main Street Facade Fund Community Services 11,051 15,600 26,651 0
Parks Restricted Community Services 625,261 86,200 711,461 0
Tourism Fund Community Services 383,041 395,834 424,734 354,141
Courts Finance & Administration 10,229 126,719 136,948 0
Fire Fund Management Services 100,555 57,500 158,055 0
Downtown TIF Fund Management Services 186,805 83,270 270,075
Rivery TIRZ Fund Management Services 18,505 18,505 37,010
Gateway TIRZ Fund Management Services 1,830 1,830
Animal Services Fund Police Services 41,345 30,400 71,745 0
Police Restricted Police Services 75,935 66,412 142,347 0
Street Tax Transportation 128,567 1,698,250 1,795,000 31,817
Total Special Revenue Funds 1,603,802 2,669,242 3,578,171 694,873
46
Internal Service Funds – Summary 2009/10
Fund Description:
Internal Service Funds are used to account for operations of the City that provide services to other departments
within the City, and are allocated to using department based on specific criteria which is reviewed annually.
Facilities Maintenance Fund:
Provides janitorial services, light maintenance, equipment repair and replacement (copiers, HVAC, etc.),
landscape maintenance, building repair and replacement (roofs, painting, carpet) on an established schedule.
Charges for services to each department are made based on predetermined lease fees.
Fleet Management Fund:
Provides vehicles, vehicle equipment and communications equipment to all using City departments, as well as
maintenance of all vehicles. Charges for services are based on annualized replacement and maintenance
costs of each vehicle.
Information Services Fund:
Provides computer hardware, software, training and staff support to all using City departments. Charges are
based on hardware and software replacements for each department.
Joint Services Fund:
Composed of departments providing administrative support to City funds and departments. GUS
Administration, Systems Engineering and Utility Office provide support to the City’s utility funds. Administrative
departments, including Accounting, Finance Administration, Human Resources and Safety, and Purchasing
provide support to all City funds and departments. The City’s Economic Development department is included,
which is funded by the General Fund and the City’s Electric and Water Service funds.
FACILITIES FLEET INFORMATION JOINT INTERNAL
MAINTENANCE MANAGEMENT SERVICES SERVICES SERVICES FUND
FUND FUND FUND FUND TOTAL
Beginning Working Capital 67,593 931,354 382,838 689,605 2,071,390
REVENUES:
Charges for Services 1,793,920 1,566,602 1,674,993 8,297,181 13,332,696
Interest & Other 25,000 23,000 17,500 173,858 239,358
Sale of Property 20,000 20,000
Interfund Transfers 174,000 312,000 486,000
Total Revenues 1,818,920 1,783,602 1,692,493 8,783,039 14,078,054
EXPENSES:
Georgetown Utility Systems 1,959,320 1,959,320
Community Development 246,308 246,308
Finance & Administration 1,852,438 1,458,119 2,056,291 3,906,896 9,273,744
Management Services 3,211,780 3,211,780
Total Expenses 1,852,438 1,458,119 2,056,291 9,324,304 14,691,152
Ending Working Capital 34,075 1,256,837 19,040 148,340 1,458,292
CIP/Other 34,075 1,256,837 19,040 148,340 1,458,292
Available Working Capital 0 0 0 0 0
Community
Development
The Community Development Division is dedicated to the shared vision of a well-planned Georgetown by working in
partnership with the community, building on our heritage and providing service through a customer friendly process.
This Division includes all Planning and Inspection functions.
This Division is funded through the General Fund (Administration, Planning, Inspections, Code Enforcement, and
Joint Services Fund (Geographic Information Systems).
Community Development
Geographic Information Systems
Page 54
Inspection Services
Building Inspections
Page 50
Code Enforcement
Page 52
Planning
Page 56
Administration
Page 48
08/09 08/09 09/10 PROPOSED BUDGET
AMENDED PROJECTED NEW % CHANGE
BUDGET ACTUAL BASE PROGRAMS TOTAL (PROJ. ACTUAL)
General Fund
Administration 204,913 162,543 201,755 201,755 24.1%
Planning 903,556 765,863 927,546 927,546 21.1%
Three frozen positions (255,038)(255,038)
Bldg Inspections/Permitting 852,920 751,566 853,863 853,863 13.6%
Two frozen positions (97,751)(97,751)
Code Enforcement 480,446 452,427 476,288 476,288 5.3%
Housing & Neighborhood Dev * 80,948 77,978 -100.0%
total General Fund 2,522,783 2,210,377 2,106,663 2,106,663 -35.9%
Internal Service Funds
GIS 264,057 254,204 246,308 246,308 -3.1%
total Internal Svc. Funds 264,057 254,204 246,308 246,308 -3.1%
Division Total 2,786,840 2,464,581 2,352,971 2,352,971 -4.5%
* Housing & Neighborhood Dev. Collapsed into Planning for 09/10.
PERSONNEL
SUMMARY
PERSONNEL OPERATING CAPITAL TOTAL (FTE's)
General Fund
Administration 199,255 2,500 201,755 2
Planning 761,567 165,979 927,546 11
Three frozen positions (255,038)(255,038)
Bldg Inspections/Permitting 746,187 107,676 853,863 13
Two frozen positions (97,751)(97,751)
Code Enforcement 376,051 100,237 476,288 6
total General Fund 1,730,271 376,392 2,106,663 32
Internal Service Funds
GIS 177,031 69,277 246,308 3
total Internal Svc. Funds 177,031 69,277 246,308 3
Division Total 1,907,302 445,669 2,352,971 35
Uses & Expenses
09/10 PROPOSED BUDGET
Community Development
48
Community Development
Administration
DEPARTMENT DESCRIPTION
This department was created to provide management and oversight of the Division of Community Development,
ensuring City policies related to growth and development are administered in a customer-oriented manner. It
provides coaching and mentoring to Division employees and ensures they have the necessary knowledge, skills
and abilities to perform their jobs. The department provides guidance and support to the Planning and Zoning
Commission, Zoning Board of Adjustment, Building Standards Commission, Housing Advisory Board and the
Historic and Architectural Review Commission concerning planning and development related issues. The Division
monitors regional planning efforts through the Austin-San Antonio Corridor Council, Capital Area Metropolitan
Planning Organization (CAMPO), Capital Area Planning Council of Governments (CAPCOG) and Williamson
County.
MAJOR DEPARTMENT GOALS
• Promote quality growth through the implementation of the City’s 2030 Comprehensive Plan and City Council
policies.
• Continue to improve service delivery to our customers, both internal and external.
• Foster a workplace environment that is supportive of staff efforts and commitment, encourage creative problem
solving and open communication, and uphold a successful work atmosphere.
• Ensure that the Community Development Division is sensitive and responsive to the needs and desires of a
wide variety of local interest groups, City officials, community leaders, neighborhood and citizen groups and the
general public.
• Work in cooperation with the City’s Leadership Team in formulating City policy recommendations and carrying
out the City’s adopted policies related to Community Development.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Refined the annual Unified Development Code (UDC) update process and completed annual amendments,
including reorganization of the document and expansion of public input through multiple UDC Task Force
meetings and web page access to make the document more user-friendly and responsive to concerns raised.
• Coordinated the first annual amendment process to of the 2030 Comprehensive Plan and Land Use Element.
• Worked with the 2010 Census Bureau to establish publicity and outreach programs for decennial census.
• Initiated reorganization and re-write of division website pages.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Coordinate and publish the updates to the UDC.
• Continue development of electronic case management system for Planning, integrating with Building Permits
and GIS and making project tracking information available through the City’s website.
• Oversee reorganization and maintenance of the division website pages, redesign of all printed materials and
processes to be more transparent and user-friendly to our customers.
• Support the implementation of Phase III of the City of Georgetown Geographic Information Systems (GIS) Plan.
• Assist in finalizing the Housing Element of the 2030 Plan.
• Apply for available grants from Community Development Block Grants, the Department of Housing and Urban
Development and the State of Texas that meet the City’s project goals.
• Continue to provide timely, accurate information and feedback to customers regarding land planning,
regulations, and building codes within the City in a variety of formats including the website pages, public
workshops/education programs, staff reports, work with committees and task forces, etc.
• Coordinate the public review process and Council adoption of the 2009 International Building and 2008
National Electrical Codes to improve the Insurance Services Office (ISO) rating for the community.
49
ADMINISTRATION
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL/
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Director of Community Development 0 1 1 1 1
Administrative Supervisor 0 1 1 1 1
TOTAL 0 2 2 2 2
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Division Public Meetings/
Workshops
N/A
42
30
299
225
2. Division Special Projects N/A N/A N/A 30 20
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Respond to customer issues
within 72 hours
N/A
N/A
N/A
N/A
90%
DEPARTMENT BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
202,413 160,043 Personnel 199,255 201,979
2,500 2,500 Operations 2,500 2,500
204,913 162,543 201,755 204,479
50
Community Development
Inspection Services
Building Inspections
DEPARTMENT DESCRIPTION
Inspection Services issues building construction permits and
performs inspections leading to the final Certificate of
Occupancy (CO). This department assists in the coordination
between the City and the construction industry with plan review,
permitting and on-site inspections. Inspection Services ensures
that the construction phase of the development process meets
the expectations of the community for the overall public health,
safety and welfare through the administration and
implementation of applicable City codes and ordinances. This
department is also responsible for flood plain administration
and review, according to the regulations established by the
Federal Emergency Management Agency (FEMA).
MAJOR DEPARTMENT GOALS
• Ensure quality and safe housing through consistent administration of building code requirements.
• Promote a cooperative effort with the building community to provide long-lasting, quality structures and
encourage use of the most current building codes for the community to reduce insurance rates for the public.
• Promote the use of automated technology in the permit and inspection areas to streamline processes and reduce
costs.
• Ensure that special flood hazard areas are not impacted by development activities through the use of Floodplain
Management.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Implemented “computerized mobile inspections” for the field inspection process to increase efficiency and reduce
cost for all users.
• Completed City Council adoption of the Flood Damage Prevention Ordinance to include the new Digitized Flood
Insurance Rate Maps (DFIRM) provided by FEMA.
• Issued 700,000 square feet of non-residential building permits, including tenant finish-outs and remodels.
• Promoted the use of Green Building construction materials and methods in coordination with the International
Building Codes.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Conduct educational sessions and interactive seminars with developers and builders to review the permitting and
inspection process and provide code training.
• Coordinate the adoption of the 2009 International Building and 2008 National Electrical Codes to improve the
Insurance Services Office (ISO) rating for the community.
• Review in-house workflow processes to improve development tracking and computerized permitting in all areas
to reduce cost for all users.
• Continue to encourage Green Building and Energy Conservation design, construction materials and methods with
all builders for various structure types through the International Building Codes.
• Continue research to provide on-line permitting (interactive applications) and internet/e-mail plan review
capabilities.
51
BUILDING INSPECTIONS
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Inspection Services Director 1 1 1 1 1
Chief Building Inspector 1 1 1 1 1
Chief Plans Examiner 1 1 1 1 1
Combination Building Inspector 6 6 6 6 6
Permit Technician 2 2 2 2 2
Building Plans Examiner 1 1 1 1 1
Administrative Assistant 1 1 1 1 1
TOTAL 13 13 13 13 13
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. New Residential permits issued
Valuation total $
902
$216,798,534
768
$192,000,000
750
$190,450,507
500
$100,000,000
550
$110,000,000
2. New Commercial, Industrial,
Tenant Finish Out (TFO) and
Remodel permits issued
Valuation total $
114
$211,010,352
77
$78,014,595
60
$147,851,580
80
$76,540,000
65
$62,725,000
3. Permitted non-residential sq. ft. 1,004,000 1,400,000 850,000 700,000 676,665
4. All other building permit types
Valuation total $
2,277
$21,104,554
5,201
$16,182,378
3,000
$23,000,000
4,485
$14,109,732
5,000
$15,725,000
5. Total # of inspections performed 43,006 33,198 40,000 30,000 35,000
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. % of residential plans processed
within 10 days
97%
98%
99%
99%
100%
2. % of commercial plans processed
within 30 days
85%
93%
92%
95%
95%
3. % of inspections performed within
2 days
4. Avg # of inspections per day
5. Avg # of inspections per inspector
per working day
98%
169
28
98%
210
35
99%
124
18
98%
85
17
98%
98
19
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
631,682 711,810 642,530 Personnel 648,436 746,187
121,824 141,110 109,036 Operations 107,676 109,231
753,506 852,920 751,566 756,112 855,418
52
Community Development
Inspection Services
Code Enforcement / Fire Prevention
DEPARTMENT DESCRIPTION
The Code Enforcement department has been integrated into
Inspection Services to create efficiency and provide better
customer response for the enforcement of adopted land use
and development codes. Code Enforcement's goal is to ensure
quality and safe land use through the enforcement of fire,
building, nuisance and Unified Development Codes and
ordinances.
MAJOR DEPARTMENT GOALS
• Promote a positive image to the community by bringing services to the neighborhoods and soliciting community
involvement.
• Maintain a comprehensive public education program designed to increase awareness, provide information, and
change behavior in order to manage natural hazards in the community.
• Ensure quality and safe land use through integrative code enforcement activity within the adopted ordinances.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Conducted two neighborhood cleanup efforts in areas that required specific and concentrated efforts for
cleanup and building maintenance.
• Improved the City’s image by decreasing the number of code violations through the International Property
Maintenance Code.
• Upgraded and fully implemented new software for Code Enforcement Officers’ field computers to provide
additional time savings for work in the field.
• Coordinated the adoption of the off-street parking ordinance.
• Implemented a Fire Prevention Inspection Program, prioritizing structures with high occupancy.
• Presented and initiated a Fire Safe Program for Historic Downtown structures.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Research and develop a Rental Property Inspection program.
• Conduct public education forums to reduce the number of Code Enforcement violations.
• Coordinate the public review and Council adoption for the 2009 International Property Maintenance Code.
• Develop a program for routine fire inspections to achieve 100% commercial coverage annually.
• Process the 2009 International Fire Code adoption.
53
CODE ENFORCEMENT
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Chief Code Enforcement Officer 1 1 1 1 1
Code Enforcement Officer 3 3 3 3 3
Fire Code Inspector 2 2 2 2 2
TOTAL 6 6 6 6 6
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Education presentations 53 132 70 93 87
2. Junk vehicle violations 63 70 58 70 65
3. # of Code Enforcement
violations
12,928
10,570
14,500
12,939
13,500
5. # of Fire inspections performed 2,063 2,216 3,900 3,480 3,625
6. Abatements
7. Certified Letters sent
8. Fire Code Development Plan and
Code review
26
220
506
30
200
492
35
250
480
32
225
465
39
298
483
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. % of Code Enforcement cases
processed within 2-7 days
2. Avg. # of cases per day
3. Avg. # of Fire Prevention
Inspections processed within 5
working days
89%
130
306
90%
123
410
90%
120
350
91%
126
340
90%
127
352
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
338,939 374,296 368,322 Personnel 376,051 381,037
73,111 106,150 84,105 Operations 100,237 100,937
412,050 480,446 452,427 476,288 481,974
54
Community Development
Geographic Information Systems
DEPARTMENT DESCRIPTION
The Geographic Information Systems (GIS) department is
responsible for providing computer based mapping support to
the entire organization. The department has developed a GIS
Plan which guides the annual work program of staff. GIS is
used as a planning and data management tool for the Division,
which is leading the effort for City-wide implementation. This
department also manages the City’s mapping special revenue
fund.
MAJOR DEPARTMENT GOALS
• Provide a highly effective mapping function capable of meeting the needs of a rapidly changing City.
• Distribute maps and mapping capabilities to internal users as well as the Community.
• Contribute to decision making at all levels of the organization by providing outstanding geographic analysis and
information in a readily accessible, easy-to-use manner.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Continued to provide mapping support for all Departments, with projects ranging from small maps to City-wide
mapping projects.
• Continued to provide expanded mapping support to emergency service divisions, especially in the area of 911
address mapping and fire station location mapping.
• Successfully initiated Phase III of the City of Georgetown GIS Plan, including full migration of all GIS data into a
secure Microsoft SQL Server database.
• Improved GIS web technology, including implementation of several new Internet based GIS mapping websites.
• Provided mapping support for special projects such as the 2008 major annexations, county-wide 911 data
coordination project, City of Jarrell boundary agreement, Census 2010 data preparation, and other special
studies.
• Fully participated in multi-departmental effort to develop Information Technology Plan.
• Substantially improved customer service through integration of new GIS Technician position into map request
workflow and support of the division’s development review process.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Continue implementation of Phase III of the City of Georgetown GIS Plan, with a focus on GIS integration with
CIS, in-house development of GIS dashboards and websites, and completion of County-wide address
coordination project.
• Contribute to the implementation of the City-wide Information Technology Plan.
• Continue to provide focused mapping support to emergency service divisions.
• Work with Information Technology Department to implement mapping component of new work-order system.
• Develop web pages that help City employees determine whether or not an address is in the City Limits.
• Begin tracking “hit” rates on GIS web pages to determine the extent to which they are being used by customers
and incorporate that number as a performance measure in FY 2010/2011 budget year.
55
GEOGRAPHIC
INFORMATION SYSTEM
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
GIS Coordinator 1 1 1 1 1
GIS Analyst 1 1 1 1 1
GIS Technician 1 1 1 1 1
TOTAL 3 3 3 3 3
WORKLOAD MEASURES
ACTU AL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. New GIS data layers placed
on distribution drive
20
32
20
135
25
2. Number of map requests
handled
320
327
336 205
250
3. GIS data sets served over
internet
32
35
61
77
80
4. Special mapping projects 5 7 10 26 15
PERFORMANCE
MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Total GIS data sets on
network
115
140
390
473
498
2. Percent of map requests
completed in 3 days
--
--
100%
100%
100%
3. GIS data sets served over
internet
-- -- --
17%
16%
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
152,421 186,166 186,051 Personnel 177,031 179,404
25,052 77,891 68,153 Operations 69,277 69,277
177,473 264,057 254,204 246,308 248,681
56
Community Development
Planning
DEPARTMENT DESCRIPTION
The Planning department implements the development process with
the goal of ensuring quality land development for the future of
Georgetown and preservation of the community’s unique historic and
environmental features in accordance with the City’s Comprehensive
Plan. The process includes providing public information on past,
present and future development; census and demographic
information, population projections, development trends and
impacts. In addition, the department analyzes and makes
recommendations on annexations and development applications,
prepares and presents reports, and participates in meetings of the
City Council, Planning and Zoning Commission, Historic and
Architectural Review Commission (HARC), Zoning Board of
Adjustment, and committees and task forces as needed.
MAJOR DEPARTMENT GOALS
• 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.
• Provide sound and timely advice to internal and external customers regarding the planning process and best
land use planning principles.
• Continuously seek input into the planning process from key stakeholders, including real estate developers, other
government agencies, and utility providers.
• Promote quality growth that enhances the rehabilitation and preservation of historic structures.
• Provide long range planning perspective for annexation and extra-territorial jurisdiction development.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Refined the annual Unified Development Code (UDC) update process and completed annual amendments,
including reorganization of the document and expansion of public input through multiple UDC Task Force
meetings and web page access to make the document more user-friendly and responsive to concerns raised.
• Coordinated the first annual amendment process of the 2030 Comprehensive Plan and Land Use Element.
• Completed 1,325 acres of voluntary and involuntary annexations.
• Completed Extra-territorial Jurisdiction (ETJ) agreements with the City of Jarrell.
• Coordinated rail corridor and transit studies with the city of Round Rock, CARTS, Capital Metro and the Austin
San Antonio Intermunicipal Commuter Rail District.
• Completed funding applications for Lakeway Bridge and F.M. 1460 through the Capital Area Metropolitan
Planning Organization and Texas Department of Transportation.
• Initiated and coordinated the first update to the Design Guidelines for the Downtown Overlay District.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Reorganize the department website pages, and redesign all printed materials and processes to be more
transparent and user-friendly to our customers.
• Coordinate the Overall Transportation Plan update as the next element of the 2030 Plan.
• Continue implementation of electronic case management system for Planning, integrating with Building Permits
and making project tracking information available through the City’s website.
• Complete process for voluntary and possible involuntary annexation of approximately 300 acres in various
locations (contiguous to the current city limits, including infill areas).
• Study design standards for residential streets to decrease speed and allow for sidewalks and bicycle paths.
• Develop a comprehensive bicycle route and sidewalk network to link residential areas to schools, parks and
other City facilities.
• Continue to identify, reserve, and rezone land for long-term needs as commercial and employment centers.
57
PLANNING
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Planning Director 1 1 1 1 1
Administrative Supervisor 1 0 0 0 0
Development Engineer 1 1 1 0 0
Development Engineer Associate 0 1 1 1 1
Affordable Housing Coordinator 0 0 0 1 1
Principal Planner 2 1 1 1 1
Planning Specialist 2 2 2 2 2
Planner III 1 1 2 2 1
Planner II 2 2 3 3 2
Planner I 1 1 0 0 1
Planner I - Long Range 1 1 0 0 1
TOTAL 12 11 11 11 11
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Preliminary plat applications
19 14 30 18 17
2. Final plat applications 29 52 30 28 30
3. Site plans 39 57 40 35 35
4. Rezoning applications 36 24 35 20 28
5. Comprehensive Plan amendments 13 4 12 5 4
6. # of new lots recorded
Residential
Commercial
796
13
870
15
900
30
525
10
550
15
7. Annexation petitions 30 2 8 20 10
8. Acres annexed (voluntary & invol.) 7,450 395 400 1,325 300
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
Final decision consistent with staff
recommendation:
1. Variances 90% 75% 90% 100% 100%
2. % Site plans approved by admin. 90% 90% 100% 100% 100%
3. % Council approval of P&Z plat
recommendations
100%
100%
100%
100%
100%
DEPARTMENT BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
789,894 680,435 582,610 Personnel 506,529 761,567
251,379 222,621 182,753 Operations 165,979 169,727
110,030 500 500 Capital
1,151,303 903,556 765,863 672,508 931,294
Community
Services
The Community Services Division plans, organizes, supervises, and coordinates comprehensive leisure and
educational activities for the citizens of Georgetown, as well as, promotes tourism and the historical downtown. The
Parks department maintains over 472 acres of developed park land, thirty four parks, five swimming pools,
downtown pocket parks, various City facilities, and three cemeteries. The Recreation Department manages the
Recreation Center, adult and youth softball, swim lessons, various youth camps, youth and senior programs,
adventure recreation and many other special events and programs, including the Georgetown Tennis Center, which
has 11 courts. The Division maintains and handles the sale of cemetery plots in the International Order of Odd
Fellows Cemetery, the rental of the Community Center, and park areas at San Gabriel Park. This Division also
includes the Library and the Convention and Visitors Bureau (CVB) and provides staff support to the City’s Parks
and Recreation Board, CVB Board and the Library Board.
The Community Services Division is funded in the General Fund (Parks, Recreation, Library) and CVB Special
Revenue Fund).
Community Services
Administration
Page 60
Convention and Visitors Bureau
Page 62
Recreation
Page 68
Library
Page 64
Parks
Page 66
08/09 08/09 09/10 PROPOSED BUDGET
AMENDED PROJECTED NEW % CHANGE
BUDGET ACTUAL BASE PROGRAMS TOTAL (PROJ. ACTUAL)
General Fund
Parks Administration 450,167 447,988 447,219 447,219 -0.2%
Parks 1,770,725 1,735,065 1,771,020 1,771,020 2.1%
One frozen position (45,278)(45,278)
Recreation 1,730,361 1,634,305 1,506,053 1,506,053 -7.8%
Recreation Programs 1,354,941 1,341,356 1,416,754 1,416,754 5.6%
Library 1,698,118 1,663,895 1,668,174 1,668,174 0.3%
One frozen position (64,706)(64,706)
total General Fund 7,004,312 6,822,609 6,699,236 6,699,236 -1.8%
Special Revenue Funds
CVB/Tourism 442,618 439,890 388,922 388,922 -11.6%
Library Restricted Fund 85,300 85,400 35,842 35,842 -58.0%
Cemetery 126,124 126,124 75,388 75,388 -40.2%
Restricted Parks 252,653 300,484 711,461 711,461 136.8%
total Special Rev. Funds 906,695 951,898 1,211,613 1,211,613 27.3%
Division Total 7,911,007 7,774,507 7,910,849 7,910,849 1.8%
PERSONNEL
SUMMARY
PERSONNEL OPERATING CAPITAL TOTAL (FTE's)
General Fund
Parks Administration 306,610 140,609 447,219 3
Parks 1,007,480 738,540 25,000 1,771,020 19.5
One frozen position (45,278)(45,278)
Recreation 844,572 661,481 1,506,053 33.5
Recreation Programs 754,898 661,856 1,416,754 3
Library 982,322 555,852 130,000 1,668,174 21.5
One frozen position (64,706)(64,706)
total General Fund 3,785,898 2,758,338 155,000 6,699,236 80.5
Special Revenue Funds
CVB/Tourism 157,023 216,899 15,000 388,922 3
Library Restricted Fund 6,500 29,342 35,842
Cemetery 75,388 75,388
Restricted Parks 711,461 711,461
total Special Rev. Funds 163,523 246,241 801,849 1,211,613 3
Division Total 3,949,421 3,004,579 956,849 7,910,849 83.5
Uses & Expenses
09/10 PROPOSED BUDGET
Community Services
60
Community Services
Administration
DEPARTMENT DESCRIPTION
The Community Services Administration Department manages financial operations and personnel services for
departments within the division in order to improve the quality of life for the citizens of Georgetown. The Division
provides administrative support, customer service, reception, record keeping, management of key accounts,
cemetery plot sales and secretarial services. Administration is responsible for overseeing the Parks and Recreation
Department, the Library Department, and the Tourism Department. Administration is also responsible for
coordinating and operating shelters during emergency management operations for the citizens of Georgetown in
conjunction with the American Red Cross.
MAJOR DEPARTMENT GOALS
• Promote a positive image of Georgetown and the Historic downtown.
• Ensure access to the library and recreational facilities and programs for all Georgetown citizens regardless of
race, gender, age, income, or physical ability.
• Create opportunities for life long learning.
• Continue to explore grant possibilities for Parks, Recreation and Library.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Opened the new Recreation Center and Teen/Senior Center, and increased memberships by over 146%.
• Adopted the Parks, Recreation and Trails Master Plan.
• Successfully passed a voter approved $35.5 million Parks Bond in November 2008.
• Carried out an aggressive publicity campaign for Library programs..
• Secured the third 100 acres of Garey Park into the Texas Parks and Recreation Foundation.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Implement first phase of the Parks Bond that was approved by citizens in November 2008, including Garey
Park Development, San Gabriel Park Improvements and Ampitheater, Hike and Bike Trails, Parkland or
Preserves, Westside Park and Sports Complex.
• Continue to increase Hotel Occupancy Tax (HOT) through aggressive marketing of athletics in the Georgetown
area.
• Continue to work with the Marketing/ Special Events Coordinator to coordinate two day tournaments and swim
meets to bring in tourists for overnight stays .
• Continue efforts to purchase River Springs property for preservation and conservation.
• Continue to explore options for acquiring Lake Georgetown Parks from the United States Army Corp of
Engineers.
• Apply for State and National Gold Medal Awards that recognize superior management in Parks and
Recreation.
• Coordinate with the Georgetown Independent School District on removing the amenities from San Gabriel Park
Football Field.
61
PARKS ADMINISTRATION
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Director of Community Services 1 1 1 1 1
Parks & Recreation Director 1 1 1 1 1
Administrative Assistant III 1 1 1 1 1
TOTAL 3 3 3 3 3
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Weekend days Community Center
is rented (possible 156 days)
56
95
100
110
120
2. Cemetery lots sold 23 36 40 40 50
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Cemetery lots available 360 1,553 1,517 1,517 1,477
2. Weekend Community Center
bookings
36%
61%
65%
70%
75%
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
285,519 310,349 309,170 Personnel 306,610 310,781
127,046 139,818 138,818 Operations 140,609 141,523
412,565 450,167 447,988 447,219 452,304
62
Community Services
Convention and Visitors Bureau
DEPARTMENT DESCRIPTION
The Georgetown Convention and Visitors Bureau (CVB)
attracts leisure and business travelers to the Georgetown area
to experience and enjoy our history, culture and attractions and
to further strengthen our City’s image as a Texas tourist
destination. The CVB also promotes economic diversity and
the region’s quality of life. The department manages
advertising, promotion and solicitation efforts to market the City
of Georgetown as a place for meetings, group tours, tourists
and day-trip shoppers. The department provides a positive
economic impact on the community by bringing sales tax and
hotel occupancy tax (HOT) dollars into the city which increases
the total revenue of local businesses and improves the overall
economic climate of Georgetown. The Convention & Visitors Bureau is included in the Comm unity Services
division, which unites tourism related activities with community recreational areas.
MAJOR DEPARTMENT GOALS
• Promote the area's cultural, recreational, historical and educational attributes to a wide audience.
• Assist visitors and potential visitors to the area by offering comprehensive visitor information and promotional
services.
• Encourage and participate in the further development of attractions throughout Williamson County.
• Provide comprehensive resources that will make any visit to the city, whether for business or pleasure, a
successful and memorable one.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Expanded advertising and marketing efforts by purchasing ads on tourism websites to strengthen
Georgetown’s on-line presence and leased billboard to increase visibility to IH-35 traffic.
• Identified and defined our target market by conducting on-line Red Poppy Festival survey using Survey Monkey
software and intercept surveys during Up the Chisholm Trail Cattle Drive and the 2009 Red Poppy Festival.
• Developed and produced promotional tourism video to increase the visibility of Georgetown as a tourist
destination.
• Assisted the Parks & Recreation Department in promoting Georgetown as a venue for athletic events utilizing
our parks and recreation resources.
• Expanded Texas Hospitability training seminars to include area retailers, accommodations, and attractions.
• Hosted familiarization tour for Texas Travel Information Counselors.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Continue to assist the Parks & Recreation Department in promoting Georgetown as a venue for sports activities
and tournaments and distributing Georgetown promotional items and tourist information at these events.
• Educate local meeting and sport planners on the availability of Hotel Occupancy Reimbursement Grants for
events that directly enhance and promote tourism and the convention and hotel industry.
• Develop a Georgetown Meeting Planner Guide to assist group travel leaders.
• Partner with the Georgetown Heritage Society to update the Historic Homes Driving Tour to promote heritage
tourism in Georgetown.
• Continue to expand Texas Hospitality training by offering monthly sessions.
• Promote Georgetown’s array of arts, heritage and cultural festivals and events by utilizing the Facebook,
Twitter and Flickr social networking tools.
63
CONVENTION & VISITOR'S BUREAU
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Tourism / Main Street Manager 0.5 0 0 0 0
CVB Coordinator 1 1 1 1 1
Visitor Center Coordinator 1 1 1 1 1
Administrative Assistant I (shared with Main
Street) 0.5 1 1 1 1
TOTAL 3 3 3 3 3
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. # of special / promotional projects
organized or assisted
7
8
9
9
12
2. # of visitors assisted at Visitor’s Center
3. # of hotel/motel rooms available
4. Hotel/motel participation in travel
packages
26,798
375
N/A
28,072
375
3
32,000
375
4
32,000
375
4
34,000
375
4
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Return on Investment*
2. # inquiries resulting from advertisements
1.76%
16,354
1.68%
16,700
1.5%
17,000
1.20%
17,000
1.5%
18,000
3. # of information requests from website
4. Vacancy factor
1,598
34.7%
1,682
37.4%
2,000
36.2%
2,100
43.7%
2,200
43.7%
* Revenues/Operating Expenses
** Main Street Manager position transferred to Economic Development department for 2008/09
DEPARTMENTAL BUDGET: TOURISM FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
179,077 159,519 156,791 Personnel 157,023 157,023
230,617 227,099 227,099 Operations 216,899 216,705
19,833 56,000 56,000 Capital 15,000
429,527 442,618 439,890 388,922 373,728
64
Community Services
Library
DEPARTMENT DESCRIPTION
The Georgetown Library houses and administers a collection of
more than 85,000 items, including popular fiction and
non-fiction for adults, young adults, and children; large-print
materials; reference materials; and books, magazines and
media in Spanish to meet the life-long learning and reading
interests of library users. Also, under the TexShare program,
library cardholders may go in person to borrow materials from
other participating libraries in Texas, and, for the cost of one-
way postage, they may use inter-library loan service. Weekly
story hours, summer reading programs for children and teens,
reference services, public access to the Internet and computer
classes are services provided without cost to the public. During
the hours that the library is open, four study rooms are available to the public at no charge on a first-come, first-
served basis. Three other meeting rooms are available to reserve and rent for meetings and social events. The
library works in concert with other community organizations to provide solutions, through programming, to social
and educational concerns.
MAJOR DEPARTMENT GOALS
• Provide open and equal access to information.
• Create opportunities for life-long learning.
• Encourage a love of reading.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Implemented Apollo, a new Integrated Library System, which has reduced annual support costs and staff labor
and allows patrons to handle their own accounts more easily.
• Coordinated with the Williamson County Historical Museum, the Georgetown Heritage Society, and local art
organizations to assist with cultural programming.
• Continued an aggressive publicity program of newspaper articles, website articles, and public appearances by
library staff designed to increase the frequency with which Georgetown citizens hear about the library.
• Investigated the feasibility of a tool lending library.
• Assisted the Arts and Culture Board initiate the development of a Master Plan for the Arts in Georgetown.
• Facilitated Arts and Culture Board’s purchase and placement of a large sculpture in front of Council Chambers.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Continue to increase library programming for adults and young adults.
• Coordinate with the Williamson County Museum, Georgetown Heritage Society and other organizations to
assist with cultural programming.
• Continue an aggressive publicity campaign that is designed to keep the public constantly aware of the services,
programs and activities available at the library.
• Expand partnerships with local nonprofit organizations to provide continuing education programs for adults.
• Continue to increase nontraditional library programming such as “Music! Live @ the Library”.
65
PUBLIC LIBRARY
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Library Services Director 1 1 1 1 1
Assistant Library Director 1 1 1 1 1
Administrative Assistant III 1 1 1 1 1
Library Supervisor 1 1 1 1 1
Librarian III 1 1 2 2 2
Librarian I 4 4 3 3 3
Children Services Coordinator 1 1 1 1 1
Library Assistant III 1 1 1 1 1
Library Assistant II 1 1 1 1 1
Library Assistant I 7 7 7 7 7
Library Aide (P/T) 2.5 2.5 2.5 2.5 2.5
TOTAL (FT/PT) 19/2.5 19/2.5 19/2.5 19/2.5 19/2.5
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Circulation per year 386,948 431,294 425,000 450,000 475,000
2. New patron registrations per year 2,655 2,550 2,900 2,600 2,600
3. Books added per year 13,959 14,795 16,000 17,000 17,500
4. Children’s program attendance/yr 12,953 12,224 13,500 14,500 15,000
5. Internet usage (persons/yr) 77,935 88,838 85,000 90,000 95,000
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Books circulated per capita 8.38 8.9 8.25 9.0 9.2
2. Resident library cardholders/capita .57 .53 .6 .6 .6
3. GISD cardholders/student pop. .16 .08 .16 .1 .1
4. Presentations to community
groups
21
20
21
21
21
5. Special children’s events 55 54 56 57 58
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
918,502 964,822 933,401 Personnel 917,616 982,322
515,505 603,296 600,494 Operations 555,852 559,367
136,731 130,000 130,000 Capital/Books 130,000 130,000
1,570,738 1,698,118 1,663,895 1,603,468 1,671,689
66
Community Services
Parks
DEPARTMENT DESCRIPTION
The Parks Department improves the quality of life for
Georgetown citizens by maintaining 34 parks on 473 acres, 8.2
miles of Hike/Bike Trail, three cemeteries, an athletic complex,
Bark Park, four outdoor swimming pools, downtown pocket
parks, tennis center and other City facilities. The Department
maintains and schedules the use of the Community Center and
special park areas. The Parks Department also helps with
special events, such as Cupid’s Chase 6K Run/Walk, Haunted
Hayride at Halloween, 4th of July Celebration, Fishing Derby,
Christmas Stroll, Red Poppy Festival, Arbor Day and Project
Graduation. In addition the Parks department coordinates Eagle
Scout and other service projects as needed.
MAJOR DEPARTMENT GOALS
• Explore funding opportunities such as grants and other sources for future park development.
• Continue to maintain a high quality park system that is recognized at both the state and national level.
• Provide ongoing maintenance and operation of the City park system to provide beautiful, safe parks and
opportunities for personal growth.
• Ensure natural areas are preserved and maintained for future generations.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Created and implemented the Park Hour Ordinance as directed by City Council.
• Expanded and revitalized neighborhood parks including Edwards Park renovation.
• Adopted the Parks, Recreation and Trails Master Plan.
• Revitalized and re-opened Blue Hole Park that was closed due to the 2007 flood.
• Completed Certified Playground Safety Inspector certification through National Recreation and Parks
Association for two staff members.
• Began tracking man-hours of all parks staff to improve efficiencies and track time allocations.
• Worked with donor to facilitate the construction of a park restroom at Berry Creek Park.
• Developed Madison Oaks Park with a $50,000 park donation.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Continue to develop and expand the parks and trail maintenance program.
• Continue playground equipment replacement program in City parks to ensure safety.
• Implement Parks and Recreation Master Plan Priorities.
• Review man-hour tracking to ensure that efficiencies in staff allocations are met.
• Complete safety audits of all City owned playscapes to ensure citizen’s safety.
• Continue collaboration with the Friends of the Dog Park for future improvements.
• Continue to explore options for acquiring Lake Georgetown Parks from the United States Army Corp of
Engineers.
• Explore partnership opportunities with U.S. Fish and Wildlife to revitalize natural springs in San Gabriel Park.
67
PARKS
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Assistant Director of Parks & Rec 1 1 1 1 1
Parks Superintendent 1 1 1 1 1
Turf Manager 1 1 1 1 1
Urban Forester 1 1 1 1 1
Light Equipment Operator 1 1 1 1 1
Parks Maintenance Worker II 5 5 5 5 5
Parks Maintenance Worker I 8 8 8 8 8
Parks Maintenance Worker I
(Seasonal) 1.5 1.5 1.5 1.5 1.5
TOTAL (FT/PT) 18/1.5 18/1.5 18/1.5 18/1.5 18/1.5
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Park area bookings 499 491 510 500 515
2. Acres maintained per
maintenance worker
30
27
31
34
32
3. Restrooms maintained N/A N/A 16 16 16
4. Miles of trails maintained N/A N/A 8.2 8.2 8.2
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Developed parkland acres 390 410 463 472 474
2. Developed acres per 1,000
residents
9 9 10 9 8
3. Tree Plantings 13 22 110 150 150
4. Coordinate community service and
restitution worker hours
N/A
N/A
N/A
2,580
2,600
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
849,104 987,009 982,929 Personnel 962,202 1,007,480
730,827 758,716 748,136 Operations 738,540 736,329
25,078 25,000 4,000 Capital 25,000 25,000
1,605,009 1,770,725 1,735,065 1,725,742 1,768,809
68
Community Services
Recreation
DEPARTMENT DESCRIPTION
The Recreation Department provides a wide variety of leisure
and educational opportunities. Additionally, the Recreation
Department staffs and manages the Recreation Center,
Teen/Senior Center Tennis Center, a natatorium, five outdoor
swimming pools, summer camps, spring break camp, teen
adventure camp, tennis tournaments, and leagues such as
youth soccer, basketball and kickball as well as adult women’s,
men's and coed soccer, softball, kickball, basketball, senior
softball and senior fitness and travel programs. The
department also schedules special activities at the Georgetown
Recreation Center, including aerobics, spinning classes,
country and ballroom dancing, martial arts, tumbling, CPR,
alternative activities for youth, and many other classes for youth and adults. In addition, unique education
opportunities for outdoor recreation are offered numerous times during the year for youth and adults as well as in a
camp environment through special camping trips and one of the largest Challenge Course in Central Texas. The
department promotes special events such as a 6K Run/Walk, Haunted Hayride, Fishing Derby, Easter Egg Hunt,
Outdoor Family Workshop, and Special Needs Dances.
MAJOR DEPARTMENT GOALS
• Ensure access to recreation facilities and programs for all Georgetown residents regardless of race, gender,
age, income, or physical ability.
• Consistently meet or exceed the expectations of our customers through proactive communications and the
continuous improvement of our services.
• Initiate, cultivate, and maintain effective partnerships with other departments, agencies, organizations, and
citizens to provide quality service to the City.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Opened the expansion of the Recreation Center including the indoor pool and teen/senior center.
• Increased programming at the Recreation Center due to increased demand and memberships.
• Adopted the Parks, Recreation and Trails Master Plan.
• Hired a Special Events/Marketing Coordinator to promote parks and recreation programs.
• Hosted Project Graduation at the new Recreation Center.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Develop new special events utilizing our parks and recreation resources.
• Work with Williamson Burnet County Opportunities to offer senior programs in the Senior Center.
• Work with the Georgetown Youth Advisory Board and the Boys & Girls Club to program the Teen Center.
• Review overhead costs of outdoor pools for potential cost savings opportunities.
• Work with Convention & Visitor’s Bureau to host two day athletic events that bring in overnight tourists.
• Expand youth tennis program by working with Georgetown Independent School District.
69
RECREATION
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Special Services Superintendent 1 1 1 1 1
Recreation Superintendent 1 1 1 1 1
Youth Adventure Program Coordinator 1 1 1 1 1
Youth Activities Coordinator 1 1 1 1 1
Challenge Course Coordinator 1 1 1 1 1
Aquatic/Special Events Coordinator 1 1 1 1 1
Athletic Coordinator 1 1 1 1 1
Recreation Center Supervisor 1 1 2 2 2
Assistant Recreation Center Supervisor 0 1 0 0 0
Recreation Specialist 3 4 4 4 4
Administrative Assistant I 1 1 1 1 1
Recreation Maintenance Specialist 1 1 1 1 1
Special Events/Marketing 0 1 1 1 1
Head Tennis Pro 1 1 1 1 1
Tennis Center Specialist 1 1 1 1 1
Recreation Assistants (9 - P/T) 2 4 4 4 4
Camp Staff, Seasonal (12 - P/T) 2.75 2.75 2.75 2.75 2.75
Pool Staff, Seasonal (39 - P/T) 7.75 11.75 11.75 11.75 11.75
TOTAL (FT/PT) 15/12.5 18/18.5 18/18.5 18/18.5 18/18.5
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Softball teams registered 211 241 225 2250 250
2. Recreation Center memberships 5,060 5,487 8,000 13,500 14,500
3. Youth Soccer registrations 847 760 800 820 875
4. Youth Basketball registration 249 214 220 225 275
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Expenses recovered through fees
2. Program registration activity
46%
11,246
48%
11,845
66%
12,000
52%
12,500
50%
13,000
3. Activities implemented 81% 82% 80% 83% 80%
4. Program satisfaction 92% 92% 93% 93% 93%
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
1,099,350 1,495,996 1,472,007 Personnel 1,599,470 1,611,812
880,253 1,364,806 1,315,154 Operations 1,323,337 1,318,718
66,920 224,500 188,500 Capital
2,046,523 3,085,302 2,975,661 2,922,807 2,930,530
Finance
and
Administration
The Finance & Administration Division serves City departments and citizens through Accounting, Administration,
Facilities Construction and Maintenance, Fleet Management, Information Technology, Municipal Court, Purchasing,
and the Utility Office. The Division also manages the City's internal service funds for Facilities, Fleet and
Information Technology.
The primary funding sources include the Joint Services Fund (Administration, Accounting, Purchasing, Utility
Office), General Fund (Municipal Court) and the Fleet, Facilities and Information Technology Internal Service
Funds.
Finance & Administration
Purchasing
Page 86
Fleet Management
(includes Internal Service Fund)
Page 90Municipal Court
Page 84
Accounting
Page 74
Administration
Page 72
Information Technology
Page 80
Facilities Construction
and Maintenance
(includes Internal Service Fund)
Page 76
Utility Office
Page 88
08/09 08/09 09/10 PROPOSED BUDGET
AMENDED PROJECTED NEW % CHANGE
BUDGET ACTUAL BASE PROGRAMS TOTAL (PROJ. ACTUAL)
General Fund
Municipal Court 556,351 538,608 536,252 536,252 -0.4%
total General Fund 556,351 538,608 536,252 536,252 -0.4%
Special Revenue Funds
Court Fees SRF 120,157 120,157 44,252 44,252 -63.2%
Juvenile SRF 53,430 52,571 52,696 52,696 0.2%
total Special Rev. Funds 173,587 172,728 96,948 96,948 -43.9%
Internal Service Funds
Facilities Maintenance 649,744 635,086 610,771 610,771 -3.8%
Facilities Maint. Contracts 1,486,909 1,420,609 1,241,667 1,241,667 -12.6%
Fleet Contracts 1,993,188 894,458 579,188 579,188 -35.2%
Vehicle Service Center 906,501 893,402 878,931 878,931 -1.6%
Accounting 585,890 583,192 525,774 525,774 -9.8%
Finance & Admin. 780,348 765,002 945,712 945,712 23.6%
Purchasing 543,845 534,129 527,489 527,489 -1.2%
Utility Office 1,855,067 1,938,834 1,907,921 1,907,921 -1.6%
Information Technology 963,758 949,965 881,945 881,945 -7.2%
I/T Contracts 1,176,220 847,166 1,174,346 1,174,346 38.6%
total Internal Svc. Funds 10,941,470 9,461,843 9,273,744 9,273,744 -2.0%
Division Total 11,671,408 10,173,179 9,906,944 9,906,944 -2.6%
PERSONNEL
SUMMARY
PERSONNEL OPERATING CAPITAL TOTAL (FTE's)
General Fund
Municipal Court 427,301 108,951 536,252 6
total General Fund 427,301 108,951 536,252 6
Special Revenue Funds
Court Fees SRF 44,252 44,252
Juvenile SRF 52,696 52,696 1
total Special Rev. Funds 52,696 44,252 96,948 1
Internal Service Funds
Facilities Maintenance 491,440 119,331 610,771 7
Facilities Maint. Contracts 1,122,167 119,500 1,241,667
Fleet Contracts 207,188 372,000 579,188
Vehicle Service Center 391,917 487,014 878,931 6
Accounting 472,463 53,311 525,774 8
Finance & Admin. 544,193 401,519 945,712 6
Purchasing 425,246 102,243 527,489 7
Utility Office 940,885 967,036 1,907,921 18
Information Technology 689,274 192,671 881,945 9.5
I/T Contracts 2,925 890,981 280,440 1,174,346
total Internal Svc. Funds 3,958,343 4,543,461 771,940 9,273,744 61.5
Division Total 4,438,340 4,696,664 771,940 9,906,944 68.5
Uses & Expenses
09/10 PROPOSED BUDGET
Finance & Administration
72
Finance and Administration
Administration
DEPARTMENT DESCRIPTION
The Administration Department provides support to City departments through leading and managing Accounting,
Facilities Construction and Maintenance, Fleet Management, Municipal Court, Purchasing, Information Technology
and Utility Office. This department plans and directs the City's financial activities: accounting, purchasing, tax
collections, billings, financial reporting, and debt and investment management. The department directs the City’s
budgeting process; the preparation and publication of the annual budget; monitors and updates long-term financial
plan and prepares related policy recommendations; plans and coordinates city debt issuance, including
presentations to bond rating agencies, and monitors the City’s utility rate structure to ensure financial stability of the
City’s utility systems. The department also provides financial management and support to the both of the City’s
economic development corporations, the 4A Georgetown Economic Development Corporation (GEDCO) and 4B
Georgetown Transportation Enhancement Corporation (GTEC) as well as, various Public Improvement Districts
and Tax Increment Reinvestment Zones.
MAJOR DEPARTMENT GOALS
• Ensure the City’s assets by maximizing available resources, minimizing costs, and protecting cash principle.
• Plan for the City’s future financial growth, thus protecting and enhancing the City’s quality of life.
• Be the leader in providing the highest level of service in administering the operating and capital budgets and
implementing innovative approaches toward budgeting.
• 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.
• Foster a “customer-oriented” philosophy toward internal and external departments in the City.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/09
• Re-certified the City’s Investment Policy through the Government Treasurer’s of Texas (GTOT).
• Assisted Water Services in updating the Water and Wastewater Impact Fees.
• Assisted in conducting a review of all development related fees collected by the City of Georgetown.
• Coordinated the 2009 Internal Customer Service Survey.
• Conducted franchise audits on the City’s agreements with Atmos and Suddenlink.
• Prepared and presented financial information resulting in an upgrade to the City’s bond rating from AA to AA+.
• Coordinated an application for grant funding for technology enhancem ents for the upgrade of the City’s utility
meter reading system.
• Integrated the Information Technology (IT) department into the Finance Division.
• Conducted a review of the City’s technology infrastructure to ensure it will meet the future needs for growth and
services, and facilitated the development of an IT Master Plan.
• Provided analysis for optional changes to the City’s retirement plan through Texas Municipal Retirement
system to meet the goal of reducing the City’s unfunded pension liability.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/10
• Develop a funding strategy to implement the Wastewater Regional Master Plan.
• Assist in creation of Tax Increment Reinvestment Zones for areas identified as growth corridors or
redevelopment areas within the City.
• Analyze the cost / benefit of purchasing commercial property for an industrial park to promote jobs and increase
tax base.
• Enhance the internal audit function to include review of utility billing, purchasing, accounts payable, investments
and accounting.
• Update the Bi-annual Citizen Survey to solicit feedback on City services to ensure the best use of resources.
• Work with the General Government and Finance Subcommittee to solicit proposals and select the City’s
external auditor.
• Review the City’s depository contract and solicit bids for depository services.
• Implement the City’s recently developed IT Master Plan.
73
ADMINISTRATION
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Director of Finance 1 1 1 1 1
Asst. Director of Finance 0 0 1 1 1
Chief Utilities Analyst 0 1 1 1 1
Project Manager 0 0 0 1 1
Administrative Analyst 1 1 1 1 1
Administrative Assistant III 1 1 1 1 1
TOTAL 3 4 5 6 6
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. # of bond issues outstanding
Amount of debt outstanding
28
$124,465,000
27
$116,053,477
27
$137,348,588
29
$120,880,533
31
$135,110,311
2. Utility customers 22,784 23,825 24,157 24,271 25,052
3. Adopted Annual Budget
4. Presentations to Council
5. # of total division employees
$160,203,159
19
51
$158,532,151
18
48
$214,712,611
25
51
$170,493,171
28
56
$189,090,035
25
70
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Receive GFOA Budget Award
2. Special projects completed/
initiated within the same fiscal year
3. Cost to produce budget document
4. Bond Rating:
Standard & Poor’s Rating Group
Moody’s Investors Service
Yes
95%
$86.42
AA-
A1
Yes
95%
$83.81
AA-
Aa3
Yes
97%
$90.00
AA
AA3
Yes
95%
$108.00
AA+
AA3
Yes
97%
$110.00
AA+
AA3
DEPARTMENT BUDGET: JOINT SERVICES FUND
MAJOR DEPARTMENTAL ISSUES:
A project manager position was transferred from City Manager’s Office to provide oversight for the $15M in major
technology projects currently underway.
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
249,880 406,146 405,766 Personnel 544,193 551,577
350,059 374,202 359,236 Operations 401,519 378,521
599,939 780,348 765,002 945,712 930,098
74
Finance and Administration
Accounting
DEPARTMENT DESCRIPTION
The Accounting Department is responsible for keeping accurate financial records for the City and providing financial
and related information to division directors, department heads, and council members when they make financial
decisions for the City. The Department pays accounts payable promptly by issuing and mailing checks weekly,
processes the City's payroll and related reports, tracks investments and cash flow of all City funds, maintains the
general ledger and monitors internal controls, prepares interim and annual financial budget and investment reports,
tracks the City’s capital improvements and grant projects, monitors bond proceed disbursements and pays the
City's debt service.
MAJOR DEPARTMENT GOALS
• Provide financial information in the form, frequency and timeliness needed for management decisions.
• Provide for accurate and timely payments to City employees and vendors.
• Provide financial reporting conformity with generally accepted accounting principles that receives the
Government Finance Officers Association (GFOA) Certificate of Achievement.
• Monitor budget revenues and expenses to ensure fiscal accountability and responsible use of City resources.
• Ensure maximum safety of invested funds while achieving a competitive rate of return.
• Foster a “customer-oriented” approach toward internal departments of the City.
• Monitor internal controls to safeguard the City’s assets.
• Reviewed cash handling procedures at the city’s Recreation Center to ensure good control while meeting the
needs for providing expanded services.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/09
• Maximized credit card rebate program by encouraging use of credit cards for purchases under $1,000.
• Implemented software options to expand electronic payments to vendors.
• Coordinated franchise fee audits of external utility providers.
• Expanded the auditing of City processes and internal controls to comply with all required auditing standards.
• Segregated human resource and payroll duties to meet an audit mandate.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/10
• Evaluate the reporting needs of each department in relation to the internal control program.
• Facilitate bi-annual City-wide training for relevant topics at the time.
• Continue to develop internal control audits to identify possible loss revenues and handling of City assets.
• Evaluate the City’s depository needs and assist in solicitation of bids for depository services.
• Assist in the Request for Proposal process to solicit proposals for the City’s external audit.
• Coordinate a City-wide committee to review possible changes to the City’s cell phone policy to continue to
meet IRS regulations while reducing administrative cost and other difficulties in administering the policy.
75
ACCOUNTING
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Controller 1 1 0 0 0
Accounting Manager 0 0 1 1 1
Chief Accountant 1 1 0 0 0
Accountant III 0 0 1 1 1
Accountant II 1 1 0 0 0
Accountant I 0 0 1 1 1
Accounting Specialist III 3 3 3 3 3
Accounting Specialist II 3 3 2 2 2
Utility Financial Analyst 1 0 0 0 0
TOTAL 10 9 8 8 8
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Vendor checks issued 11,960 10,794 13,500 15,400 16,000
2. Invoices processed
3. Payroll checks issued
17,500
12,611
15,774
13,800
20,800
13,800
21,000
14,000
21,500
14,200
4. Annual investment portfolio $56,267,152 $53,215,379 $75,000,000 $51,500,000 $53,000,000
5. # of grants
Annual grant expenditures
11
$1,248,515
12
$494,950
4
$46,000
13
$1,563,600
3
$9,966,000
PERFORMANCE MEASURES
ACTUAL
06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Payments processed within
vendor terms
92%
94%
96%
96%
96%
2. Manual payroll check percentage
3. # of securities purchased
.17%
36
.29%
25
.15%
38
.15%
25
.15%
25
4. Internal customer rating of
satisfied or better
87.7%
N/A*
90%
94.4%
N/A
* The Internal Customer Service Survey is a bi-annual survey.
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
576,138 516,600 515,877 Personnel 472,463 478,730
88,041 69,290 67,315 Operations 53,311 53,311
664,178 585,890 583,192 525,774 532,041
76
Finance and Administration
Facilities Construction and Maintenance
DEPARTMENT DESCRIPTION
The Facilities Construction and Maintenance Department provides
building maintenance, facilities construction management, major
and minor renovations, supervision of architects and consultants,
janitorial services, landscape services, equipment replacement and
emergency repairs for approximately 27 municipal buildings
(approx. 377,000 sq.ft.). This department is responsible for
developing and maintaining the Facilities Internal Service Fund
which provides a repair/replacement schedule for various building
maintenance items and equipment, and charges a lease fee to
each building occupant to fund the repairs. The department
conducts monthly inspections of each facility to identify existing or
potential problems and corrects those situations. Facilities
Construction and Maintenance is managed by the Support Services Construction Manager, who also oversees
coordination and project management for construction and renovation of City buildings.
MAJOR DEPARTMENT GOALS
• Provide effective project management of all construction and renovation of City buildings and facilities.
• Provide quality maintenance of City public facilities which fosters a safe and positive atmosphere for our
employees and citizens.
• Provide preventative maintenance services on all Heating Ventilating and Air Conditioning (HVAC) equipment,
elevators, emergency generators, landscaping, copiers, and fire protection systems to ensure optimum operational
efficiency and extend the life of capital investments.
• Modify and update the internal service fund to provide a perpetual funding source for facility repairs and services.
• Assist in the annual update of the Facility Plan to ensure adequate space for customers to transact business and
for employees to work, and forecast future funding requirements.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Completed the construction/renovation of the Recreation Center.
• Completed the installation of phase II of the wayfinding signs.
• Provided construction management for the renovation to the unfinished kennel space at the Animal Shelter.
• Completed the design and construction of the parking lots at McMaster Fields/Bark Park, Municipal Complex, the
Community Center, 8th Street across from the Library, and City Hall.
• Completed the installation of the “Watering Mules” statue on the City’s historic square.
• Completed the relocation and upgrading of the Police impound lot.
• Completed the installation of an energy management system at City Hall and the Municipal Complex.
• Purchased and installed a complete security system, including cameras and door access readers for the
Recreation Center.
• Selected an architect and began the design of renovations to the Municipal Complex.
• Initiated a site plan and building approval for the construction of a metal building to house the Facilities
Maintenance Department.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Select an architect and initiate the design of Fire Station 5.
• Complete the construction of the Facilities Maintenance/Police storage facility.
• Select an architect for the design of the new Police Station and begin the design process.
• Continue the process of purchasing equipment and implementing processes that reduce energy consumption.
• Continue identifying security inadequacies and provide and implement solutions.
• Complete renovations to the Municipal Complex to provide more efficient use of existing space.
77
FACILITIES MAINTENANCE
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Support Services Construction Manager 1 1 1 1 1
Building Maint Tech Senior 2 2 2 2 2
Building Maint Tech 2 2 2 2 2
Facilities Coordinator 1 1 1 1 1
Capital Projects Manager 1 1 1 1 1
TOTAL 7 7 7 7 7
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Work orders processed 648 1097 1000 1156 1200
2. Facilities maintained 24 26 27 27 27
3. Square feet of facilities maintained 222,000 328,000 377,000 377,000 377,000
4. Service contracts managed 12 15 16 16 16
5. New construction dollars $12,980,000 $27,080,000 $12,000,000 $11,575,000 $1,489,000
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Work orders / PM requests
completed within 3 days
95%
96.5%
95%
97%
97%
2. New construction completed 60% 60% 90% 100% 90%
3. Avg. completion time per work
order
4. Internal Customer Service rating of
satisfied or better
5 days
89.2%
5 days
N/A*
5 days
90%
5 days
97.4%
4 days
95%
* The Internal Customer Service Survey is a bi-annual survey.
DEPARTMENTAL BUDGET: FACILITIES FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
426,565 513,131 512,550 Personnel 491,440 491,440
109,094 133,113 119,036 Operations 119,331 119,331
17,041 3,500 3,500 Capital
552,700 649,744 635,086 610,771 610,771
78
Finance and Administration
Facilities Contracts
Major building maintenance expenses as well as janitorial services, copier replacement and landscape
maintenance are included in this department. Each maintenance service is assigned an annual lease value, which
the leasing department pays into the Internal Service Fund. The annual lease value is determined by the projected
replacement cost divided into the years of useful life for each item. These lease payments enable the Internal
Service Fund to replace or repair items on a pre-planned schedule. Thus, the City maintains comfortable, safe and
aesthetically appealing City facilities.
FACILITIES CONTRACTS BUDGET: FACILITIES FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
19,555 31,500 31,500 Buildings & Structures 34,500 54,000
677,161 882,521 882,521 Lease and Contracts 826,209 845,309
240,210 330,990 366,588 Bldg. Improvements 320,958 320,958
27,552 241,898 140,000 Other Operating 60,000 60,000
964,478 1,486,909 1,420,609 1,241,667 1,280,267
By Function 09/10 10/11 11/12 12/13 13/14
Copier Replacement 34,500 54,000 34,500 34,500 34,500
Copier Maint. 32,013 29,113 29,113 29,113 29,113
Painting, Int. 29,000 35,000 13,000 7,000 7,000
Painting, Ext. 5,000 20,000
Roof Replacement 40,000
HVAC Replacement 25,000 85,000 70,000
Parking Lot Maintenance 13,500 31,500 10,000 18,000
Water Softer Maintenance 1,500 1,500 1,500 1,500 1,500
Pest Extermination 8,387 8,387 8,387 8,387 8,387
Carpet Replacement 44,000 41,000 10,000 47,000
Vinyl Replacement 13,500 5,000
Landscape Maintenance 124,987 124,987 124,987 124,987 124,987
Landscape Maintenance - PID 77,070 77,070 77,070 77,070 77,070
Tree Trimming 23,900 23,900 23,900 23,900 23,900
Fountain Maintenance 4,800 4,800 4,800 4,800 4,800
Janitorial Svcs. 392,640 392,640 392,640 392,640 392,640
Janitorial Supplies 36,484 36,484 36,484 36,484 36,484
HVAC Maintenance 53,845 53,845 53,845 53,845 53,845
Elevator Maintenance 17,880 17,880 17,880 17,880 17,880
Emergency Gen. Maint. 25,844 25,844 25,844 25,844 25,844
Racquetball Court Ceiling Tiles 4,500
Gym and Racquetball Floor Maintenance 25,000
Table and Chair Replacements 16,000 6,500
Overhead Door Maintenance 8,700 8,700 8,700 8,700 8,700
Halon/Fire Alarm Maintenance 1,700 1,700 1,700 1,700 1,700
Tennis Court Resurfacing 10,000
Dry Deck
Security System Maintenance/Phone 47,599 47,599 47,599 47,599 47,599
Fire Extinguisher/Inspection 27,950 27,950 27,950 27,950 27,950
Seal Kennels floors 3,500
Audio Maintenance 1,000 1,000 1,000 1,000 1,000
Preventative Maintenance 86,178 86,178 86,178 86,178 86,178
Gate Maintenance 5,090 5,090 5,090 5,090 5,090
Total Costs by Function 1,162,567 1,261,167 1,058,667 1,148,167 1,072,667
By Function
Airport Terminal 8,045 21,045 8,045 8,045 8,045
Airport Tower 17,762 17,762 17,762 17,762 17,762
Animal Shelter 18,906 20,406 18,906 18,906 22,406
Municipal Court/Council Chambers 34,674 23,674 18,674 18,674 30,174
City Office Building 35,829 25,829 25,829 47,329 25,829
Community Center 25,344 25,344 34,844 25,344 25,344
Park & Rec Administation 27,318 62,018 26,518 42,518 26,518
Fire Admin. 27,655 23,355 11,855 11,855 11,855
Fire Station #1 21,227 21,227 21,227 21,227 23,727
Fire Station #2 18,191 36,691 6,691 24,691 6,691
Fire Station #3 20,374 35,374 30,374 45,374 20,374
Fire Station #4 45,327 13,327 13,327 30,327 13,327
Old Library 5,445 5,445 5,445 5,445 5,445
Library 153,316 153,316 164,816 153,316 165,316
Madellia Hilliard 2,776 2,776 2,776 2,776 2,776
City Hall 52,275 112,275 52,275 63,775 63,775
Police Dept. Annex 7,675 32,675 10,675 7,675 7,675
Park & Ride Facility 1,957 4,957 1,957 1,957 1,957
Police Station 48,093 59,593 34,593 34,593 46,093
Recreation Center 177,209 186,909 175,409 175,409 200,409
Municipal Complex 132,386 146,886 132,386 155,386 109,386
Chamber Building 2,163 2,163 2,163 2,163 2,163
Scenic Drive Median 3,740 3,740 3,740 3,740 3,740
Williams Drive Median 824 824 824 824 824
Williams Drive & I35 Medians 824 824 824 824 824
Country Club Rivery 1,030 1,030 1,030 1,030 1,030
University Drive & I35 Medians 824 824 824 824 824
6th & Main Parking Lot Landscape Maint. 2,163 2,163 2,163 2,163 5,663
9th & Main Parking Lot Landscape Maint. 3,708 3,708 3,708 3,708 3,708
Fueling Station 4,635 4,635 4,635 4,635 4,635
4th & Austin Parking Lot Landscape Maint. 10,090 3,090 3,090 3,090 3,090
Industrial Lot 2,060 2,060 2,060 2,060 2,060
Main Street Landscape 12,000 12,000 12,000 12,000 12,000
Interway Signs 10,000 10,000 10,000 10,000 10,000
Tree Trimming at Parking lots 3,500 3,500 3,500 3,500 3,500
Georgetown Village Landscape Maint. (City Portion) 19,440 19,440 19,440 19,440 19,440
Georgetown Village Landscape Maint. (PID Portion) 77,070 77,070 77,070 77,070 77,070
GCAT 48,370 48,370 48,370 59,870 48,370
Grace Heritage Center 5,990 11,990 25,990 5,990 5,990
Tennis Center 72,352 22,852 22,852 22,852 32,852
Total Costs by Facility 1,162,567 1,261,167 1,058,667 1,148,167 1,072,667
Facilities Maintenance
Internal Service Fund
80
Finance and Administration
Information Technology
DEPARTMENT DESCRIPTION
The Information Technology Department (IT) provides
information and technology management services in support of
all City divisions. This includes: 1) Information Technology
Adm inistration; and 2) Information Technology functional
services that include Network Administration, Technology
Training, Computer and Peripheral Support, Replacement, and
Maintenance, Telephone System Management and Support,
and Systems Administration. The department also manages the
Information Technology Internal Services (ISF) Fund.
MAJOR DEPARTMENT GOALS
• Assist all City divisions in streamlining work processes through the use of technology.
• Provide timely and accurate public information via the City’s websites.
• Increase City-wide employee efficiency and effectiveness through technology training.
• Provide cost-effective information technology management services.
• Provide excellent customer service and support to all departments.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Completed implementation of the new Active Network ACR ticket system.
• Continued deployment of fax server for City-wide department use.
• Successfully implemented Downtown Square Free Wireless Project in the City’s downtown square area.
• Successfully implemented Council laptop project.
• Continued with VMware server implementation.
• Continued with City-wide fiber project and connection of facilities on new network.
• Expanded free Wifi services to include Airport, Teen/Seniors Center, Emergency Operations Center (EOC),
and Georgetown Municipal Complex (GMC).
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Complete priority systems failover project at the GMC to ensure continued operations.
• Upgrade Microsoft Office 2003 to Office 2007.
• Complete VMware implementation for all servers.
• Assist in the implementation of the new Computer Aided Dispatch for Public Safety.
• Complete the city-wide fiber facility project to have all City facilities connected.
• Complete fax server project to provide services to all departments.
• Upgrade Lotus Notes from version 6.5 to 8.5.
• Complete Active Directory conversion.
• Implement city-wide IT training program in conjunction with Finance training.
• Begin implementation of the IT Master Plan.
81
INFORMATION TECHNOLOGY
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
IT Director 1 1 1 1 1
Technical Support Supervisor 1 1 1 1 1
Technical Support Specialist II 1 1 1 1 1
Technical Support Specialist I 1 1 1 1 1
Network Manager 1 1 1 1 1
Network Administrator 1 1 1 1 1
Lotus Notes Administrator 1 1 1 1 1
Webmaster 1 1 1 0 0
Systems Analyst 1 1 1 1 1
Helpdesk Specialist 1 1 1 1 1
Technical Support Specialist I (P/T) 0.5 0.5 0.5 0.5 0.5
TOTAL (FT/PT) 10/.5 10/.5 10/.5 9/.5 9/.5
PERFORMANCE MEASURES
BUDGETED
FY 06/07
ACTUAL
FY 06/07
ACTUAL
FY 07/08
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. % Help Desk calls resolved within
service level standards
80%
85%
90%
90%
95%
2. # of hits to web site 4,500,000 4,000,000 2,800,000*** 2,500,000*** 2,500,000***
3. % users with basic training in core
applications
95%
95%
95%
95%
95%
4. Network uptime
5. Cost of service per user/per yr.
99.8%
$2,989
99.8%
$3,000
99.8%
$2,340
99.9%
$2,200
99.9%
$3,145
* Now reporting new, purchased PC/Laptops/Toughbooks
** Anticipated increase due to elimination of the IT First Contacts Program
*** New calculation method reduced total
DEPARTMENTAL BUDGET: INFORMATION SERVICES FUND
WORKLOAD MEASURES
BUDGETED
FY 06/07
ACTUAL
FY 06/07
ACTUAL
FY 07/08
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Help desk calls received 2,500 1,900 1,900 1,900 2,500**
2. Computers replaced/purchased* 293 55* 17* 77* 400*
3. # of computer users 410 417 452 475 475
4. # of servers managed 55 62 60 75 75
5. # of training sessions conducted 120 25 100 150 500
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
726,354 758,341 754,999 Personnel 689,274 689,273
199,677 205,417 194,966 Operations 192,671 195,907
926,031 963,758 949,965 881,945 885,180
82
Information Technology
Capital Replacement
The purchase and support of computers and peripherals, end-user training, major business applications, and
the network system are included in this department. Costs are assessed on a per capita or per component
basis, and charged back to the user division over the life of the equipment. Equipment is then purchased on a
coordinated, centralized, pre-planned basis, which minimizes cost of purchase, maintenance, and training.
Divisions are also charged for the maintenance of production applications and their proportionate use of network
resources.
CAPITAL REPLACEMENT CONTRACTS BUDGET: INFORMATION SERVICES FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
11,285 4,123 Personnel 2,925 2,925
508,256 602,623 503,023 Operating 890,981 590,981
186,262 562,312 340,020 Capital 280,440 206,231
694,518 1,176,220 847,166 1,174,346 800,137
Information Technology
Internal Service Fund
Services 09/10 10/11 11/12 12/13 13/14
First Contact meetings 1,200 1,200 1,200 1,200 1,200
Software 5,000 5,000 5,000 5,000 5,000
Technology Training 12,000 12,000 12,000 12,000 12,000
Annual Contracts 466,181 466,181 512,799 564,079 620,487
Printer/Switch Replacements 43,100 43,100 43,100 43,100 43,100
Desktop Operations 5,000 5,000 5,000 5,000 5,000
Network Operations 45,000 45,000 45,000 45,000 45,000
Contingency 13,500 13,500 13,500 13,500 13,500
Network Replacement Contingency 300,000
Total Services 890,981 590,981 637,599 688,879 745,287
Capital Outlays and Projects
Replacement Network Hardware 280,440 206,231 226,854 249,540 274,493
Total Capital Replacement 280,440 206,231 226,854 249,540 274,493
Total IT Internal Service Fund 1,171,421 797,212 864,453 938,419 1,019,780
84
Finance and Administration
Municipal Court
DEPARTMENT DESCRIPTION
The Municipal Court handles the judicial processing of Class C
misdemeanors that originate from traffic citations, citizen
complaints, misdemeanor arrests, and animal violations,
occurring within the territorial limits of the City of Georgetown.
The Municipal Court processing is pre-determined by the Texas
Code of Criminal Procedure and the Code of Judicial Conduct.
In addition to the judicial processing, the Court prepares
dockets, schedules trials, processes juries, records and collects
fine payments, and issues warrants for Violation of Promise to
Appear and Failure to Appear. Municipal Court also processes
code and parking violations as part of the citywide code
enforcement effort.
The Municipal Judge holds monthly arraignment, juvenile, show cause, interpreter and trial dockets. The Judge
also facilitates the Teen Court Program in conjunction with the Georgetown High School. One Senior Deputy Court
Clerk, two Deputy Court Clerks, one Juvenile Case Manager and two Customer Service Representatives perform
administrative and clerical activities. The department reports to the Court Administrator.
MAJOR DEPARTMENT GOALS
• Foster a “customer service” philosophy with court defendants, treating all with professional courtesy and
respect.
• Increase Court efficiency through streamlined procedures and automation.
• Protect and preserve individual liberties of court defendants.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Participated in annual warrant round up along with 175+ jurisdictions.
• Increased court sessions by utilizing associate judge to decrease/maintain timeline for docket processing.
• Implement statutory requirements mandated by the 81st Legislative session that take effect Sept. 2009.
• Developed and implemented a police handout that provides court information to improve customer service.
• Evaluated and revised warrant process.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Evaluate phone system , including an Interactive Voice Response (IVR) system, to increase court efficiency and
improve customer service.
• Prepare for relocation to a facility as directed and approved by Council.
• Monitor timeline for docket processing and add additional dockets if needed.
• Implement additional efficiencies during court sessions.
• Participate in annual multi-jurisdictional warrant round up.
• Implement statutory requirements mandated by the 81st Legislative session.
• Implement proactive workload management process, including proactive collection and customer service
improvement initiatives.
85
MUNICIPAL COURT
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Municipal Court Administrator 1 1 1 1 1
Deputy Court Clerk 3 3 3 3 3
Juvenile Case Worker 1 1 1 1 1
Customer Service Rep I 2 2 2 2 2
TOTAL 7 7 7 7 7
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
09/10
1. Number of cases filed 14,787 13,255 14,600 12,943 13,590
2. Number of courtesy letters 25,914 20,610 21,160 19,000 19,950
3. Number of warrants issued 3,169 2,615 3,105 4,277 4,491
4. Municipal Court fine revenue:
Retained by City $1,022,113 $1,061,846 $1,223,950 $992,205 $1,041,815
Remitted to State $659,808 $551,673 $593,672 $500,000 $525,000
PERFORMANCE MEASURES
ACTUAL
06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Arraignment docket scheduling 60 days 90 days 90 days 60 days 90 days
2. Processing of ticket entry 2 days 2 days 2 days 2 days 2 days
3. Customer use of website 14,500 29,619 41,840 24,717 25,953
4. Warrants cleared as % of issued 18% 29% 30% 21% 30%
5. Citations issued through auto
systems - % of total
90%
99%
99%
99%
99%
6. Bailiff attendance for court 99% 100% 100% 100% 100%
7. Collections per clerk – City portion $212,500 $176,974 $244,790 $165,367 $173,635
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
350,054 441,399 431,169 Personnel 427,301 433,252
121,724 114,952 107,439 Operations 108,951 111,305
471,778 556,351 538,608 536,252 544,557
86
Finance and Administration
Purchasing
DEPARTMENT DESCRIPTION
The Purchasing Department procures all supplies, equipment,
and services for all departments within the City organization.
Procurement activities include establishing annual contracts
and blanket purchase orders to reduce cost; preparing bid
specification and tabulations; conducting formal bid
proceedings for items $50,000 and over; expediting materials;
reviewing, developing and monitoring City contracts; and
preparing recommendations to the City Council for material
purchases over $25,000 and professional services over
$15,000. The department regularly meets with using
departments to review purchasing procedures and solicit ideas
for improved efficiency. Purchasing is responsible for procuring
and issuing cellular telephones and pagers. Purchasing also oversees the operation of the City's central
receiving/distribution warehouses and is responsible for disposing of surplus items and conducting the annual
citywide auction.
MAJOR DEPARTMENT GOALS
• Develop and maintain a level of performance considered above average by our customers while maintaining a
high degree of efficiency and economy.
• Provide the City of Georgetown user departments with needed materials and services by utilizing best value
purchases in a timely manner.
• Develop and maintain a positive and productive working relationship with all user departments.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Educated City personnel in procurement procedures and State law b y conducting departmental training
sessions.
• Purchased major replacement equipment for all City divisions.
• Partnered with other Williamson County municipalities to form an interlocal purchasing agreement to facilitate
and improve the City’s purchasing power.
• Standardized majority of City’s contracts and Master Service Agreements.
• Developed a method of tracking task orders for Master Service Agreements.
• Continued benchmarking actions taken to improve customer service delivery to internal customers.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Seek other cooperative purchasing groups that the City can utilize to improve their purchasing power and
assist with the expansion of the purchasing alliance with other Williamson County municipalities.
• Pursue obtaining professional purchasing certifications for staff to ensure a proficient and well-trained
department and to assist with obtaining National Institute of Governmental Purchasing (NIGP) award in
Purchasing.
• Research and implement online auctioning of City surplus items and abandoned vehicles.
• Develop standardized “Invitation to Bid” documents and prepare as templates to ensure consistency in bidding.
• Research implementing contract notification system to alert Purchasing and using departments of contract and
bid expirations and renewals.
87
PURCHASING
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Purchasing Manager 1 1 1 1 1
Buyer II 1 1 1 1 1
Contract Specialist 0 1 1 1 1
Warehouse Superintendent 1 1 1 1 1
Warehouse Clerk II 2 2 2 2 2
Warehouse Clerk I 1 1 1 1 1
TOTAL 6 7 7 7 7
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Purchase orders entered 7,520 7925 7,800 7700 7800
2. Inventory items disbursed by
requisition
20,737
20,757
22,500
16,650
18,000
3. Inventory deliveries received
4. Formal bids processed
2,515
59
2,440
66
2,550
70
2,000
70
2,400
70
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Registered vendor (cumulative)
2. Registered Georgetown vendors
(cumulative)
510
70
550
70
550
105
714
70
750
75
3. Contracts completed NA NA 125 170 170
4. Cost of Inventory disbursed $4,866,677 $3,876,570 $5,300,000 $3,250,000 $3,500,000
5. Gross revenue from Impound/
Surplus Auction
6. Internal Customer Service rating
of satisfied or better
$5,899**
97%
$63,665
NA*
$50,000
95%
$33,443
97.6%
$35,000
97%
*Internal Customer Service Survey is a bi-annual Survey.
** Library auction only
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
349,505 431,638 429,159 Personnel 425,246 430,826
108,958 112,207 104,970 Operations 102,243 102,131
458,462 543,845 534,129 527,489 532,957
88
Finance and Administration
Utility Office
DEPARTMENT DESCRIPTION
The Utility Office Team, consisting of both office and field
personnel, reads utility meters, bills and collects for all City utility
services, as well as, handling new development service
creation; utility service requests; bad debt and non-payment
issues; customer assistance with conservation and utility
programs; payment options and arrangements; maintenance of
City utility account records; and billing inquiries.
MAJOR DEPARTMENT GOALS
• Ensure the efficient delivery of timely and accurate billing and payment information to our customers.
• Develop and maintain quality utility programs and innovative services that are administered in a friendly, helpful
manner.
• Respond to customer requests and issues quickly and fairly, with the intention of satisfying each customer.
• Increase public awareness of utility issues and topics through proactive communication with customers.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Reviewed and updated Utility Office Procedure Manual to reflect utility billing and collection process
improvements implemented over the last year.
• Organized comprehensive energy audits for City Facilities through the State Energy Conservation Office
(SECO) and Johnson Controls to identify ways to reduce energy consumption, by the City, in order to comply
with Senate Bill 12.
• Completed the implementation of Energy Depot, the on-line energy audit software, to be used by utility
customers as a tool to support their energy conservation efforts pertaining to electric and water consumption.
• Worked with Georgetown Utility Systems (GUS) to establish an Evaporative Cooling Rate for large businesses
that use cooling towers and evaporative chillers.
• Worked with GUS to conduct an irrigation pilot program in Sun City to identify the most beneficial methods to
encourage water conservation in the irrigation utility.
• Integrated the operations portion of the Automated Meter Reading (AMR) Dept into the Utility Office to gain
efficiencies, reduce meter reading time, and increase the time available to customers to pay their utility bills.
• Participated on the Advanced Metering Infrastructure (AMI) / Customer Information System (CIS) Project team
that is tasked with acquiring and implementing both a new AMI system to read utility meters and a CIS to bill
and collect for customers’ utility services, as well as, contract for a complete review and update of our
Information Technology (IT) infrastructure.
• Worked with GUS and IT to acquire grant funding from stimulus money available through the American
Recovery and Reinvestment Act of 2009.
• Created and implemented the Red Flag Identity Theft Policy for the City of Georgetown, as mandated by the
Fair and Accurate Credit Transaction Act (FACTA) of 2003, and amended in 2007.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Develop a Request for Proposal (RFP) as the first step in acquiring a new Customer Information System (CIS)
with an open architecture and greater functionality.
• Develop and execute a process for the review, ranking and selection of a CIS System from the vendors
responding to the RFP.
• Begin planning and initiate the implementation of the new CIS System and the associated interfaces.
89
UTILITY OFFICE
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Utility Office Manager 1 1 1 1 1
Utility Billing Account Supervisor 1 1 1 1 1
Customer Service Supervisor 1 1 1 1 1
Utility Payment Coordinator 1 1 1 1 1
Customer Service Representative III 1 1 1 1 1
Customer Service Representative II 2 2 2 2 2
Customer Service Representative I 3 3 3 3 3
Development Account Specialist 1 1 1 1 1
Field Customer Service Rep II 2 2 2 2 2
Field Customer Service Rep I 2 2 2 2 2
AMR Systems Operator 0 2 2 2 2
AMR Meter Reader 0 1 1 1 1
TOTAL 15 18 18 18 18
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Work orders processed 20,285 18,927 25,000 20,791 21,297
2. Payments processed 269,756 287,478 318,000 298,958 310,916
Walk-in / Drive-thru 40,264 35,833 40,000 38,702 34,781
Mail / Other 229,492 251,645 278,000 260,256 276,135
3. Customers paying by ACH Draft 2,061 2,261 2,250 2,366 2,471
4. Families helped by the Good
Neighbor Fund (GNF)
120
201
125
240
280
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Utility payment collection rate 99.9958% 99.9954% 99.9950% 99.9955% 99.9955%
2. Avg. monthly customer service cost
per account
$3.75
$3.72
$3.63
$4.52*
$4.65
3. % of face to face payments @ GMC 14.93% 12.46% 12.0% 12.95% 11.19%
4. % of payments made through non-
contact
85.07%
87.54%
87.00%
87.05%
88.81%
5. % of customers contributing to the
Good Neighbor Fund
6.92%
6.84%
6.00%
5.96%
5.50%
*Average monthly cost of customer service per account has risen for FY 08/09 because the operations portion of the AMR Dept was reassigned to the Utility Office in Oct 2008.
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
716,300 959,575 950,228 Personnel 940,885 953,123
328,026 361,112 348,606 Operations 378,036 382,767
22,214 45,380 1,000 Capital 0 0
1,066,540 1,366,067 1,299,834 Subtotal - Department 1,318,921 1,335,890
165,986 250,000 250,000 Credit Card Fees 230,000 230,000
257,976 200,000 350,000 Bad Debt 300,000 320,000
1,500 0 0 Insurance Deductible 0 0
47,559 39,000 39,000 Contracts - Other 59,000 59,000
1,539,560 1,855,067 1,938,834 1,907,921 1,944,890
90
Finance and Administration
Vehicle Service Center
DEPARTMENT DESCRIPTION
This department performs routine maintenance and mechanical
repairs on all City equipment and vehicles to ensure safe and
efficient operations and to prevent and minimize future repair
needs. All vehicles needing repairs are brought for inspection
and either repaired in-house or referred to outside shops for
specialized service. The department also manages the Fleet
Internal Service Fund, writes specifications for new vehicle and
equipment purchases, and performs new product research. The
department reports to the Support Services Director.
MAJOR DEPARTMENT GOALS
• Ensure a safe and efficient fleet for City operations.
• Preserve mechanical, electrical and hydraulic integrity of the City’s fleet, thus extending the useful life of City
assets.
• Decrease vehicle down time through efficient, cost-effective operations.
• Maintain the integrity of the City’s fleet through effective management of the Fleet Internal Service Fund.
• Foster a “customer-oriented’ approach toward internal and external customers.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Increased the number of Automotive Service Excellence (ASE) and Emergency Vehicle Technician (EVT)
certifications held by Vehicle Service Center (VSC) staff from 56 to 63.
• Received recognition from the National Institute for Automotive Service Excellence that professional staff met
the standards set forth by the ASE Blue Seal of Excellence Program.
• Purchased two new backhoes for the Street and Water Departments and a trailer for hauling.
• Purchased and outfitted two new dump trucks.
• Purchased a new Electric utility bucket truck.
• Implemented fuel monitoring reports to safeguard against negligent use of City fuel.
• Coordinated reprogramming of Motorola digital radios in City vehicles.
• Continuied the replacement process for converting Police cameras from analog to digital system.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Continue to increase professionalism for all mechanics by obtaining ASE and EVT Certifications.
• Purchase replacements for two wire pulling trailers and a mower.
• Purchase a roadside mower for cutting right-of-ways.
• Purchase a replacement utility service truck.
• Continue with hybrid vehicle testing program to measure cost effectiveness and efficiency for expansion as
future vehicle replacements to various City departments.
• Research alternative fuels for use in City fleet.
91
VEHICLE SERVICE CENTER
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Service Center Supervisor 1 1 1 1 1
Mechanic III 2 2 2 2 2
Mechanic II 1 1 1 1 1
Mechanic I 2 2 2 2 2
TOTAL 6 6 6 6 6
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. # of City-owned vehicles and
equipment
2. Mechanic to vehicle ratio
3. Mechanic to Maintenance Repair
Units (MRU)
4. # of work orders per year
343
1-69
1-142
2,893
373
1-75
1-146
2,653
388
1-77
1-149
3,000
391
1-78
1-149
2,657
399
1-80
1-150
3,000
5. Gallons of fuel used per year:
Unleaded gasoline
96,447
98,148
99,062
93,116
96,185
Diesel fuel 84,232 93,777 83,019 95,738 98,131
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. # of ASE and EVT certifications
held by VSC Staff
47
56
60
63
65
2. Percent of budget sent out for
service/repairs
28%
35%
30%
29%
30%
3. Average age of City fleet:
Police - Patrol
GUS & other dept.
Fire Trucks
Fire Prevention
Other Equipment
2 yrs
5 yrs
8 yrs
4 yrs
8 yrs
3 yrs
5 yrs
8 yrs
5 yrs
8 yrs
3 yrs
6 yrs
7 yrs
6 yrs
8 yrs
3 yrs
7 yrs
9 yrs
6 yrs
7 yrs
4 yrs
8 yrs
9 yrs
7 yrs
8 yrs
4. Internal Customer Service rating
of satisfied or better
90%
N/A
95%
95%
N/A
DEPARTMENTAL BUDGET: FLEET MANAGEMENT FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
336,356 392,950 389,058 Personnel 391,917 391,917
450,133 513,551 504,344 Operations 487,014 487,162
786,489 906,501 893,402 878,931 879,079
92
Finance and Administration
Vehicle Replacement & Insurance
The purchases of vehicle replacements, vehicle specific equipment and radio communication equipment for all City
departments are accounted for in this department. All major equipment and vehicles used in providing services to
citizens of Georgetown, are purchased through the Fleet Management Fund. All vehicles except Public Safety
(Police and Fire) and Street heavy equipment, are assigned an annual lease value, which the leasing department
pays into the Internal Service Fund. The lease payments made by the various departments enable the Internal
Service Fund to schedule equipment and vehicle replacements. Public Safety vehicles, such as fire apparatus and
patrol vehicles, as well as, street heavy equipment are funded through a debt funded replacement program. The
Public Safety replacement program was initiated in 2002/03 and includes five-year (if needed) replacements for all
patrol vehicles and a ten year (if needed) fire apparatus plan. Heavy street equipment was added to the ten-year
replacement program in 2004/05. Each year’s replacement costs are included in the City’s annual short-term debt
funding plan.
CAPITAL REPLACEMENT & INSURANCE BUDGET: FLEET MANAGEMENT FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
107,809 115,755 115,755 Insurance 115,755 115,755
117,302 91,433 91,433 Contracts & Leases 91,433 91,433
520,371 1,786,000 687,270 Capital Outlay 372,000 1,634,000
745,482 1,993,188 894,458 579,188 1,841,188
Fleet Management
Internal Service Fund
Capital Replacement 09/10 10/11 11/12 12/13 13/14
Georgetown Utility Systems
Replacement Cost 90,000 118,500 266,500 114,000 304,750
Number of Units 2 4 6 4 4
Transportation Services
Replacement Cost 55,000 167,500 202,800 197,000 250,500
Number of Units 1 4 6 4 4
Community Development
Replacement Cost 38,000 38,000 19,000
Number of Units 2 2 1
Finance & Administration
Replacement Cost 33,500 115,100 6,500 112,500
Number of Units 4 3 1 4
Fire Services
Replacement Cost 60,000 475,000 450,000 630,000
Number of Units 2 2 1 3
Management Services
Replacement Cost 30,000
Number of Units 1
Community Services
Replacement Cost 16,000 31,500 58,000 136,500 101,000
Number of Units 1 2 4 6 3
Police Services
Replacement Cost 870,500 922,000 676,000 768,000
Number of Units 20 21 14 20
W & WW Treatment Facilities
Replacement Cost 37,000 284,500 30,000 204,000 70,000
Number of Units 1 4 2 4 2
Insurance/Radio Maintenance
Annual Cost 207,188 207,188 207,188 207,188 207,188
Total Fleet Replacment Costs 405,188 1,841,188 2,276,588 2,029,188 2,462,938
Total Replacements/Purchases 54 34 43 6 4 1
Fleet ISF Funded 405,188 1,841,188 2,276,588 2,029,188 2,462,938
Bond Funded - (Pub Safety/Streets)
Fire
This Division is comprised of two departments, Administration and Operations. These two departments have an
interdependent working relationship to accomplish specific objectives. The broad goal of the division is to protect life
and property, and provide for efficient customer service through team organization to deliver a variety of services to
the public. The Division created a billing special revenue fund to account for service reimbursements where the
proceeds are used for fire equipment only. Internal programs and procedures are designed to support activities and
standards necessary to ensure quality service, legal compliance, and fiscal accountability.
Divisional operations are funded within the General Fund.
Fire
Operations
Page 98
Administration
Page 96
08/09 08/09 09/10 PROPOSED BUDGET
AMENDED PROJECTED NEW % CHANGE
BUDGET ACTUAL BASE PROGRAMS TOTAL (PROJ. ACTUAL)
General Fund
Administration 950,002 845,600 901,682 901,682 6.6%
One frozen position (54,742)(54,742)
Fire Operations 5,954,616 5,808,344 6,012,038 6,012,038 3.5%
total General Fund 6,904,618 6,653,944 6,858,978 6,858,978 3.1%
Special Revenue Funds
Fire Billing SRF 158,055 158,055
total Special Rev. Funds 158,055 158,055
Division Total 6,904,618 6,653,944 7,017,033 7,017,033 5.5%
*Fire Billing Fund collapsed into General Fund.
PERSONNEL
SUMMARY
PERSONNEL OPERATING CAPITAL TOTAL (FTE's)
General Fund
Administration 534,403 367,279 901,682 6
One frozen position (54,742)(54,742)
Fire Operations 5,432,233 579,805 6,012,038 72
total General Fund 5,911,894 947,084 6,858,978 78
Special Revenue Funds
Fire Billing SRF 158,055 158,055
total Special Rev. Funds 158,055 158,055
Division Total 5,911,894 1,105,139 7,017,033 78
Uses & Expenses
Fire Services
09/10 PROPOSED BUDGET
96
Fire
Administration
DEPARTMENT DESCRIPTION
Fire Administration ensures that quality service is provided to
the community by directing and supporting all divisions in Fire.
Direction is provided through an emphasis on open
communication and participation from all levels in the decision
making process, which ensures proper planning, coordination
and oversight of activities, including contractual service
agreements and revenue recovery program.
MAJOR DEPARTMENT GOALS
• Ensure a continuous and progressive environment that facilitates the acquisition, development, and monitoring
of knowledge and skills necessary to enable the Fire Department to safely provide the best possible services.
• Provide efficient and effective management of the Fire Department and always search to enhance our
efficiency.
• Continue to provide a revenue source for equipment, and public fire training and education facility, through the
billing for services program.
• Ensure all agreements and records are legally compliant and properly maintained.
• Develop Strategic Planning Document.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Developed a Public Protection Classification improvement plan utilizing Insurance Service Office (ISO)
information and data for possible grading upgrades.
• Expanded emergency service to the Northwest quadrant of the city to improve response in the Williamson
County Emergency Services District (ESD) #8 and Sun City.
• Transitioned new leadership into the Fire Department Administration.
• Improved the efficiency of administrative duties such as payroll, staffing, and reporting.
• Met with 100% of department membership and received valuable input on Fire department direction.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Assist in selection process for design of Fire Station #5 that will serve the northwest area of the community.
• Review the feasibility of dedicated Fire Marshal and associated staff.
• Explore and evaluate Fire Safety programs.
• Develop employee work groups to overhaul current operation and administrative procedures and guidelines.
• Gain council approval and apply for alternative sources of funding such as the Assistance to Firefighter Grant
(AFG), Staffing for Adequate Fire and Emergency Response Grant (SAFER) and other relevant grant funding
available to emergency response.
• Continue contract with Emergency Service District (ESD) #8 and partner with the ESD to forecast growing
needs of the Extra Territorial Jurisdiction (ETJ).
97
ADMINISTRATION
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Fire Chief 1 1 1 1 1
Assistant Fire Chief 1 1 1 1 1
Battalion Chief 1 1 1 1 1
Administrative Analyst 1 1 1 1 1
Administrative Assistant III 1 1 1 1 1
Administrative Assistant I 1 1 1 1 1
TOTAL 6 6 6 6 6
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
Public presentations 200 163 200 220 220
Annual revenue recovery for
emergency services
$62,625
$89,500
$75,000
$75,000
$50,000
Annual service delivery cost $1,345 $1,345 $1,133 $1,058 $1,215
Annual ESD Contract $703,244 $970,999 $1,349,186 $1,349,186 $1,243,494
Total Population served in the fire
district
59,629
61,110
63,977
63,977
68,860
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Fire Services cost per capita $106 $110 $120 $120 $125
2 Firefighters per 1,000 population 1.238 1.35 1.25 1.25 1.13
3. ISO Rating* 4 4 2 2 2
*ISO (Insurance Services Office) is a company that rates Fire Departments nationwide on their ability and resources to fight fires. The rating is
on a 1 to10 scale, 1 being the best possible rating, 10 being the worst. The insurance industry uses these ratings to determine homeowner’s
insurance rates.
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
455,209 513,347 410,445 Personnel 479,661 534,403
334,401 436,655 435,155 Operations 367,279 374,755
789,610 950,002 845,600 846,940 909,158
98
Fire
Fire Operations
DEPARTMENT DESCRIPTION
Fire Operations provides the fire fighting, rescue, medical
response and haz-mat forces and resources necessary for
emergency incident response to anyone within the service area
in order to save lives and minimize property damage. Fire
Operations also provides for training, professional
development, safety, and communications. Firefighters are
informed of the latest health and safety issues and receive
mandated training by the Texas Commission on Fire
Protection, and Texas Department of Health, ensuring that the
requirements for the Insurance Service Office rating system are
met.
MAJOR DEPARTMENT GOALS
• Maintain an operational readiness level that will meet the emergency demands of a growing community.
• Provide firefighting forces and resources necessary to execute quick, effective, skillful, and caring responses to
emergency situations.
• Provide high quality, first responder service as part of an integrated emergency medical care system.
• Maintain a safe, healthy, well-trained and high performing workforce and start the planning process for
Paramedic engine companies.
• Ensure the fire protection needs of the community are efficiently delivered through fire station design and
placement, apparatus type and response and staff performance and capabilities.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Completed mandated ICS 300 course by all officers and command staff.
• Evaluated and implemented the Quint-Squad concept to identify the operational effectiveness and efficiencies
for Fire Station 3 and Williamson County ESD 8.
• Conducted a needs assessment and developed specifications to procure Self-Contained Breathing Apparatus
(SCBA) to enhance firefighter safety.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Develop specifications for new apparatus (engine) for Fire Station #5.
• Review “2 in – 2 out” requirement for the Texas Commission on Fire Protection (TCFP) to develop a plan to
become compliant.
• Evaluate Emergency Medical Service (EMS) delivery to the community of Georgetown by an increased role in
Para medicine response by Georgetown fire apparatus Advance Life Support (ALS).
• Develop and identify a response plan with the Parks and Police Departments.
• Identify and purchase all terrain vehicles, bikes, and equipment.
• Evaluate and comply with Texas Commission on Fire Protection (TCFP) law that requires all paid fire
departments meet the National Fire Protection Association (NFPA) 1851 standard concerning Personal
Protective Equipment (PPE), including purchase, maintenance, inspection, cleaning, repair, and removal.
99
OPERATIONS
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Battalion Chief 3 3 3 3 3
Captain 3 6 6 6 6
Lieutenant 12 12 12 12 12
Apparatus Operator 15 18 18 18 18
Firefighter 33 33 33 33 33
TOTAL 66 72 72 72 72
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Alarm incidents 4,351 5,321 4,781 5,628 5,628
2. Fires 158 222 205 207 207
3. Rescue and medical emergencies 2,638 2,973 3,258 3,258 3,258
4. Hrs. of professional development
and continuing education
4,580
4,702
4,417
4,500
4,500
5. # of hydrants tested and painted 1,187 2,556 1,131 1,526 1,526
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. % of fire incidents with a 5 minute
or under response time (in city)
26%
32%
49%
25%
25%
2. % of rescue and medical
emergencies with a 5 minute or
under response time (in city)
43%
40%
47%
47%
47%
3. % of fire incidents with a 5 minute
or under response time (outside
city)
14%
4%
16%
16%
16%
4. % of rescue and medical
emergencies with a 5 minute or
under response time (outside city)
14%
10%
21%
21%
21%
5. % of Insurance Service Office
(ISO) training met
29%
30%
35%
35%
35%
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
3,926,081 5,249,565 5,118,353 Personnel 5,432,233 5,503,932
575,165 635,051 619,991 Operations 579,805 579,805
20,622 70,000 70,000 Capital
4,521,868 5,954,616 5,808,344 6,012,038 6,083,737
102
Georgetown Utility Systems
Administration
DEPARTMENT DESCRIPTION
The Georgetown Utility Systems (GUS) Administration Department manages financial operations and personnel
services for all departments in the division. The Department provides administrative support, including customer
relations, reception, record keeping, management of Key Accounts, and secretarial services, to all departments
within the division. Long-term system planning is coordinated by the Department. Administration is responsible for
coordination and operation of all utilities during emergency management situations.
MAJOR DEPARTMENT GOALS
• Promote a safe and positive working environment for employees.
• Provide reliable utility services that protect the community and reflect its values, as well as, well-planned
development.
• Ensure excellent customer service to the Georgetown community.
• Promote consumer education programs for efficient utility use, conservation, and customer service.
• Provide programs that encourage efficient use of materials and preserve natural resources.
• Maintain quality utilities and transportation systems that promote well-planned current and long-range
development.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Completed negotiations with Wholesale Power Alliance regarding Lower Colorado River Authority (LCRA) 2016
contract renewals.
• Worked with the Texas Department of Transportation (TxDOT) to begin the upgrade of traffic lights.
• Continued implementation of the Regional Wastewater Master Plan.
• Coordinated with Facilities Maintenance to develop a plan to renovate current office facilities for more efficient
use through 2012.
• Developed a Green Building Program to encourage efficient use of building materials and preserve natural
resources.
• Began construction of a Solar Demonstration project as a pilot program to promote solar energy use.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Continue negotiations for future power contracts.
• Continue the focus on customer service enhancement.
• Expand regional approach to utility system development and planning through partnerships with utility providers
and political subdivisions.
• Continue implementation of the regional wastewater plan for the San Gabriel Basin.
• Continue to pursue purchase of LCRA substations and associated equipment to allow for lower transmission
and transformation costs.
• Coordinate with TxDOT to take ownership of traffic signals upon the completion of the 2010 census.
• Expand the Water Certificates of Convenience and Necessity (CCN) to coincide with the provision of other City
services.
• Work with Facilities Maintenance on the first phase of office building renovations.
• Complete construction of the Solar Demonstration Pilot Project to promote solar energy use.
Georgetown
Utility
Systems
Georgetown Utility Systems consists of Administration, Energy Services (Electric Transmission and Distribution),
Systems Engineering, Water Services (Pump Maintenance, Wastewater Collection, Water Distribution, Reuse
Irrigation and Wastewater and Water Treatment). This Division constructs, maintains, and operates the City’s utility
infrastructure. The Division is responsible for maintaining positive working relationships with outside organizations
including the Texas Commission on Environmental Quality (TCEQ) and the Texas Department of Transportation
(TxDot). The Division also coordinates contracts with the private sector, oversees and coordinates the “Safe Place”
children’s program, and oversees the City’s solid waste contract (Environmental Services).
Operational funding for this division comes from the General Fund (Environmental Services), Joint Services Fund
(Administration and Systems Engineering), Electric Fund and Water Services Fund.
Georgetown Utility Systems
Water Services
Systems Engineering
Page 114
Wastewater
Page 118
Water
Page 120
Administration
Page 102
Environmental Services
Page 112
Energy Services
Electric
Page 104
Electric T &D
Page 108
SCADA -AMR
Page 110
Administration
Page 116
08/09 08/09 09/10 PROPOSED BUDGET
AMENDED PROJECTED NEW % CHANGE
BUDGET ACTUAL BASE PROGRAMS TOTAL (PROJ. ACTUAL)
Electric Fund
Electric 8,745,903 7,816,088 8,600,460 8,600,460 10.0%
Eight frozen positions (595,209) (595,209)
Purchased Power 46,571,808 37,100,715 38,584,743 38,584,743 4.0%
AMR 963,368 901,359 720,811 720,811 -20.0%
T&D Operations 1,124,504 1,063,693 1,181,198 1,181,198 11.0%
total Electric Fund 57,405,583 46,881,855 48,492,003 48,492,003 3.4%
Water Fund
Wastewater 3,982,347 3,975,831 3,918,641 3,918,641 -1.4%
Water 11,693,590 11,615,776 11,397,554 11,397,554 -1.9%
Reuse Irrigation 228,462 175,500 226,823 226,823 29.2%
total Water Fund 15,904,399 15,767,107 15,543,018 15,543,018 -1.4%
General Fund
Environmental Services 4,580,383 4,341,005 4,258,308 4,258,308 -1.9%
total General Fund 4,580,383 4,341,005 4,258,308 4,258,308 -1.9%
Internal Service Funds
Administration 813,147 810,348 741,777 741,777 -8.5%
Systems Engineering 1,068,250 1,024,938 1,278,412 1,278,412 24.7%
One frozen position (60,869) (60,869)
total Internal Svc. Funds 1,881,397 1,835,286 1,959,320 1,959,320 6.8%
Division Total 79,771,762 68,825,253 70,252,649 70,252,649 2.1%
PERSONNEL
SUMMARY
PERSONNEL OPERATING CAPITAL TOTAL (FTE's)
Electric Fund
Electric 2,429,707 6,067,253 103,500 8,600,460 31
Eight frozen positions (595,209) (595,209)
Purchased Power 38,584,743 38,584,743
AMR 348,552 372,259 720,811 5
T&D Operations 778,764 250,934 151,500 1,181,198 11
total Electric Fund 2,961,814 45,275,189 255,000 48,492,003 47
Water Fund
Wastewater 705,862 3,137,779 75,000 3,918,641 12
Water 1,152,770 9,919,784 325,000 11,397,554 18
Reuse Irrigation 50,348 176,475 226,823
total Water Fund 1,908,980 13,234,038 400,000 15,543,018 30
General Fund
Environmental Services 58,802 4,194,506 5,000 4,258,308 1
total General Fund 58,802 4,194,506 5,000 4,258,308 1
Internal Service Funds
Administration 430,943 310,834 741,777 6
Systems Engineering 1,110,577 167,835 1,278,412 14
One frozen position (60,869)(60,869)
total Internal Svc. Funds 1,480,651 478,669 1,959,320 20
Division Total 6,410,247 63,182,402 660,000 70,252,649 98
(including Purchased Power)
Uses & Expenses
09/10 PROPOSED BUDGET
Georgetown Utility Systems
102
Georgetown Utility Systems
Administration
DEPARTMENT DESCRIPTION
The Georgetown Utility Systems (GUS) Administration Department manages financial operations and personnel
services for all departments in the division. The Department provides administrative support, including customer
relations, reception, record keeping, management of Key Accounts, and secretarial services, to all departments
within the division. Long-term system planning is coordinated by the Department. Administration is responsible for
coordination and operation of all utilities during emergency management situations.
MAJOR DEPARTMENT GOALS
Promote a safe and positive working environment for employees.
Provide reliable utility services that protect the community and reflect its values, as well as, well-planned
development.
Ensure excellent customer service to the Georgetown community.
Promote consumer education programs for efficient utility use, conservation, and customer service.
Provide programs that encourage efficient use of materials and preserve natural resources.
Maintain quality utilities and transportation systems that promote well-planned current and long-range
development.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
Completed negotiations with Wholesale Power Alliance regarding Lower Colorado River Authority (LCRA) 2016
contract renewals.
Worked with the Texas Department of Transportation (TxDOT) to begin the upgrade of traffic lights.
Continued implementation of the Regional Wastewater Master Plan.
Coordinated with Facilities Maintenance to develop a plan to renovate current office facilities for more efficient
use through 2012.
Developed a Green Building Program to encourage efficient use of building materials and preserve natural
resources.
Began construction of a Solar Demonstration project as a pilot program to promote solar energy use.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
Continue negotiations for future power contracts.
Continue the focus on customer service enhancement.
Expand regional approach to utility system development and planning through partnerships with utility providers
and political subdivisions.
Continue implementation of the regional wastewater plan for the San Gabriel Basin.
Continue to pursue purchase of LCRA substations and associated equipment to allow for lower transmission
and transformation costs.
Coordinate with TxDOT to take ownership of traffic signals upon the completion of the 2010 census.
Expand the Water Certificates of Convenience and Necessity (CCN) to coincide with the provision of other City
services.
Work with Facilities Maintenance on the first phase of office building renovations.
Complete construction of the Solar Demonstration Pilot Project to promote solar energy use.
103
ADMINISTRATION
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Assistant City Manager for Utilities 1 1 1 1 1
Administrative Supervisor 1 1 1 1 1
Administrative Assistant III 1 1 1 1 1
Administrative Assistant II 2 2 2 2 2
Administrative Assistant I 1 1 1 1 1
Paralegal 1 1 1 0 0
TOTAL 7 7 7 6 6
* Paralegal position transferred to Systems Engineering Department in 08/09.
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Professional Association meetings N/A N/A 51 51 60
2. Contracts negotiated 90 72 97 91 100
3. Purchase orders processed 1,227 1,166 1,179 1,180 1,200
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Consumer education program
contacts *
2. Customer satisfaction of field
operations
3. Lost time injury/accidents
409,830
96%
8
556,720
96%
3
556,700
97%
1
556,700
97.5%
2
557,000
97.75%
2
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
464,327 499,873 499,064 Personnel 430,943 436,590
305,338 313,274 311,284 Operations 310,834 312,792
2,660 Capital
772,325 813,147 810,348 741,777 749,382
104
Georgetown Utility Systems
Energy Services – Electric Operations
DEPARTMENT DESCRIPTION
The Electric Operations Department constructs, operates and
maintains an electric system comprised of overhead and
underground conductors, transformers and other devices operating
at 12,470 and 24,940 volts that are used for the distribution of
electricity purchased wholesale from the Lower Colorado River
Authority (LCRA) and other wholesale energy suppliers in Texas.
The Department installs and maintains streetlights and security
lighting systems. The Department administers a tree trimming
maintenance program to minimize outages and prevent damage to
electric distribution equipment and lines. In addition, the
Department monitors proposed legislation related to North
American Energy Reliability Corporation-Texas RE, Electric
Reliability Council of Texas (ERCOT) & Texas Public Utility
Commission Directives and evaluates its potential environmental and economic impact on the City of Georgetown electric
utility and its customers. The Department promotes public power education and provides information through National
Electric Safety Code and Website energy efficiency programs.
MAJOR DEPARTMENT GOALS
• Remain knowledgeable of economics & regulatory issues related to the Texas municipal electric utility industry due to
Federal stimulus programs, renewable energy benchmarks, energy efficiency programs, environmental permitting and
smart grid applications.
• Research, analyze and make recommendations for viable resources to stabilize and reduce our purchased power
expenses.
• Provide dependable, cost effective electric service with prompt outage response with emphasis on limited fault
exposure for our customers.
• Plan, develop and administer an asset management program providing quality services and continual maintenance
management.
• Transition to a full maintenance and operations facility providing least cost construction services as required matching
department technical and equipment capabilities.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Upgraded mapping system to survey grade quality in order to integrate into the outage management program to allow
for accurate locations of power failures and minimize time response- zone outages.
• Integrated an outage management software program into the electric engineering database to enhance customer
service, response to outages and system mapping improvements.
• Constructed 2.8 miles of three phase underground lines and 3.8 miles of overhead lines for system expansion.
• Continued automation and installation of sectionalizing equipment to aid in system reliability.
• Began analysis and process to replace the City’s automated meter reading (AMR) system.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Continue participation in LCRA’s Market Pricing Option for a minimum 10% of our energy requirements and seek
participation agreements with other Texas wholesale energy providers to help sustain lower rates for our residential,
commercial and industrial consumers.
• Complete construction of major electric feeder tie lines from Georgetown East and Gabriel Substations to connect to
the electric distribution system.
• Continue to convert overhead facilities to underground within the historic downtown area.
• Initiate a system wide corrective maintenance program to identify potential problem areas with facilities prior to their
failure.
• Select vendor and begin implementation of new Automatic Meter Infrastructure (AMI) system.
105
ELECTRIC
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Electric Services Director 1 1 1 1 1
Electric Operations Manager 1 1 1 1 1
Electric Materials Manager 0 0 1 1 1
Electric Engineer / Associate 1 1 1 0 0
Electric Planning & Inspection Coordinator 1 1 1 1 1
Electric Inspector 2 2 2 2 2
Crew Leader 4 6 6 6 6
Line Technician - Apprentice 1 1 2 2 2
Line Technician 7 10 10 10 10
Line Technician - Journey 6 8 6 6 6
Substation I & C Technician 1 1 1 1 1
TOTAL 25 32 32 31 31
WORKLOAD MEASURES ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Number of street lights 2,450 2,500 2,490 2,600 3,200
2. Street light repairs 1,200 1,100 1,100 1,300 1,900
3. Ft of 3 phase overhead line constructed 42,240 50,000 40,000 110,000 20,000
4. Ft of 3 phase underground constructed 105,600 110,000 110,000 80,000 15,000
PERFORMANCE MEASURES ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Compliance with ERCOT 95% LF* 100% 100% 100% 100% 100%
2. % of system GPS 80% 70% 95% 95% 98%
3. Feeder line circuit maintenance 40% 40% 50% 50% 60%
4. Average System Availability Index 99.9% 99.9% 99.9% 99.9% 99%
5. Electric System technical training
by in-house programs, TEEX, TEC
and TechServe**
100% 100% 100% 100% 100%
* ERCOT (Electric Reliability Council of Texas) Load Factor
** TEEX (Texas Engineering Extension Service), TEC (Texas Electric Cooperatives)
DEPARTMENTAL BUDGET: ELECTRIC FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
1,688,763 2,584,376 1,864,701 Personnel 1,834,498 2,414,757
1,266,110 1,027,046 1,006,040 Operations 1,098,651 1,083,151
140,926 188,500 138,500 Capital 103,500 87,500
3,095,799 3,799,922 3,009,241 3,036,649 3,585,408
107
Georgetown Utility Systems
Energy Services - Electric Contracts
The Electric Fund transfers two percent of its gross billings for utility services to the General Fund. This transfer
has been viewed as a payment of franchise fees which would have been payable to the General Fund from a non-
City provider of such services.
This department also accounts for the contractual obligations not specific to an individual department of the fund,
such as purchased power costs paid to the City's wholesale energy providers. Special Projects and Services
include programs such as public education, energy and contracts not attributable to the Electric Department.
Allocated costs for administrative or support departments are also recognized. The City maintains 195 miles of
overhead electric distribution lines, 125 miles of underground distribution lines, and currently has a 333-megawatt
capacity.
ELECTRIC CONTRACTS BUDGET: ELECTRIC FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
38,991,655 46,571,808 37,100,715 Purchased Power 38,584,743 40,128,133
816,007 844,732 757,150 General Fund Allocations 710,322 768,055
1,783,421 2,839,226 2,953,899 Internal Svc Fund Allocations 3,121,200 3,133,579
1,118,678 1,216,223 1,049,998 Franchise Fees 1,091,280 1,134,217
85,418 45,800 45,800 Special Projects & Svcs 45,800 45,800
42,795,179 51,517,789 41,907,562 43,553,345 45,209,784
108
Georgetown Utility Systems
Energy Services – Transmission and Distribution (T&D)
DEPARTMENT DESCRIPTION
The Electric Transmission and Distribution (T&D) Department is responsible for the operation and maintenance of
Georgetown owned substations including 138 KV equipment, Georgetown-owned equipment in Lower Colorado
River Authority (LCRA) substations, the fiber optic system, remote Supervisory Control and Data Acquisition
(SCADA) units, three phase meter installations, specialized distribution equipment serving large customers, and
compliance with NERC ( North American Electric Reliability Corporation) standards. This department operates the
System Control Center (SCC) which: coordinates substation operations with Electric Reliability Council of Texas
(ERCOT), TXU-ED, and LCRA. The SCC also monitors the electric, water, and wastewater systems to insure
safety of employees and public reliability. The Substation group will also provide fiber and radio connection to traffic
signal light cameras along with assisting with maintenance of the electronics.
MAJOR DEPARTMENT GOALS
• Monitor electric distribution system to ensure safety of employees.
• Maximize electric system reliability.
• Minimize outages.
• Maintain City’s fiber network communication system.
• Maintain NERC compliance through participation and monitoring of Texas Regional Entity (NERC’s ERCOT
Compliance Entity) activities.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Installed Outage Management System (OMS) & Interactive Voice Response (IVR) System to enhance
operations, customer response, and minimize outages.
• Installed remote operated security cameras at City owned Georgetown South and Georgetown East
Substations, and Georgetown Substation to detect intrusions and reduce thefts.
• Completed the transfer of assets, equipment maintenance & warranty of Citi Group transformers and breakers.
Completed Texas Regional Entity audit for compliance to Transmission Owner and Distribution Provider
standards with no discrepancies found.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Continue upgrading and expanding the fiber optic data and utility networks which connect all City owned
facilities and critical customers according to the long range plan and smart grid applications.
• Enhance the control functions of the SCADA system as the City’s electric, water, and wastewater systems
continue to grow and benefit from automated controls.
• Continue the development of the System Control Center into an ERCOT approved center.
• Continue to develop form alized switching of the electric and water systems and implement tracking procedures
to improve productivity.
• Install and integrate a fiber system for monitoring cameras at City operated traffic signal lights throughout the
city.
• Seek to become a LaaR’s (Load acting as Resource) facilitator for large industrial customers that are equipped
to provide emergency “back up” power to the transmission grid.
109
T & D OPERATIONS
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Substation T & D Manager 1 1 1 1 1
System Control Manager 1 1 1 1 1
Electric Utility Locator 2 2 2 2 2
Substation I & C Technician 1 1 1 1 1
Substation Technician 1 1 1 1 1
System Operator 1 1 1 1 1
Utility System Operator 3 4 4 4 4
TOTAL 10 11 11 11 11
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Work orders issued 13,822 15,000 18,000 20,000 18,000
2. Switching orders issued 100 200 500 700 100
3. Underground locates 7,516 8,000 9,000 10,000 5,000
4. Telephone calls N/A 23,669 36,000 40,000 29,000
5. Radio calls 7,000 9,000 17,000 20,000 15,000
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. System reliability N/A 99.9% 99.9% 99.9% 99.9%
2. Switching accuracy N/A N/A N/A 99.99% 100.0%
3. NERC Compliance N/A N/A 100% 100% 100%
DEPARTMENTAL BUDGET: ELECTRIC FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
670,077 762,598 742,487 Personnel 778,764 789,109
161,570 185,406 144,706 Operations 250,934 236,434
62,974 176,500 176,500 Capital 151,500 121,500
894,622 1,124,504 1,063,693 1,181,198 1,147,043
110
Georgetown Utility Systems
Energy Services – SCADA-Automatic Meter Reading (AMR)
DEPARTMENT DESCRIPTION
The Supervisory Control and Data Acquisition-Automatic Meter
Reading (SCADA-AMR) Department is responsible for
operation and maintenance of utility automated meter reading
equipment. This is accomplished by operation of a fixed
wireless network and a mobile collection system for use by
Utility Billing in preparing customers’ water and electric billings.
The Department also maintains the City’s electric, pumping,
water and wastewater facilities via an integrated Supervisory
Control and Data Acquisition (SCADA) data/control network.
The department currently provides technical support, monitoring
and control capabilities for 7 electric distribution substations
which includes the transmission and transformation facilities
associated with these substations. Conversely, the department identically supports the water/wastewater utilities.
The SCADA system is on 27 lift stations, 7 pumping stations, 3 water treatment plants, 5 wastewater treatment
plants, and 8 well sites, as well as the emergency notification sirens. The department is responsible for maintaining
the GUS’s operations computer network security, configuration, databases and the back-up of these systems.
MAJOR DEPARTMENT GOALS
• Ensure that a target of 97% of AMR electric and water meters are read electronically and accurately.
• Support the utility grade system architecture and software conversion for implementing a continuous
maintenance management and work order program for a seamless integration of Customer Information System
(CIS) activities and asset management.
• Expand deployment of water and electric Encoder Receiver Transmitters (ERT’s) to new growth areas of the
City’s utility system.
• Expand the large commercial and industrial electric metering program in preparation to meet the Electric
Reliability Council of Texas (ERCOT) protocols for electric deregulation of Interval Data Recorder (IDR)
metering on customers with a peak demand greater than 750kW.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Worked with Utility Billing department to complete the geographic realignment of the City’s billing routes and
cycles to allow for more efficient reading and editing of the meters.
• Optimized the SCADA interface and application scripting programs, upgraded controls and SCADA for the San
Gabriel Wastewater Treatment Plant (WWTP) expansion plant.
• Completed a Request for Proposal (RFP) for the project management of the City’s Automatic Metering
Infrastructure (AMI) and Customer Information System (CIS) life cycle replacement project.
• Facilitated a Master Services agreement with Prime Controls to provide continuous support & improvements to
the SCADA network, in preparation for “Smart Grid” Distribution Automation/Substation Automation
improvements.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Develop and implement an AMI network upgrade/replacement pilot program.
• Implement a maintenance and testing program for the SCADA system and field devices for the water
department.
• Work with System Control Center and Substation personnel to expand the control capabilities of the SCADA
system to allow for more efficient operations of the electric distribution system.
• Assist Energy Services administration in providing the technical support for metering and implementing an
ERCOT “LaaR’s” (Load acting as Resource) program for Citi-Group data storage facility.
111
AUTOMATIC METER READING
(AMR)
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Technician I 1 1 1 1 1
Technician II 1 1 1 1 1
AMR System Operator 2 0 0 0 0
AMR Meter Reader 1 0 0 0 0
SCADA Systems Operator/Tech 1 2 2 2 2
Wireless Information Systems Manager 1 1 1 1 1
TOTAL 7 5 5 5 5
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Electric ERTs installed 19,149 20,681 20,600 21,050 21,550
2. Water ERTs installed 18,163 19,559 19,400 19,956 20,400
3. SCADA system tags 20,235 22,670 22,500 20,500 19,000
4. Work orders completed 3,724 5,141 3,600 2,800 2,500
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. AMR meters read monthly 95% 96% 96.5% 97% 98%
2. % meters read correctly
3. Cell Control Unit (CCU) success
rate (7/24/365)
N/A
99%
N/A
99%
N/A
99%
98%
99%
98%
4. SCADA uptime (7/24/365) 99.7% 99.7% 99.8% 99.8% 99.8%
5. Work orders over 30 days N/A 18 N/A 30 30
DEPARTMENTAL BUDGET: ELECTRIC FUND
MAJOR BUDGET CHANGES/ISSUES:
For operational efficiency in customer billing, the System Operators and the AMR Meter Reader were transferred to
the Utility Office where utility bills are generated. $3.5 million is included in Electric CIP for AMR replacement /
upgrade in 2009/10.
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
407,251 357,469 323,519 Personnel 348,552 353,157
700,716 605,899 577,840 Operations 372,259 384,259
1,134,368 963,368 901,359 720,811 737,416
112
Georgetown Utility Systems
Environmental Services
DEPARTMENT DESCRIPTION
The City contracts with Texas Disposal Systems (TDS) to
provide solid waste removal and recycling services to
residential and commercial customers, and operational
management of the public collection station. Additionally, this
department funds disposal programs for household hazardous
waste, solid waste and recycling collection services at City-
sponsored events. Also included in this department are
allocated costs for administrative and support services.
Oversight responsibilities and monitoring of these services are
managed through Georgetown Utility Systems (GUS)
Environmental Services.
MAJOR DEPARTMENT GOALS
• Protect the environment and contribute to community cleanliness and appearance.
• Deliver consistent, reliable, convenient and safe services to the Georgetown community.
• Protect public health by providing for regular removal of solid waste.
• Increase participation in sanitation programs and events through proactive communication with citizens.
• Improve recycling participation to ensure environmental stewardship.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Developed and implemented a Household Hazardous Waste and Electronic Waste disposal program with
Williamson County Recycle Center (PA-Jer Company).
• Continued to work with TDS to rehabilitate the closed landfill area to meet TCEQ standards by monitoring
vegetation growth and proper drainage.
• Continued to work with TDS and consultants to develop a Stormwater Management Plan and Site Plan for the
Collection Station and closed landfill area.
• Developed a curbside bulky waste collection program for Tier I residential customers.
• Provided recycling services at a public event for the first time at the Texas Hill Country Wine and Food Festival.
• Purchased recycling containers for use at public events and the GMC and Recreation Center.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Continue upgrade of the Citizens’ Collection Station to a fully operational transfer station and recycling center to
expand recycling opportunities to include more recyclable items.
• Research the viability of a curbside green waste collection program.
• Provide public education on the benefits of Reduce – Reuse - Recycle, and available recycling opportunities
through active participation at community/neighborhood events.
• Implement a master gardening and composting pilot program for disposing of organic yard waste and reducing
landfill use while using indigenous, drought-hardy plants.
• Finalize a Storm W ater Management Plan and Site Operating Plan for the Collection Station and closed land
fill.
• Adjusted rates to recover contract fee adjustments, as well as, administrative costs.
113
ENVIRONMENTAL SERVICES
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Recycling Program Manager 1 1 1 1 1
TOTAL 1 1 1 1 1
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Avg. # of homes served monthly 15,667 17,493 16,440 18,050 18,684
2. Total pounds of residential solid
waste collected
38,290,148
35,332,500
38,409,752
32,660,000
34,004,880
3. Avg. pounds of solid waste
collected per home weekly
47
39
46
35
35
4. Avg. # of commercial containers 904 939 970 1010 1050
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Recycling participation rate 39% 46% 40% 46% 49%
2. % of residential customer
complaints compared to service
opportunities
0.04%
0.01%
0.011%
0.01%
0.011%
3. % of commercial complaints as
compared to service opportunities
0.08%
0.03%
0.011%
0.03%
0.03%
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
65,289 60,172 59,451 Personnel 58,802 59,589
4,217,396 4,515,211 4,276,554 Operations 4,194,506 4,270,808
5,000 5,000 Capital 5,000 5,000
4,282,685 4,580,383 4,341,005 4,258,308 4,335,397
*Operations moved to the General Fund in 2008/09; therefore, no longer allocated.
114
Georgetown Utility Systems
Systems Engineering
DEPARTMENT DESCRIPTION
The Systems Engineering Department is responsible for the
coordination and installation of Capital Improvement Projects
(CIP’s) using consultant design engineering firms; assists in
negotiations for the acquisition of easements and rights-of-way;
provides inspection, testing services and contract management
for these projects. The Department manages and maintains
utility system models for departments within the Georgetown
Utility Systems Division, including: Water, Electric, Stormwater
Drainage, Streets, Wastewater and Water Reuse. The
Department develops and maintains construction standards and
specifications for CIP and Development construction projects.
Systems Engineering supports the review of development plans
and provides inspection, testing and contract management for the installation of these facilities.
MAJOR DEPARTMENT GOALS
• Provide superior quality inspection and quality control for CIP and development infrastructure construction.
• Establish and maintain successful asset management practices within Georgetown Utility Systems (GUS).
• Apply modern technology to reduce the cost and disruption of utility service.
• Deliver high-quality, efficient, customer-oriented real estate services within projected budget and timelines to
provide safe, sustainable, environmentally sound public infrastructure for the citizens of Georgetown.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Work ed with the engineering, finance and development community to update City Construction Specifications
and Standards guidelines.
• Developed a utility plan to allow building owners in the Downtown Square area to add fire sprinklers.
• Hired a consultant to assist the City in meeting anticipated expansion of defined urbanized areas as a result of
the 2010 census and steps needed to reach TCEQ compliance.
• Engineered and completed utility extensions required by 2005 Annexation Service Plan.
• Completed the Pavement Management System update for GASB Statement No. 34 – Modified Approach.
• Updated Master Plans for Electric, Water, and Wastewater to include Growth Management and Future Land
Use Plan.
• Began engineering and ROW acquisitions for capital improvements required by 2006 Annexation Plan.
• Purchased and implemented surveying grade GPS equipment.
• Completed the digital archiving of utility and streets as-built plans; Pole Attachment Agreements for
telecommunication; and conversion to Milsoft electric models.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Continue to update the City Construction Specifications and Standards guidelines.
• Inventory the City’s stormwater drainage system and prepare for regulatory changes in 2010/11.
• Complete engineering and capital improvements required by 2006 Annexation Plan.
• Begin the engineering on the Lake Water Treatment Plant expansion.
• Complete the engineering for the D.B. Woods/Shell Road/Williams Drive Intersection.
• Work with Transportation and Electric to acquire traffic signals, ensuring fiber resources are available.
115
SYSTEMS ENGINEERING
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Systems Engineering Manager 1 1 1 1 1
CIP Field Supervisor 1 1 1 1 1
CIP Field Inspector 3 3 3 3 3
Utility Systems Information Manager 1 1 1 1 1
Systems Engineering Associate 2 2 2 2 2
Development Engineer 0 0 0 1 1
Transportation Engineer 0 1 1 1 1
Electrical Engineer 0 1 1 1 1
Electrical Engineer Associate 0 0 0 1 1
Project Manager 1 1 1 1 1
Paralegal 0 0 0 1 1
TOTAL 9 11 11 14 14
WORKLOAD MEASURES
ACTUAL
FY06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Capital Improvement Projects:
# of projects 34 29 29 29 30
Project budget $13,683,500 $17,184,747 $34,044,305 $18,128,828 $32,448,030
2. GTEC Projects
# of projects 9 9 7 7 7
Project budget $12,538,833 $2,409,670 $4,250,088 $3,028,482 $16,897,939
3. Development Projects:
# of projects
97
130
125
125
70
4. Easement/Right-of-Way:
Acquisitions/research
97
93
236*
236*
150
* The increase in easements is due to 2006 annexation project
PERFORMANCE MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 06/07
BUDGETED
FY 07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. % CIP projects – design complete 100% 40% 50% 50% 50%
2. % CIP projects under construction
3. % CIP Projects within budget
100%
100%
100%
100%
50%
100%
50%
100%
50%
100%
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
620,900 861,434 860,747 Personnel 1,049,708 1,110,577
163,471 181,816 164,191 Operations 167,835 168,315
27,947 25,000 Capital
812,318 1,068,250 1,024,938 1,217,543 1,278,892
116
Georgetown Utility Systems
Water Services Administration
DEPARTMENT DESCRIPTION
The Water Services Administration is responsible for the overall
management, and support of Water Distribution Operations,
Wastewater Collection Operations, Irrigation Operations, Water
Treatment Plant Operations, and Wastewater Treatment Plant
Operations. Department activities include strategic planning
and management for the water services utility, including
contract negotiation and management for utility contracts, utility
cost sharing contracts, system water contracts, and regional
utility contracts. Additional activities include utility budgeting,
capital improvement planning, and project management.
MAJOR DEPARTMENT GOALS
• Maintain an adequate supply of water to allow for future growth of the community.
• Maintain or exceed EPA and TCEQ standards for water service (pressure, flow, and water quality).
• Operate and maintain the system in a cost efficient manner to provide for the lowest possible service rates for
our customers.
• Expand the system to provide water service throughout our franchise area.
• Expand the wastewater system to provide service and minimize the proliferation of septic systems.
• Expand the reuse irrigation system to reduce the dependence on potable water for irrigation.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Negotiated Operations and Maintenance agreements with Water and Wastewater Plant contract operators.
• Negotiated Memorandum of Understanding with Chisholm Trail Special Utilities District (CTSUD) for Lake
Water Treatment Plant (LWTP) expansion, Southlake WTP land acquisition and plant expansion, and transfer
of service area.
• Negotiated Utility Construction Cost Sharing Agreement with Sonrisa Development.
• Negotiated Reclaimed Water Agreement with Sun City Texas Community Association (SCTCA).
• Negotiated Wastewater Plant Ownership Agreement with 3B&J Municipal Utility District (MUD).
• Renewed the Wastewater Treatment Plant National Pollutant Discharge Elimination System (NPDES) permits.
• Negotiated Sanitary Sewer Overflow Initiative Plan with TCEQ.
• Revised the Impact Fees based upon updated Master Plans and 2030 Comprehensive Plan.
• Incorporated water main upgrades with street projects to improve service and minimize damage to new streets.
• Updated the Water Conservation Plan elements, included in the drought contingency plan, to reduce per capita
usage.
• Updated the Drought Contingency Plan.
• Implemented development of an Industrial Pretreatment Program.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Negotiate franchise agreements with neighboring utilities operating within the city limits.
• Strategize on the proposed transfer of hydrant testing from Fire Department to Water Services.
• Negotiate Construction Cost Sharing agreement for LWTP expansion.
• Negotiate purchase of South Lake WTP site.
• Complete m ajor amendment to Cimarron Hills WWTP permit for expansion to 480k per day.
• Complete Northlands WWTP permit.
117
WATER SERVICES –
ADMIN
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Water Services Director 1 1 1 1 1
Water Services Operations Manager 1 1 1 1 1
Water Services Project Coordinator 1 1 1 1 1
TOTAL 3 3 3 3 3
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Water Customers 18,847 19,727 20,500 20,250 20,500
2. Water Production (MG) 3,767 5,250 4,725 4,750 5,000
3. Wastewater Customers 16,672 17,518 18,500 18,000 18,500
4. Wastewater Treatment (MG) 1,558 1,271 1,500 1,425 1,450
5. Water Services Employees 28 28 30 30 31
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/9
PROJECTED
FY 09/10
1. Surface Water Utilization (%) 18% 24% 22% 24% 25%
2. Water Plant Peak CF (%) 71% 103% 85% 100% 100%
3. Wastewater Plant CF (%) 61% 69% 62% 65% 66%
4. TCEQ Violations 0 0 0 0 0
5. Employee Turnover Rate (%) 12% 10% 10% 6% 6%
DEPARTMENTAL BUDGET: WATER SERVICES FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
278,448 300,713 299,562 Personnel 300,141 304,143
6,278,937 6,900,236 6,879,414 Operations 6,493,708 6,685,382
6,557,385 7,200,949 7,178,976 6,793,849 6,989,525
118
Georgetown Utility Systems
Water Services - Wastewater
DEPARTMENT DESCRIPTION
The Wastewater Department is responsible for the operation
and maintenance of infrastructure that provides wastewater for
over 18,000 customers. Wastewater infrastructure includes 5
treatment plants (San Gabriel, Dove Springs, Pecan Branch,
Cimarron Hills, and Berry Creek) totaling 7 MGD of capacity, 33
pumping stations, 5,100 manholes, and 290 miles of
wastewater collection mains. Department activities are
regulated by the Texas Commission on Environmental Quality
(TCEQ) and the Environmental Protection Agency (EPA).
Department activities include: periodic operational checks and
preventive maintenance at pumping facilities, jet cleaning and
camera inspection of collection mains and manholes, and
acceptance of new facilities constructed by developers, repair and preventive maintenance of collection mains, and
troubleshooting and repair of system blockages. The operation and maintenance of treatment facilities is
performed under a five-year contract that will end in October 2013.
MAJOR DEPARTMENT GOALS
• Maintain or exceed all regulatory standards for wastewater service (discharge limits, system integrity).
• Operate and maintain the system in a cost efficient manner to provide for the lowest possible service rates for
our customers.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Incorporated wastewater main repairs with street projects to improve service and minimize damage to new
streets.
• Updated the Water Services Qualifications manual to refine training requirements for staff advancement.
• Implemented a standardized procedure format and documented several tasks
• Implemented a collection line cleaning program to coincide with EARZ testing.
• Completed repairs on all system flaws identified in the FY 2007/08 Edwards Aquifer Testing Program.
• Conducted FY2008/09 Edwards Aquifer testing on 472 manholes and 145,000 ft of collection main.
• Expanded Edwards Aquifer testing program to include camera inspection of 29,000 ft of collection main.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/10
• Implement Year 8 (of 8 year plan) of testing for Edwards Aquifer requirements, and complete repairs identified
in year 7 of testing.
• Implement an Industrial Pretreatment Program.
119
WATER SERVICES -
WASTEWATER
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Water Services Supervisor 2 2 2 2 2
Operations Specialist 1 1 1 1 1
Water Services Technician 7 7 7 6 6
Water Services Apprentice 2 2 2 2 2
TOTAL 12 12 12 11 11
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 08/09
1. Wastewater service customers 16,672 17,518 18,500 18,000 18,500
2. Wastewater treated (MG) 1,558 1,271 1,500 1,425 1,450
3. Work orders 766 572 1,000 500 500
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Average work order backlog 94 10 50 5 10
2. Unauthorized discharges 3 5 8 3 3
DEPARTMENTAL BUDGET: WATER SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
The department will continue to provide a cost effective means of expanding the system to the outer boundaries.
An Industrial Pretreatment Program will also be implemented.
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
680,004 746,181 744,370 Personnel 705,862 715,723
799,219 896,565 896,210 Operations 886,229 886,229
50,000 50,000 Capital 50,000 50,000
1,479,222 1,692,746 1,690,580 Subtotal - Operations 1,642,091 1,651,952
2,079,785 2,289,601 2,285,251 Plant 2,276,550 2,276,550
3,559,007 3,982,347 3,975,831 3,918,641 3,928,502
120
Georgetown Utility Systems
Water Services - Water
DEPARTMENT DESCRIPTION
The Water Services Utility is responsible for the operation and
maintenance of infrastructure that provides potable water for
over 20,000 customers. Water infrastructure includes 3
treatment plants with associated intake structures and wells
(Lake Georgetown, San Gabriel Park, and Southside) totaling
23.0 MGD of capacity, 12 storage tanks with a total storage
capacity of 16.15 MG, 8 water pumping stations, 360 miles of
water distribution piping including valves, 2,600 fire hydrants,
and 20,000 meters. Department activities are regulated by the
Texas Commission on Environmental Quality (TCEQ) and the
Environmental Protection Agency (EPA). Department activities
include: periodic operational checks and preventive
maintenance at pumping facilities, inspection and acceptance of new facilities constructed by developers, repair
and preventive maintenance of piping and valves, testing and maintenance of system metering, and routine
sampling of water for proper process controls. The operation and maintenance of treatment facilities is performed
under a five-year contract that will end in October 2013.
MAJOR DEPARTMENT GOALS
• Maintain or exceed EPA and TCEQ standards for water service (pressure, flow, and water quality).
• Operate and maintain the system in a cost efficient manner to provide for the lowest possible service rates for
our customers.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Commenced operation of the new Escalera Elevated Storage Tank (EST).
• Commenced operation of the expanded Leander Pump Station.
• Incorporated water main upgrades with street projects to improve service and minimize damage to new streets.
• Updated the Water Services Qualifications manual to refine training requirements for staff advancement.
• Implemented a standardized procedure format and created procedures for essential activities.
• Continued organizational changes to make field operations more efficient without increasing staffing.
• Replace and automate obsolete water meters to improve billing efficiency.
• Upgrade license requirements for department personnel.
• Implement integrated Edwards Aquifer Recharge Zone (EARZ), sewer cleaning, valve maintenance, and water
leak detection program .
MAJOR DEP ARTMENT STRATEGIES FOR FISCAL YEAR 2009/10
• Implement fire hydrant testing program.
121
WATER SERVICES -
WATER
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Water Services Supervisor 2 2 2 2 2
Water Services Technician 1 1 6 6 6
Water Services Apprentice 10 12 7 7 7
TOTAL 13 15 15 15 15
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Water service customers 18,847 19,727 20,500 20,250 20,500
2. Annual production (MG) 3,767 5,245 4,725 4,750 5,000
3. Work orders completed 1,983 1,367 1,500 1,100 1,200
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Maintenance work order backlog 46 33 30 20 20
2. Annual water loss (%) 14.7% 15.2% 14% 15% 15%
DEPARTMENTAL BUDGET: WATER SERVICES FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
681,710 844,156 812,029 Personnel 852,629 838,766
867,755 922,585 903,095 Operations 947,676 947,676
107,071 300,000 300,000 Capital 275,000 275,000
1,656,536 2,066,741 2,015,124 Subtotal - Operations 2,075,305 2,061,442
2,156,871 2,425,900 2,421,676 Plant 2,528,400 2,528,400
3,813,407 4,492,641 4,436,800 4,603,705 4,589,842
122
Georgetown Utility Systems
Water Services – Reuse Irrigation
DEPARTMENT DESCRIPTION
The Reuse/Irrigation Department is responsible for the operation and maintenance of infrastructure that treats and
distributes reuse irrigation water to five major irrigation customers. Reuse Irrigation infrastructure includes 3 storage
tanks with a total capacity of 2.3 MG, 11 miles of piping and valves, and 3 major pumping stations. Department
activities are regulated by the Texas Commission on Environmental Quality (TCEQ) and the Environmental
Protection Agency (EPA). Department activities include: periodic operational checks and preventive maintenance
at pumping facilities, inspection and acceptance of new facilities, repair and preventive maintenance of piping and
valves, testing and maintenance of metering, and routine sampling of water for proper process controls.
MAJOR DEPARTMENT GOALS
• Maintain or exceed TCEQ standards for reuse irrigation service (water quality).
• Operate and maintain the system in a cost efficient manner to provide for the lowest possible service rates for
our customers.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Completed construction and began operation of the reuse irrigation line from the Pecan Branch Treatment
Plant to the Airport irrigation pump station to provide reuse water to the station for use at Sun City.
• Completed construction of the reuse system upgrades at the San Gabriel WWTP to enhance system
operations.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Preview rates to ensure full cost recovery for providing quality irrigation services.
123
WATER SERVICES -
IRRIGATION
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Water Services Technician 0 0 0 1 1
TOTAL 0 0 0 1 1
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Annual Production (MG) 224 600
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Water Supply Conserved (acre-ft) 349 700
DEPARTMENTAL BUDGET: WATER SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
Personnel 50,348 50,348
172,639 228,462 175,500 Operating 176,475 176,475
172,639 228,462 175,500 226,823 226,823
Management
Services
Management Services consists of the executive and governing functions of the City. The City Council is the
legislative body that provides the leadership and vision for the community of Georgetown. The City Manager's
Office functions as the central communication link between the Council and the City organization, and manages the
day-to-day operations and services of the City. The City Secretary maintains official records, oversees all municipal
elections and coordinates the boards and commissions appointment process. Human Resources and Safety
Services provide employee and organizational support to retain and attract quality employees. Other departments
overseen include Economic Development, Main Street, Information Technology, and the Airport.
Sources of funding for the division include the General Fund (City Manager’s Office, City Council), Joint Services
Fund (Human Resources, Economic Development and Main Street), Information Technology (through Information
Technology Internal Service Fund) and the Airport Fund.
126
Management Services
City Council
DEPARTMENT DESCRIPTION
The City Council is composed of a Mayor, elected at large, and
seven Councilmembers elected from single-member districts.
Georgetown is a Home Rule City, which means that the Council
is free to enact legislation, adopt budgets, and determine
policies, subject only to the limitations imposed by the Texas
Constitution and City Charter. The Council appoints a City
Manager, who coordinates and implements activities to
effectively accomplish the goals and objectives it establishes.
The Council also appoints the City Attorney, the Municipal
Court Judge and the City Secretary. In addition, the Council
appoints citizens to serve on advisory boards, commissions,
and committees. The City Secretary, who is included in this
budget area, maintains official City records, conducts City elections and coordinates the boards and commissions
appointment process.
MAJOR DEPARTMENT GOALS
• Develop policies that enhance the quality of life for the community while preserving its unique character and
natural resources.
• Ensure the long-term financial viability of Georgetown.
• Promote community involvement and participation in local government.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Held a successful Bond Election in November 2008 for future road and park projects.
• Adopted the Parks and Recreation Element of the 2030 Comprehensive Plan to ensure the maintenance of a
high quality park system that is recognized at both the state and national level, and ensure natural areas are
preserved and maintained for future generations.
• Adopted several ordinances including a Youth Curfew, Carnival Hours, Graffiti, Excessive Noise, Peddlers and
Solicitors, and Vehicle Parking to ensure Georgetown is a safe and attractive community with a unique sense of
place and a positive, identifiable image.
• Adopted a new paperless agenda program to provide Georgetown’s citizens with internet access to City
Council Agenda Packets so they are informed about the local government on key issues affecting the
community.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Continue adherence to the City’s financial policy that promotes long-term financial responsibility to ensure
future economic viability of the community.
• Adopt an annual budget with no increase in property tax burden to the citizens of Georgetown.
• Continue to work with the Georgetown Transportation Enhancement Corporation and the Georgetown
Economic Development Corporation to attract and retain businesses that meet the City’s standards and
economic development model to diversify and expand the community’s tax base away from residential
properties and ensure the future economic viability of the community.
• Continue to foster ongoing communication and cooperation with local, regional, state and federal
representatives to nurture a healthy relationship between the City and these organizations for the betterment of
the Georgetown Community.
• Adopt Economic Development Plan Element of the Georgetown 2030 Plan.
• Continue implementation of city-wide records management program by continuing to inventory and implement
customized records retention schedules for every department.
127
CITY COUNCIL
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
City Secretary 1 1 1 1 1
Assistant City Secretary 1 1 1 1 1
TOTAL 2 2 2 2 2
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. # of agenda items processed/reviewed 775 727 800 840 850
2. # of hours spent in Council meetings 116 140 125 140 150
3. # of Council/special meetings posted 47 61 55 65 60
4. # of public meetings posted 337 290 350 330 350
5. # of elections held 2 2 2 2 1
PERFORMANCE MEASURES
ACTUAL
FY06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. % of citizens who rated the value
received from City tax dollars to be
excellent or good *
N/A
68.5%
N/A
N/A
80%
2. City Council meeting minutes
completed and approved in two weeks
100%
100%
N/A
100%
100%
* Bi-annual citizen’s survey
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
157,473 236,596 221,156 Personnel 233,532 235,083
180,267 221,541 220,481 Operations 169,601 170,142
1,492 Capital
339,232 458,137 441,637 403,133 405,225
128
Management Services
City Manager’s Office
DEPARTMENT DESCRIPTION
The City Manager’s Office is responsible for the administration of
all City affairs and serves as the liaison between the policymaking
and administrative branches of City Government. The City
Manager, appointed by City Council, is the chief administrative
and executive officer of the City. Responsibilities of the City
Manager’s Office include coordinating activities to effectively
accomplish the City Council goals and objectives. The City
Manager also acts as the City’s representative and liaison to local
groups, service organizations and businesses in the community,
as well as at the County, State and Federal level.
MAJOR DEPARTMENT GOALS
• Ensure the delivery of quality services to citizens through effective management and efficient administration.
• Coordinate the implementation of City Council goals and objectives with all City departments.
• Facilitate community activities to address public requests for needs and services.
• Improve citizen awareness and understanding of City programs, services and issues and promote a positive
public image of the City and organization.
• Promote revitalization and future economic growth of the underdeveloped areas within the city.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Worked closely with the City Council and Finance to monitor and adjust the City’s operational budget in
response to the impacts of this year’s economic climate.
• Continued working with regional partners to develop funding strategies for future road projects, including
Williams Drive, FM 971, and FM 1460.
• Established a Communications Department, thus expanding the Public Information Program to increase and
improve community awareness and understanding of City Services.
• Continued implementation of an aggressive Code Enforcement and Property Maintenance Enforcement
Program.
• Established a designated records management position to oversee the continued implementation of the city-
wide records management program.
• Conducted Georgetown Citizen Academy classes and implemented a Community Outreach program to
improve citizen awareness and understanding of City programs, services and issues and promote a positive
public image of the City and organization.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Work with City Council to adopt an annual budget with no increase in property taxes.
• Continue to work with local, regional, state, and federal partners to develop funding strategies for future road
projects and to foster communication and cooperation for future planning.
• Continue implementation of the Downtown Masterplan and the Williams Drive Gateway Masterplan for
redevelopment.
• Work closely with the U.S. Census Bureau to ensure an accurate population count during the 2010 Census for
the City in preparation for the decennial redistricting process.
129
CITY MANAGER'S OFFICE
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
City Manager 1 1 1 1 1
Assistant City Manager 1 1 1 1* 1*
Executive Assistant 1 1 1 1 1
Administrative Assistant III 1 1 1 0 0
Records Manager 0 0 0 1 1
Administrative Assistant I 1 1 1 1 1
Public Information Officer 1 1 1 0 0
Claims Specialist 1 0 0 0 0
Community Project Manager 0 1 1 0 0
Video Producer (P/T) 0.5 0.5 0.5 0.5 0.5
Mail Couriers (P/T) 0.5 0.5 0.5 0.5 0.5
TOTAL (FT/PT) 7/1 7/1 7/1 5/1 5/1
*Includes 1 “frozen” unfunded position.
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. # of Public Information Requests
handled
773
801
800
755
800
2. # of Council/Special Meetings 47 61 55 65 60
3. # of press releases 183 171 200 150 200
4. # of media contacts 770 606 800 400 600
5. # of Public Service Announcements 406 361 500 350 400
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. % of citizens who rated their
customer service experience with
city employees to be excellent or
good *
N/A
81%
N/A
N/A
85%
* Bi-annual citizen’s survey
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
659,749 706,413 564,888 Personnel 395,641 550,055
305,459 277,072 276,795 Operations 213,455 220,711
58,439 50,000 50,000 Capital
1,023,647 1,033,485 891,683 609,096 770,766
130
Management Services
Airport
DEPARTMENT DESCRIPTION
The City of Georgetown Municipal Airport provides aviation
services to the public. The Airport Department is responsible for
the day-to-day operations and maintenance, which include the
supervision of fuel sales concessions, monitoring the leases for
City-owned facilities, and the supervision of the ground
maintenance. The Airport provides 24-hour operation of a
5,000-foot main runway and related taxiways, ramps and
navigational aides. The City also supports an Air Traffic Control
Tower, with staffing funded through the Federal Aviation
Administration (FAA). All of the above must be in compliance
with state and federal rules and regulations. In addition, the
Department provides support to the Airport Advisory Board and
the Air Traffic Control Tower.
MAJOR DEPARTMENT GOALS
• Minimize the environmental impact of the Airport.
• Operate the Airport as a self-supporting enterprise, whereby costs are minimized with maximum efficiency.
• Ensure the safety of the flying public.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Removed obstructions and relocated fence, east side of the runway 18 approach.
• Removed obstructions to runway 11 approach.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Implement Airport Improvement Program (AIP) project to comply with the Federal Aviation Administration (FAA)
regulations regarding runway approach obstructions to runway 36 and 29.
• Construct road improvements included in the recently awarded FFA grant.
131
AIRPORT
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Airport Manager 1 1 1 1 1
Administrative Assistant I 1 1 1 1 1
Airport Clerk (P/T) 0.5 0.5 0.5 0.5 0.5
Airport Attendant (P/T) 0.5 0.5 0.5 0.5 0.5
Airport Maintenance Worker (P/T) 2.5 2.5 2.5 2.5 2.5
TOTAL (FT/PT) 2/3.5 2/3.5 2/3.5 2/3.5 2/3.5
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Jet fuel sold (gal.) 509,097 525,594 520,000 500,000 510,000
2. Avgas sold (gal.) 212,571 198,057 200,000 180,000 185,000
3. Based aircraft (est.) 265 265 265 265 265
4. Airport Operations (Annual) N/A N/A N/A 74,000 73,000
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Man hrs / 10 gal of fuel sold
2. Airport expenses/based aircraft
3. T-hangar occupancy rate
.076
$1,510
100%
.075
$1,766
100%
.076
$1,585
100%
.080
$1,928
100%
.079
$1,950
100%
* 2007/08 begins funding for Airport control tower operations.
DEPARTMENTAL BUDGET: AIRPORT FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
249,337 250,579 245,506 Personnel 244,477 244,477
2,740,539 2,468,918 2,462,667 Operations 2,275,869 2,275,062
76,400 Capital 212,400
2,989,876 2,719,497 2,784,573 2,732,746 2,519,539
132
Management Services
Communications Department
DEPARTMENT DESCRIPTION
The Communications Department informs the public and provides methods for interaction about City initiatives and
programs through the City websites, social media sites, City Reporter resident newsletter, e-newsletters, news
releases, cable access channel 10, and other mailings and advertisements.
MAJOR DEPARTMENT GOALS
• Inform Georgetown residents of City programs, initiatives, projects, events, and ballot measures.
• Answer questions from the public and reporters.
• Promote the City’s programs, initiatives, and services to the broader public through the media.
• Encourage participation and engagement with City governance and programs.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Led bond information campaign in November using the website, advertisements, news releases, mailers, and
cable channel, resulting in voter approval of $81 million in parks and road bonds.
• Launched City Facebook, Twitter, Flickr, and YouTube sites.
• Created a Citywide Communication Team, to help develop communication policies and goals for the City.
• Publicized water conservation and mandatory restrictions in multi-faceted media campaign.
• Publicized opening of 2010 Census office in Georgetown and worked with Georgetown Complete Count
Committee on local strategy to increase resident participation in the 2010 Census.
• Recognized by the National Association of Government Webmasters for a top-three city website in the United
States for cities with populations between 35,000 and 100,000.
• Recognized by the Texas Association Convention and Visitor Bureaus as having the top tourism website in
Texas for bureaus with operating budgets under $350,000.
• Created new e-commerce sites for merchandise to raise money for the Bow Wow Bowl and the Fire
Department Pink Heals Tour.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Continue to work with Communication Team to develop and revise public communication and media policies
and strategies to respond to the changing communication media environment.
• Continue to work with Georgetown Complete Count Committee on local strategy to increase resident
participation in census count in 2010.
• Implement agreement with Suddenlink for new equipment to allow for broadcast of cable channel 10
programming from city office at 103 W. Seventh Street.
• Develop capability to broadcast digital video files on channel 10 with new equipment.
• Enhance mobile device platforms for City websites.
• Look for new e-commerce opportunities on the City websites.
• Continue to develop, encourage and expand recycling and other conservation type services through public
education by increasing customer education through an aggressive advertisement and promotion program.
133
COMMUNICATIONS
DEPARTMENT
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Communications Director 0 0 0 1 1
Webmaster 0 0 0 1 1
TOTAL 0 0 0 2 2
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. # of press releases 183 171 200 150 200
2. # of media contacts 770 606 800 400 600
3. # of Public Service Announcements 406 361 500 350 400
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
This department was previously included in the City Manager’s Office. Performance Measures will be developed
over the next year.
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
Personnel 138,599 155,906
Operations 61,225 61,225
199,824 217,131
134
Management Services
Economic Development
DEPARTMENT DESCRIPTION
The Economic Development department leads and coordinates the community’s economic development efforts.
The department works to improve the social, employment, and physical conditions of the City by increasing the City
of Georgetown’s economic base and the availability of quality jobs. In addition, the department undertakes projects
that will foster partnership among private and public entities, and implements economic development goals and
strategies listed herein and adopted by City Council. Operations of the department include business development,
City and regional business recruitment and retention/expansion programs, redevelopment, and community
promotion.
MAJOR DEPARTMENT GOALS
• Promote the elements commonly held as the most important contributors to quality of life in Georgetown.
• Identify owners of property in the downtown district and work with them to lease available space and maintain
quality and viability of businesses in the district.
• Work to create a positive business environment for the expansion of community wealth.
• Maintain and increase cooperation with private sector developers, state and regional economic development
organizations, and economic development allies to expand and diversify the City’s tax base.
• Develop and maintain positive relationships with local businesses to assist and encourage their success and
growth.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Attracted additional life sciences business to the Texas Life Sciences Commercialization Center (TLCC) and
created a partnership with A & M medical school.
• Worked heavily with retail, commercial, and industrial brokers to recruit and retain quality business and create
partnership with brokerage community.
• Developed relationships with state and federal agencies to gain access to the most up-to-date and accurate
demographic and economic information.
• Implemented the “Economic Development Brown Bag Lunch” series as a community outreach program.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Continue to focus recruitment program by marketing directly to our target sectors and responding only to leads
generated by the state and the Austin Chamber that fall in our target sectors.
• Meet with owners and senior staff of 12 businesses per year through the Business Retention and Expansion
(BRE) Program.
• Continue to develop and maintain up-to-date, in-depth information on Georgetown’s workforce, key economic
indicators, business trends, business assistance programs, available properties, etc. to strengthen both the
BRE and recruitment programs.
• Implement a “buy local” campaign.
• Develop and implement retention, redevelopment, and recruitment programs in the downtown overlay district.
135
ECONOMIC DEVELOPMENT
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Economic Development Director 1 1 1 1 1
Economic Development Program Mgr 1 1 1 1 1
Community Project Manager 1 0 0 0 0
Administrative Analyst 1 1 1 1 1
TOTAL 4 3 3 3 3
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. # of inquiries 50 70 70 70 70
2. # of proposals generated 51 50 50 50 50
3. # of Business Retention and
Expansion (BRE) visits
4. # of website hits
40
100,000
12
100,000
12
100,000
12
125,000
24
125,000
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. # of prospects 15 20 20 20 20
2. # of site visits 10 12 12 12 12
3. # of new jobs generated within the
community 1,500 1,000 1,000 1,500 1,000
DEPARTMENT BUDGET: JOINT SERVICES FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
239,472 268,788 268,523 Personnel 271,559 275,245
166,796 243,490 220,992 Operations 219,594 129,400
995 Capital
407,263 512,278 489,515 491,153 404,645
Police
The mission of the Georgetown Police Department is to protect and serve the community of Georgetown in its
pursuit of a peaceful and safe existence, free from fear. We will perform all duties with democratic values applied
equally to all and a commitment to excellence by providing the highest level of integrity, professionalism, and
customer service to enhance the quality of life in our community. This Division consists of four functional
departments to provide services.
This Division is funded in the General Fund.
Police
Field Operations Bureau
Page 152
Administrative Services Bureau
Page 150
Support Services Bureau
Page 154
Animal Services
Page 156
08/09 08/09 09/10 PROPOSED BUDGET
AMENDED PROJECTED NEW % CHANGE
BUDGET ACTUAL BASE PROGRAMS TOTAL (PROJ. ACTUAL)
General Fund
Administrative Services 1,457,578 1,449,292 1,456,730 1,456,730 0.5%
Support Services Bureau 2,325,835 2,086,824 2,501,344 2,501,344 19.9%
Four frozen positions (225,071)(225,071)
Field Operations Bureau 5,383,324 5,272,736 5,340,836 5,340,836 1.3%
Animal Services 613,754 612,195 595,331 595,331 -2.8%
total General Fund 9,780,491 9,421,047 9,669,170 9,669,170 2.6%
Special Revenue Funds
Animal Services SRF 30,732 30,732 71,745 71,745 133.5%
Police Restricted Funds 81,845 108,186 142,347 142,347 31.6%
total Special Rev. Funds 112,577 138,918 214,092 214,092 54.1%
Division Total 9,893,068 9,559,965 9,883,262 9,883,262 3.4%
PERSONNEL
SUMMARY
PERSONNEL OPERATING CAPITAL TOTAL (FTE's)
General Fund
Administrative Services 950,591 506,139 1,456,730 10
Support Services Bureau 2,298,612 202,732 2,501,344 60
Four frozen positions (225,071)(225,071)
Field Operations Bureau 4,740,547 600,289 5,340,836 34
Animal Services 424,596 170,735 595,331 8
total General Fund 8,189,275 1,479,895 9,669,170 112
Special Revenue Funds
Animal Services SRF 71,745 71,745
Police Restricted Funds 142,347 142,347
total Special Rev. Funds 142,347 214,092
Division Total 8,189,275 1,622,242 9,883,262 112
Uses & Expenses
Police Services
09/10 PROPOSED BUDGET
150
Police
Administrative Services Bureau
DEPARTMENT DESCRIPTION
The Administrative Services Bureau provides the direction
necessary for Field Operations Bureau and Support Services
Bureau to fulfill the mission of the organization. The
Administrative Services Bureau is responsible for budget and
grant management, personnel recruitment, internal affairs
investigations, training, staff support, emergency management
coordination, policy development, collaboration with other City
divisions and area law enforcement agencies and responds to
citizen and media requests for information.
MAJOR DEPARTMENT GOALS
• Employ quality staff through employee recruitment and selection by promoting diversity and competency.
• Ensure employees receive training as mandated by the Texas Commission of Law Enforcement Officer
Standards and Education (TCLEOSE).
• Investigate citizen complaints promptly and impartially.
• Deliver quality Police services to the citizens of Georgetown.
• Ensure citizens and visitors of Georgetown are free from crime, fear of crime, and disorder.
• Review and maintain policies and procedures that meet industry and legal standards.
• Explore technology to enhance service delivery.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Reorganized and restructured department.
• Enhanced department communication through Supervisor Roundtable, Chief’s Chatter and Change Committee
• Researched, reviewed and purchased new Computer Aided Dispatch (CAD) system.
• Provided Leadership Training for all supervisors.
• Sponsored a Police Lieutenant through the FBI National Academy.
• Purchased and deployed Use of Force Simulator.
• Enhanced ADORE field training software for Patrol and Communications.
• Implemented an aggressive recruitment campaign which resulted in hiring nine sworn positions.
• Worked collaboratively with other local law enforcement entities in Williamson, Travis and Hays Counties to
develop, train and staff the Law Enforcement Specialized Equipment and Training (LESET) Teams.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Secure federal grant funds to meet and enhance our current and future staffing needs.
• Assist in the recruitment and selection of a new Police Chief.
• Research and develop field training program for new Sergeants.
• Assist in implementation of the new CAD system.
151
ADMINISTRATIVE SERVICES
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Police Chief 1 1 1 1 1
Assistant Police Chief 1 1 1 1 1
Administrative Supervisor 1 1 1 1 1
Administrative Assistant II 2 2 2 2 2
Detective 1 1 1 1 1
Police Training Sergeant 1 1 1 1 1
Lieutenant 1 1 3 3 3
TOTAL 8 8 10 10 10
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Population 47,056 48,864 53,412 53,412 59,498
2. Total service numbers generated 61,880 58,134 64,000 58,000 60,000
3. Total # of employees 97.5 97 112 112 112
4. Total authorized strength of sworn
officers
67
66
78
78
78
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Group A offenses per 1,000
population
42 40 40 43 43
2. # of sustained internal affairs
complaints generated by the
public
0
1
2
1
1
3. Employee turnover rate 6% 7% 5% 6% 6%
4. Number of officers per 1,000
population
1.4
1.3
1.5
1.5
1.3
5. Employees meeting state
mandated training requirements
100%
100%
100%
100%
100%
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
778,111 889,974 888,138 Personnel 950,591 975,313
575,338 567,604 561,154 Operations 506,139 509,086
119,308 Capital
1,472,757 1,457,578 1,449,292 1,456,730 1,484,399
152
Police
Field Operations Bureau
DEPARTMENT DESCRIPTION
The Field Operations Bureau responds to routine and
emergency calls for service. Responsibilities include
community problem solving, directed patrols, and follow-up,
narcotics and juvenile investigations. The Bureau consists of
Patrol, Criminal Investigations, Traffic Enforcement Unit, school
resource officers, community resource unit, Impact Unit, and
the warrants unit.
MAJOR DEPARTMENT GOALS
• Respond to calls for service from the community in a timely and effective manner.
• Encourage voluntary compliance of traffic laws through enforcement and public education to reduce and
prevent traffic accidents.
• Promote a safe, drug free community through education and enforcement.
• Improve partnerships with the community through collaborative problem solving efforts to reduce crime.
• Increase offense clearance rate for improved citizen satisfaction.
• Resolve traffic issues through prevention, education and enforcement.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/20089
• Resolved issues with DP2 Digital Video System and purchased a new video system.
• Developed process to enhance officer access to calls for service on the Hike and Bike Trail.
• Identified “hot spots” of crime and disorder in the community and work with the Impact Team to resolve those
issues.
• Implemented an interagency approach to address narcotics activity in the City.
• Transferred narcotic responsibility to the Impact Team.
• Researched and implemented the Take Me Home Program.
• Researched, purchased and trained a K9 to Patrol.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Work with Criminal Investigations, Williamson County LifeSteps Program and Georgetown Independent School
District to research and analyze strategies for reducing prescription drug use among teenagers.
• Develop and implement a runaway intelligence bulletin/hot sheet.
• Work collaboratively with Georgetown Independent School District administrators and principals to develop and
train standardized criminal activity reporting protocol.
153
FIELD OPERATIONS BUREAU
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Captain 1 1 1 1 1
Lieutenant 3 3 2 2 2
Sergeant 13 13 13 13 13
Patrol Officer 41 41 *42 *42 *42
Detective 1 1 1 1 1
Crime Scene Technician 1 1 1 1 1
TOTAL 60 60 60 60 60
*Includes 1 “frozen” or unfunded position
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Total Police service numbers
generated
52,941
50,631
53,345
50,000
51,000
2. Total Police calls for service (less
Traffic)
29,586
31,917
39,962
33,000
34,000
3. Total # of accidents 1,855 1,825 1,996 1,800 1,800
4. Total traffic stops 23,264 18,673 18,826 15,300 15,500
5. # of evidence items submitted 2,014 2,445 3,000 2,600 2,800
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. % of Police service numbers that
were officer initiated
61%
56%
70%
54%
54%
2. % of total calls for service that
were priority 1
3%
3%
4%
3%
3%
3. % of accidents investigated 38% 50% 55% 44% 44%
4. % of traffic stops resulting in
citations issued
41%
43%
43%
41%
41%
5. % of evidence items submitted
that required processing
15%
5%
8%
9%
10%
* New workload and performance measures.
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
3,937,748 4,681,530 4,680,747 Personnel 4,740,547 4,903,392
743,825 701,794 591,989 Operations 600,289 600,289
96 Capital
4,681,669 5,383,324 5,272,736 5,340,836 5,503,681
154
Police
Support Services Bureau
DEPARTMENT DESCRIPTION
The Support Services Bureau manages the technology needed
to operate and maintain all areas of Police Services, dispatch
for police and fire, crime trend analysis, records management,
victim services, animal services, and a chaplains program.
The Support Services Bureau consists of the following
divisions: Information Management, Communications, Special
Operations, and Animal Services.
MAJOR DEPARTMENT GOALS
• Receive, process, and dispatch emergency and non-emergency calls for service from the public in an efficient,
courteous and timely manner.
• Manage and improve automated systems, which supply the information necessary for the delivery of Police
Services.
• Reduce crime through public education and collaborative community efforts.
• Provide services and support to victims of domestic violence, sexual assault, and other tragedies.
• Ensure a safe and healthy learning environment for students at Georgetown Independent School District
(GISD).
MAJOR D EPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Performed a market analysis of surrounding agencies for Communications.
• Created a career ladder and implemented pay grade adjustments for Communications.
• Served 1,621 children and 670 families through the Blue Santa program.
• Reviewed all functional areas and increased utilization of VIPS Volunteers
• Researched and revised standard operating procedures for Communications operations.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Enhance ticket writing system through the purchase of advanced technologies that work with current and
anticipated new systems.
• Implement new Computer Aided Dispatch system.
• Select, purchase and implement new mobile digital video system.
• Upgrade the number of 911 workstations in Communications.
155
SUPPORT SERVICES BUREAU
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Captain 1 1 1 1 1
Lieutenant 2 2 1 1 1
Sergeant 2 2 2 2 2
Police Officer 9 9 8 8 8
Communications Manager 1 1 1 1 1
Communications Team Leader 4 4 4 4 4
Communications Operator 13 13 13 13 13
Records Supervisor 1 1 1 1 1
Records Specialist 2 2 2 2 2
Victim Services Coordinator 1 1 1 1 1
TOTAL 36 36 34 34 34
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Total # of Police & Fire Priority 1
calls
5,070
5,570
5,735
5,604
5,884
2. Total calls received by
Communications
58,296
92,014
56,084
94,020
98,721
3. Total # of warrants served 1,250 1,994 1,300 1,425 1,500
4. Total # of open records requests 592 581 650 814 800
5. Total # of cases responded to by
Victim Services
543
390
480
391
400
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. % of Priority 1 calls dispatched
under one minute
54%
61%
60%
60%
65%
2. % of calls received by
Communications that are 911 calls
31%
24%
35%
21%
25%
3. % of warrants served by the
Warrant Unit
48%
28%
50%
24%
24%
4. % of open records requests that
are completed within the required
time
100%
100%
100%
100%
100%
5. % of Victim Services cases
handled by volunteers
34%
39%
35%
39%
40%
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
1,618,129 2,101,850 1,879,388 Personnel 2,073,541 2,298,612
187,257 223,985 207,436 Operations 202,732 202,732
7,487 Capital
1,812,873 2,325,835 2,086,824 2,276,273 2,501,344
156
Police
Animal Services
DEPARTMENT DESCRIPTION
Animal Services protects the health and safety of persons in
Georgetown from animal nuisances and dangers and promotes
animal welfare in our community. A primary responsibility is
protecting people from the threat of rabies, accomplished
mainly through the enforcement of various laws and
ordinances, including vaccination requirements for dogs and
cats and the “leash law” for dogs, and providing information and
education. Officers patrol the city, proactively enforcing City
Code relating to animals and responding to a variety of calls for
service, and are on call 24 hours a day for emergencies
involving animals. The Department assists residents with
animal nuisance control, with an emphasis on providing
information on methods of peaceful coexistence with wildlife rather than eradication of a valuable resource. Animal
Services shelters stray and homeless pets, reuniting lost pets with their families and placing homeless pets in
loving, responsible homes.
MAJOR DEPARTMENT GOALS
• Ensure that no pets* in Georgetown are killed only because they are homeless.
• Eliminate any significant threat of people contracting rabies in Georgetown.
• Promote the value of wildlife and peaceful coexistence except in extreme circumstances.
• Ensure that persons walking on public property in the city are free of reasonable concern for being threatened
by dogs running at large.
* Pets meaning cats and dogs.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Expanded the functions of PACT (Pet Alliance of Central Texas) toward achieving shared goals.
• Doubled the availability of low-cost/no-cost spay and neuter services in Georgetown.
• Enhanced and improved fund-raising projects to provide more financial leverage toward achievement of goals
by adding a “Dog Walk” event in San Gabriel Park .
• Increased the numbers of pets reunited with owners through microchip identification programs.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Produce a complete and comprehensive training/standard operating procedure manual for Animal Services
to include sheltering and animal control operations.
• Equip and begin operating a surgical clinic at the Animal Shelter for spays and neuters of adopted pets in
order to conserve time and fuel resources currently used to transport pets to other locations for these
services and to keep the costs of these services low.
• Continue to further promote the benefits of microchip identification and pet licensing.
• Develop and implement strategies to promote more pet adoptions of sheltered homeless pets.
157
ANIMAL SERVICES
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Animal Services Manager 1 1 1 1 1
Animal Shelter Supervisor 1 1 1 1 1
Animal Control Office Senior 1 1 1 1 1
Animal Control Officer II 1 1 1 1 1
Animal Control Officer I 1 1 1 1 1
Animal Shelter Tech II 2 2 2 2 2
Animal Shelter Tech I 0 0 0 0 0
CSR I (P/T) 1 1 1 1 1
TOTAL 7/1 7/1 7/1 7/1 7/1
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. # of pets impounded 1,443 1,497 1,700 1,300 1,500
2. # of pets euthanized 503 412 550 330 435
3. # of pets adopted, reclaimed or
transferred
4. # of loose dog complaints
983
787
961
849
1,100
820
900
976
975
1,132
5. # of dogs licensed
6. estimated # of dogs owned in City*
1,687
10,682
1,860
10,482
2,100
11,146
2,046
10,729
2,151
11,554
*Estimation based on an American Veterinary Medical Association formula using population.
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. % of impounded pets euthanized 35% 28% 32% 25% 29%
2. % of impounded pets adopted,
reclaimed or transferred
68%
64%
65%
69%
65%
3. % of dogs licensed 16% 18% 19% 19% 19%
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
401,444 438,261 437,897 Personnel 424,596 429,838
163,038 175,493 174,298 Operations 170,735 174,561
564,482 613,754 612,195 595,331 604,399
Transportation
The Transportation Division encompasses all aspects of transportation, including maintaining and repairing existing
streets, roads, and sidewalks, the planning and financing of existing roads and future proposed roads. This division
will also interact with Federal, State, and County agencies to meet the current and future transit, mobility, and
transportation needs of the community. The department works with other utilities to insure a collective effort for all
utility maintenance prior to beginning roadway maintenance or new construction. Rehabilitation and maintenance of
roadways are funded by both an approximate $1.25 million annual general fund transfer and an approximate $3.2
million annual 1/4 cent sales tax collected and assigned to street maintenance. The department assists in
coordinating transportation projects and related issues, as well as, to provide support to both the Georgetown
Transportation Enhancement Corporation (GTEC) and the Georgetown Transportation Advisory Board (GTAB).
This Division is funded in the General Fund and the Stormwater Drainage and Street Tax Special Revenue Funds.
Transportation
Stormwater Drainage
Page 162
Administration
Page 160
Street Department
Page 164
08/09 08/09 09/10 PROPOSED BUDGET
AMENDED PROJECTED NEW % CHANGE
BUDGET ACTUAL BASE PROGRAMS TOTAL (PROJ. ACTUAL)
General Fund
Administration 495,926 391,315 350,237 350,237 -10.5%
One frozen position (123,892)(123,892)
Streets 3,034,308 1,569,488 3,979,899 3,979,899 153.6%
Five frozen positions (243,538)(243,538)
total General Fund 3,530,234 1,960,803 3,962,706 3,962,706 102.1%
Other Enterprise Funds
Stormwater Drainage 1,342,540 1,103,189 1,069,351 1,069,351 -3.1%
total Other Ent. Funds 1,342,540 1,103,189 1,069,351 1,069,351 -3.1%
Division Total 4,872,774 3,063,992 5,032,057 5,032,057 64.2%
PERSONNEL
SUMMARY
PERSONNEL OPERATING CAPITAL TOTAL (FTE's)
General Fund
Administration 309,387 40,850 350,237 3
One frozen position (123,892)(123,892)
Streets 962,485 910,414 2,107,000 3,979,899 18.75
Five frozen positions (243,538)(243,538)
total General Fund 904,442 951,264 2,107,000 3,962,706 21.75
Other Enterprise Funds
Stormwater Drainage 262,175 807,176 1,069,351 5.5
total Other Ent. Funds 262,175 807,176 1,069,351 5.5
Division Total 1,166,617 1,758,440 2,107,000 5,032,057 27.25
Uses & Expenses
Transportation
09/10 PROPOSED BUDGET
160
Transportation
Administration
DEPARTMENT DESCRIPTION
The Transportation Division encompasses all aspects of
transportation, including maintaining and repairing existing
streets, roads, and sidewalks, the planning and financing of
existing roads and future proposed roads, as well as, storm
water management. This division also interacts with Federal,
State, and County agencies to meet the current and future
transit, mobility, and transportation needs of the community.
The Administration department works with other utilities to
insure a collective effort for all utility maintenance prior to
beginning roadway maintenance or new construction.
Rehabilitation and maintenance of roadways are funded by both
an approximate $1.25 million annual general fund transfer and
an approximate $1.8 million annual 1/4 cent sales tax collected and assigned to street maintenance. The
department assists in coordinating transportation projects and related issues, as well as, to provide support to both
the Georgetown Transportation Enhancement Corporation (GTEC) and the Georgetown Transportation Advisory
Board (GTAB).
MAJOR DEPARTMENT GOALS
• Provide efficient and effective Transportation systems that serve the community and reflect its values.
• Explore financing options for Capital Improvement Projects (CIP) and Transportation expenditures that
presently do not have a funding source.
• Identify and implement economical maintenance techniques for city roadway maintenance.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Updated 10-year Transportation Plan process for GTEC.
• Incorporated transportation organizational functions to enhance mobility within the city.
• Evaluated costs for Traffic Signal Control and needed upgrades.
• Developed plan to assume responsibility for signalization of traffic lights within the city, with expected
implementation before 2010.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 20010/2011
• Work with Systems Engineering and Electric Department to acquire traffic signals, ensuring fiber resources are
available to accomplish plan.
• Continue development and implementation of a traffic management plan to include signals, signs, speed limits
and other traffic calming measures.
• Assume responsibility for signalization of traffic lights within the city.
• Continue to evaluate costs for traffic Signal Control and needed upgrades.
161
TRANSPORTATION ADMIN
08/09
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Transportation Director 1 1 1 1 1
Transportation Engineer 1 1 1 1 1
Project Manager 1 1 1 1 1
Principal Planner 0 1 1 1 1
TOTAL 3 3 3 3 3
WORKLOAD MEASURES
ACTUAL
FY 07/08
ACTUAL
FY 08/09
BUDGETED
FY 09/10
PROJECTED
FY 09/10
PROJECTED
FY 10/11
1. Number of traffic signals 3 7 14 18 45
2. Number of lane-miles 490 529 540 550 560
3. Number of Transportation CIP
projects
8
6
6
6
6
PERFORMANCE MEASURES
ACTUAL
FY 07/08
ACTUAL
FY 08/09
BUDGETED
FY 09/10
PROJECTED
FY 09/10
PROJECTED
FY 10/11
1. % of projects completed within
budget
N/A
100%
100%
100%
100%
2. % of projects completed on
schedule
N/A
100%
100%
100%
100%
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
152,226 308,496 185,715 Personnel 185,495 309,387
7,770 187,430 205,600 Operations 40,850 40,850
159,996 495,926 391,315 226,345 350,237
162
Transportation
Stormwater Drainage
DEPARTMENT DESCRIPTION
The Stormwater Drainage Utility addresses environmental
concerns over in-stream water quality, regulatory demands
related to stormwater run-off controls, infrastructure operation
and maintenance, and drainage/flood control related capital
project needs. Other duties include sign maintenance for the
Street Department and assisting Police and Fire Services on
Code Enforcement issues.
MAJOR DEPARTMENT GOALS
• Comply with Stormwater regulations.
• Reduce the threat of property damage and personal injury, and enhance public safety through proper
maintenance and operation of the city’s drainage system.
• Improve the cleanliness and appearance of the community through the sweeping of city streets.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Stabilized section of Blue Hole Park river bank to assist in the prevention of future erosion damage.
• Completed construction of Oak Tree Drive bridge.
• Contracted engineering services to design Maple Street culvert improvements on Smith Branch to prevent
future flooding in San Jose area.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Develop and implement a on-going stormwater maintenance program that meets impending federal
regulations. (Pollution Prevention Plan).
• Contract construction of Maple Street Culvert improvements.
• Search for grants and other financial assistance to help design and construct protective erosion control on the
north bank of the San Gabriel River to prevent further damage to the river banks and park land.
• Repair/Replace failing drainage structures at 9th and Austin, 8th and Rock, as well as, 18th and Eubank Streets.
• Implement the Regional Stormwater Master Plan (RSMP) by building detention ponds and upgrading
waterways as needed within the city.
163
STORMWATER DRAINAGE
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Drainage Foreman 1 1 1 1 1
Light Equipment Operator 1 1 1 1 1
Heavy Equipment Operator 1 1 1 1 1
Street Sweeper Operator 1 1 1 1 1
Sign & Field Technician 1 1 1 1 1
Crewman I (P/T) 0.5 0.5 0.5 0.5 0.5
TOTAL (FT/PT) 5/.5 5/.5 5/.5 5/.5 5/.5
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Miles of public right-of-way mowed
and cleaned
25
36
36
36
36
2. Hours of street sweeper operation 1,500 1,600 1,600 1,600 1,600
3. Linear feet of curb and gutter
installed/replaced city wide
19,672
16,575
15,000
15,000
20,000
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. # of times city streets swept
annually
7
8
8
8
8
2. Cubic yards of debris prevented
from entering waterways
1,250
1,600
1,600
1,600
1,600
3. # of detention ponds maintained 23 34 34 38 38
DEPARTMENTAL BUDGET: STORMWATER DRAINAGE FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
252,595 277,007 219,289 Personnel 262,175 262,175
739,493 1,065,533 883,900 Operations 807,176 824,299
19,000 Capital
1,011,088 1,342,540 1,103,189 1,069,351 1,086,474
164
Transportation
Street Department
DEPARTMENT DESCRIPTION
The Street department manages, maintains and repairs City
streets and rights-of-way. Responsibilities include traffic
control, emergency response operations, special events, and
assistance in code enforcement. Daily, the department
inspects roadways for sign repair, pavement management, and
sight obstructions. The Street department participates with the
Safety Committee to provide safety-training workshops. The
department also oversees the management of revenues
collected through the City’s ¼ cent sales tax for street
maintenance.
MAJOR DEPARTMENT GOALS
• Continue work with Federal, State and County entities, adjoining municipalities, other departments and the
public to update and maintain a Comprehensive Transportation Plan.
• Development of programs to adequately handle traffic operations.
• Protect the investment in the public transportation system through preventive maintenance and on-going
rehabilitation of streets and sidewalks.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Completed preliminary planning for the Northwest Boulevard connection to Austin Avenue.
• Rehabilitated the following proposed roadways using the ¼ cent street maintenance sales tax and General
Fund:
• Main Street (University to 22nd Street)
• Quail Valley Subdivision
• Pleasant Valley Subdivision
• Riata Trails Subdivision
• Streets bound by (2nd to 7th and Ash to Church)
• Berry Creek (Section One ( Airport Rd. to Oak Tree)
• Completed second pavement evaluation raising Overall Condition Index (OCI) score to 92 and updated 5-year
CIP using new evaluation
• Began identifying needs for the implementation of a fiber traffic signal system.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Work with the Georgetown Transportation Advisory Board (GTAB) to continue implementation of road
improvement projects approved in the 2008 bond election.
• Continue implementation of maintenance programming identified by the pavement management system to
include:
• Scenic (2243 to University Ave)
• Del Webb (surface treatment north of 2338 and south of Berry Creek).
• Old Town (north of University Ave, south of 8th St. east of Church, west of ash St.)
• Lakeway (Airport Rd. to Scenic) CR 151, CR 152 and Inner Loop between Loop and 971.
• 10th St. Martin Luther King Jr. St. to S. Austin Ave.)
• Williams Addition (north of S. W. Blvd and south of Golden Oaks Rd.)
• Work with Local Governmental Agencies, Georgetown’s Engineering Services and contracted engineering
services to update the 5-year CIP to include all costs related to implementation of a traffic operations center.
• Develop final plans to connect Northwest Boulevard to Austin Avenue.
165
STREETS DEPARTMENT
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Transportation Services Manager 1 1 1 1 1
Streets Superintendent 1 1 1 1 1
Streets Foreman 1 1 1 1 1
Crew Foreman 0 1 1 1 1
Light Equipment Operator 8 10 *10 *10 *10
Heavy Equipment Operator 4 4 4 4 4
Street Maintenance Worker (P/T) 0.75 0.75 0.75 0.75 0.75
TOTAL (FT/PT) 15/.75 18/.75 18/.75 18/.75 18/.75
*Includes 2 “frozen” or non-funded positions.
WORKLOAD MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Lane miles of surface treatments,
overlays or microsurfaced streets
33.5
7
10
10
10
2. Square feet of roadway patching 30,000 32,000 35,000 35,000 35,000
3. Traffic signs repaired/installed 350 500 600 1,200 1,400
4. Lane miles of streets maintained 385 425 490 529 540
5. Linear feet of sidewalk installed 300 500 3,750 3,750 3,750
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. % of streets seal coated/surface
treatment
1.5% 1.0% 1.0% 1.0% 5.56%
2. % of streets overlayed 2% 2% 4% 2% 3%
3. PCI** adopted for GASB 34 90 90 90 92 92
** PCI = Pavement Condition Index- City’s minimum PCI = 85
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
702,822 970,691 743,059 Personnel 718,947 962,485
619,801 928,617 698,429 Operations 910,414 790,414
1,148,165 1,135,000 128,000 Capital 2,107,000 1,250,000
2,470,788 3,034,308 1,569,488 3,736,361 3,002,899
Capital
Projects
Capital Projects Table of Contents
Projects
Capital Improvements Summary ............................................................................................ 167
Water Services Summary ....................................................................................................... 168
Water Services – Water ......................................................................................................... 170
Projects ......................................................................................................................... 173
Water Services – Wastewater ................................................................................................ 176
Projects ......................................................................................................................... 178
Water Services – Irrigation ..................................................................................................... 181
Transportation Services Summary ......................................................................................... 182
Street Department......................................................................................................... 185
Projects ......................................................................................................................... 187
Stormwater Drainage Summary ............................................................................................. 189
Projects ......................................................................................................................... 193
Energy Services ..................................................................................................................... 197
General Government Capital Improvements Summary ......................................................... 198
Projects ......................................................................................................................... 201
Capital Improvement Plan
The City of Georgetown annually updates and adopts a five-year Capital Improvements Plan (CIP) Schedule
as part of the operating budget adoption process. Needed capital improvements are identified through system
models, repair and maintenance records, and growth. The City uses a team approach to prioritizing capital
improvement projects, whereby City staff from all operational areas provide input and ideas relating to each
project and its effect on operations, such as:
Fire and Police Services staff provides insight into a project’s impact on emergency traffic
responses, public lighting issues and other public safety concerns.
Planning & Development staff gives direction regarding new development and the infrastructure
needs relating to this growth.
Other utility departments, such as the Street Department, Electric Department and Water
Services Department exchange information regarding each project and coordinated timing of many
of the related projects in an effort to create less inconvenience for the citizens affected.
The timeline for the CIP planning process is outlined below:
January
Initial
Department
Meetings
formulating
projects in CIP
February /
March
Division
Meetings to
coordinate
projects in CIP
Finalized
funding plan
May /June
Present CIP to
Boards and City
Council
September
Adopted along
with Annual
Operating Plan
By using this team approach, the City develops cooperation among the departments, identifies potential
problem areas, and prioritizes financing issues.
The Capital Improvements Projects (CIP) generally consists
of infrastructure and related construction and do not include
small capital items such as furniture, equipment and
vehicles. Significant maintenance projects, such as street
repairs are not included in the capital project schedules.
These maintenance type projects are not capitalized as a
fixed asset and are always cash funded; therefore, they are
considered operational in nature and are included in the
departmental operating budget. The CIP schedules
consolidate the capital spending priorities for all operating
activities of the City, including all governmental and
enterprise activities that provide services to the citizens of
Georgetown.
The CIP Schedules are included as part of the annual
operating budget. The first year of the list becomes the
capital budget for the approved budget year. The following
pages outline the CIP Schedule for each activity and
include anticipated projects, current year project location
and sources of funding.
Funding
Operating Revenue $9,638
Street Maintenance Sales Tax $1,668
Fund Balance / Roll Forward $6,990
Utility Revenue Debt $16,920
Certificates of Obligation $4,000
General Obligation Bonds $1,320
Impact Fees $661
Interest & Other $1,884
Total Funding $43,081
Project Costs
Georgetown Utility Systems
Water Services $18,951
Energy Services $10,773
Transportation Services
Streets $1,795
Stormwater Drainage $2,724
General Government $7,745
Debt Issuance Cost $1,093
Total Project Cost $43,081
2009 / 10 Capital Improvement Summary
(in thousands)
167
Water Services
Introduction
Georgetown Utility Systems Water Services Utility
maintains a Capital Improvement Program (CIP) to address
the community’s need for superior water, wastewater, and
irrigation service. This CIP is determined by many factors
including on-going annexation, service improvement, the
rehabilitation of aging water and wastewater infrastructure,
and the need to meet changing state and federal
requirements.
The City operates three water treatment plants and five
wastewater treatment plants. This table lists each plant
with its current capacity. Water Services retains ownership
of these plants and contracts for their operation. The City’s
current utilization of its water supply is 40% ground water
and 60% surface water.
Growth
Population growth within the Water Utility service area continues to drive the need for capital
improvement. The City of Georgetown’s water and wastewater demand is projected to grow by
approximately 29% over the next five years. The five year plan includes plans to expand the capacity of
the water treatment system to meet peak demand.
Wastewater flows are also anticipated
to grow by approximately 22% over
the next five years. An upgrade to
the San Gabriel plant is scheduled for
2010. Also, permitting for the
Northlands Plant is in progress with
design scheduled for 2012/13 and
permitting for the expansion of
Cimarron Hills is in progress with
expansion scheduled for 2011/12 to
serve the increasing demands for
sewer service. City staff continues to
look for ways to improve services
within the current infrastructure, and
thus delay plant expansions if at all
possible.
Age
One of the greatest issues facing Water Services is the replacement of older water and wastewater
system mains. The City of Georgetown has been providing water and wastewater service for over one
hundred years. Some of the early infrastructure has exceeded its useful life and requires extensive repair
or replacement to continue the delivery of reliable service to the community.
Water Treatment Plants MGD
Lake Water Plant 17.600
San Gabriel Park Plant 6.307
Southside Plant 3.144
Total Capacity 27.051
Wastewater Treatment Plants MGD
San Gabriel Plant 2.500
Pecan Branch Plant 1.500
Dove Springs Plant 2.500
Berry Creek Plant 0.300
Cimarron Hills Plant 0.200
Total Capacity 7.000
168
The Wastewater improvements
being recommended continue the
rehabilitation of sanitary sewer
mains that may be experiencing
inflow and infiltration throughout
the City. An aggressive sanitary
sewer main improvement
program eliminates the potential
for Sanitary Sewer Overflows
(SSO) and allows for the delivery
of reliable wastewater service to
the community.
Regulatory Changes
The City of Georgetown is
subject to requirements of the
Edwards Aquifer Recharge Zone
(EARZ) rules because 98% of
the City is over the Edwards Aquifer Recharge Zone. The regulatory requirements of the Texas
Commission on Environmental Quality (TCEQ) require annual testing of at least 20% of the collection
system every year, thus testing the entire system every 5 years. In 2002/03, the TCEQ approved the
City’s eight-year plan to implement these rules. 2009/10 is the eighth year of this plan to bring
Georgetown’s system into compliance. The testing is included in the Wastewater CIP program. Once
problems are identified, the City has twelve (12) months to make repairs. A significant portion of the
capital budget for the Wastewater Utility is dedicated for inspection and repair of existing mains.
169
2009/10 2010/11 2011/12 2012/13 2013/14 Total
(Thousands of dollars)
Projected Annual Project Cost*
Water $14,667 $10,320 $5,432 $7,560 $17,333 $55,312
Wastewater $4,284 $1,637 $2,747 $8,922 $25,603 $43,193
Irrigation $0 $150 $850 $0 $0 $1,000
Debt Issuance Cost $414 $414 $248 $572 $1,780 $3,428
Sources of Funding
Operating Revenue $9,736 $2,896 $2,145 $2,904 $3,496 $21,177
Utility Revenue Debt $6,200 $8,030 $5,513 $12,729 $39,548 $72,020
Impact Fees $661 $834 $858 $885 $911 $4,149
Interest & Other $2,768 $761 $761 $536 $761 $5,587
In 2005, the City updated its impact fees to more adequately reflect the cost of providing water and wastewater
service.The current fees are $3,324 for water and $1,881 for wastewater outside of the San Gabriel South Fork
basin.The impact fees for development within the San Gabriel South Fork basin is $3,324 for water and $3,114
for wastewater. Revenues from impact fees are expected to increase as the inventory of platted lots is depleted
and new lots under the new fees are developed. These fees are currently being reviewed.
City of Georgetown, Texas
Water Services Capital Improvement Program
2009/10 to 2013/14
The City’s five year Capital Improvement Program funding comes from a combination of cash, debt funding, and
capital recovery fees. Actual amount of debt issues will be determined upon each individual year’s consideration
of actual resources available, coverage requirement and other considerations.
Operating Revenue
Utility Revenue Debt
Impact Fees
Interest & Other
Combined 5 Year Estimated Funding Sources
170
Prior
Project Year 09/10 10/11 11/12 12/13 13/14
(Thousands of dollars)
Current Projects:
Water Mains 1,756 9,013 2,170 1,145 3,023 7,750
Pump and Storage Upgrades 488 3,154 1,150 4,287 2,789 1,076
Water Treatment Plant Upgrade & Expansion 1,000 2,500 7,000 - 1,748 8,507
Totals $3,244 $14,667 $10,320 $5,432 $7,560 $17,333
City of Georgetown, Texas
Water Capital Improvement Program
2009/10 to 2013/14
Projected
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
0
2
/
0
3
0
3
/
0
4
0
4
/
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5
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5
/
0
6
0
6
/
0
7
0
7
/
0
8
0
8
/
0
9
0
9
/
1
0
1
0
/
1
1
1
1
/
1
2
1
2
/
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3
1
3
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Water Capital Project Cost
171
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L
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1
7
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5
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Responsible Division: Water Services
Financial Plan (thousands of dollars) :
Prior Budget
Years 08/09 09/10 10/11 11/12 12/13 13/14 Total
- 1,756 9,013 2,170 1,145 3,023 7,750 24,857
Description :
Estimated Project Cost (000):
Construction 21,610
Design 3,247
Preconstruction -
Other -
Total $24,857
Project Schedule:
Design: Fall
Bid: Spring
Construction: Summer
Funding Sources :
Funded by cash from operations and
utility revenue bonds
09/10 10/11 11/12 12/13 13/14
General - Leak Detection Program 100 100 100 100 100
General - Street Maintenance 100 100 500 500 500
General - Town Square District 50 50 50 50 50
2006 Annexations 6,184 - - - -
DB Wood To Wolf Ranch Pkwy 743 1,920 - - -
Northwest Blvd to Lakeway - - 199 431 1,628
Lakeway to SH195 - - 296 639 2,415
Maple Street - Inner loop Southwester loop - - - 365 787
Lakeway Dr (Williams to Airport Rd)- - - 340 734
Airport Rd ( Lakeway to IH 35)- - - 116 251
Thousand Oaks to Blue Springs - - - 482 1,041
FM 1460 to Maple - - - - 244
Rollforward 1,836 - - - -
Operating Budget Impact (000):*
09/10 10/11 11/12 12/13 13/14
DB Wood to Wolf Ranch Pkwy 3 3 3 3 3
2006 Annexations 40 40 40 40
2006 Annexations (15) (15) (15) (15)
Notes:
City of Georgetown, Texas
Capital Improvement Program
Water Mains
Projected
*Budget impact only reflect projects in the 09/10 FY.
Project entails replacement of water lines in the service area to improve firefighting capabilities and eliminate aged,
undersized lines. Replacement of lines is coordinated with the Street Department CIP program to replace water lines
prior to or during street rehabilitation to minimize the impact of maintenance on upgraded streets. This project also
contains funds for the remaining 2006 annexations,which are located in North Georgetown. These areas include areas
1, 5, 31 and 39.
Photo / Map Placeholder
Subprojects (000):
Basis for Estimate
173
Responsible Division: Water Services
Financial Plan (thousands of dollars) :
Prior Budget
Years 08/09 09/10 10/11 11/12 12/13 13/14 Total
- 488 3,154 1,150 4,287 2,789 1,076 12,944
Description :
Estimated Project Cost (000):
Construction 11,260
Design 1,684
Preconstruction -
Other -
Total $12,944
Project Schedule:
Design: Fall
Bid: Spring
Construction: Summer
Funding Sources :
Funded by cash from operations, utility
revenue bonds and impact fees.
09/10 10/11 11/12 12/13 13/14
LWTP -Clearwell (3MG)3,900 - - - -
LWTP - CTSUD Reimbursement*(921)
Sun City Pump Station Upgrade 175 1,150 - - -
Park WTP & Clearwell Rehabilitation - - 1,500 - -
Rabbit Hill Est. (.5 MG)- - 1,900 - -
Park WTP Pump Station Upgrade - - 448 1,155 -
LWTP Pump Station Upgrade - - 439 1,136 -
Leander Road PP Station and GST (1MG)- - - 498 1,076
Operating Budget Impact (000):**
09/10 10/11 11/12 12/13 13/14
LWTP- Clearwell 1 1 1 1 1
Notes:
**Budget impact only reflect projects in the 09/10 FY.
City of Georgetown, Texas
Capital Improvement Program
Pump and Storage Upgrades
Projected
*Chisholm Trail Special Utility District- is reimbursing the City of Georgetown for a portion of the cost for the expansion of
the Lake Water Treatment Plant- Clearwell.
Project encompasses construction of a new 3 million gallon concrete ground storage tank and related yard piping to
connect to the existing system.This tank is needed to address peak demand and allow higher plant utilization over a 24
hour period. Plus this project also accounts for the Sun City pump station upgrade,which is needed to provide pumping
capacity to the 1065' pressure plane and support full build out of Sun City.Engineering is slotted for 09/10 with
construction to start in 10/11.
Photo / Map Placeholder
Subprojects (000):
Basis for Estimate
174
Responsible Division: Water Services
Financial Plan (thousands of dollars) :
Prior Budget
Years 08/09 09/10 10/11 11/12 12/13 13/14 Total
- 1,000 2,500 7,000 - 1,748 8,507 20,755
Description :
Estimated Project Cost (000):
Construction 18,050
Design 2,705
Preconstruction -
Other -
Total $20,755
Project Schedule:
Design: Fall
Bid: Spring
Construction: Summer
Funding Sources :
Funded by cash from operations and developer
contributions
09/10 10/11 11/12 12/13 13/14
LWTP - Expansion 4,000 12,500 - - -
LWTP- CTSUD Reimbursement*(1,500) (5,500) - - -
Park Plant Expansion - - - 825 5,500
Park Plant Intake Expansion - - - 225 1,500
Southlake WTP Raw Water Line - - - 106 229
Southlake WTP Intake - - - 592 1,278
Southlake WTP (6 MGD)- - - - -
Operating Budget Impact (000):**
09/10 10/11 11/12 12/13 13/14
Electrical Cost 2 2 2 2
Notes:
**Budget impact only reflect projects in the 09/10 FY.
City of Georgetown, Texas
Capital Improvement Program
Water Treatment Plant Upgrade & Expansion
Projected
*Chisholm Trail Special Utility District- is reimbursing the City of Georgetown for a portion of the cost for the expansion of
the Lake Water Treatment Plant.
This project accounts for the expansion of existing plants to meet present and future needs of the City.The construction
of two additional settling basins,5 filters,completion of the dewatering facilities,and replacement of the existing intake
pumps will add greater capacity to meet the peak irrigation demands of the summer months.
Photo / Map Placeholder
Subprojects (000):
Basis for Estimate
175
Prior
Project Year 09/10 10/11 11/12 12/13 13/14
(Thousands of dollars)
Current Projects:
Wastewater Interceptors 1,229 3,070 1,250 1,651 3,596 8,726
Plant Upgrades 1,565 500 - 83 4,152 10,558
Pumping Upgrades 116 714 387 1,013 1,174 6,319
Totals $2,910 $4,284 $1,637 $2,747 $8,922 $25,603
City of Georgetown, Texas
Wastewater Capital Improvement Program
2009/10 to 2013/14
Projected
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$15,000
$20,000
$25,000
$30,000
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/
0
6
0
6
/
0
7
0
7
/
0
8
0
8
/
0
9
0
9
/
1
0
1
0
/
1
1
1
1
/
1
2
1
2
/
1
3
1
3
/
1
4
Th
o
u
s
a
n
d
s
Wastewater Capital Project Cost
176
M
E
A
D
O
W
L
A
R
K
C
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R
J
A
N
A
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B
O
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N IH 35
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W
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B
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A
C
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A
B
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SERENADA
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1
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M H I LL D R
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R I V ERY B L V D
W
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S IH 35
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1
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1
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5
NE INNER LOOP
W
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Y
A
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S AUSTIN AVE
S
M
A
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1
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B
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B
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BROADVISTA CT
D
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V
W
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M
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A
N
D
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L
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1
4
3
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1
3
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0
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L
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N
B
R
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OAK KNOLL LNPOPLAR DR
B
A
Y
H
I
L
L
C
T
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Y
-
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LAUREL ST
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REENSIDE LN
E
2
1
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2
1
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N
N
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L
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SHELL RD
S
A
N
M
A
R
C
O
S
W
A
Y
CAMP D
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S
T
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C
K
MAN TR L
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1
5
2
OLD AIRPORT RD
S
H
A
D
Y
H
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L
L
O
W
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SHELL RD
G
A
B
R
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B
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K
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K
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L
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W
O
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DRIVEWAY
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1
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Responsible Division: Water Services
Financial Plan (thousands of dollars) :
Prior Budget
Years 08/09 09/10 10/11 11/12 12/13 13/14 Total
- 1,229 3,070 1,250 1,651 3,596 8,726 19,522
Description :
Estimated Project Cost (000):
Construction 16,980
Design 2,542
Preconstruction -
Other -
Total $19,522
Project Schedule:
Design: Fall
Bid: Spring
Construction: Summer
Funding Sources :
Funded with cash from operations.
09/10 10/11 11/12 12/13 13/14
WW Line Upgrades 250 250 250 250 250
Edwards Aquifer Compliance 1,000 1,000 1,000 1,000 1,000
2006 Annexations 1,395 - - - -
San Gabriel FM 1460 Interceptor - - 245 530 2,002
South IH 35 Interceptor Upgrade Phase I - - 156 336 1,269
Berry Creek to Pecan Branch Interceptor - - - 204 441
Berry Creek Interceptor Phase I - - - 900 1,943
South IH 35 Interceptor Upgrade Phase II - - - 376 812
Berry Creek Interceptor Phase II & III - - - - 476
Mankins Interceptor South - - - - 402
McNutt Interceptor - - - - 131
Rollforwards 425 - - - -
Operating Budget Impact (000):*
09/10 10/11 11/12 12/13 13/14
Possible operational savings due to reduced - 17 17 17 17
inflow and infiltration - (5) (5) (5) (5)
Notes:
City of Georgetown, Texas
Capital Improvement Program
Wastewater Interceptors
Projected
*Budget impact only reflect projects in the 09/10 FY.
Project entails replacement of wastewater lines in the service area to improve flow and eliminate aged, undersized lines.
Replacement of lines is coordinated with the Street Department CIP program to replace wastewater lines prior to or
during street rehabilitation to minimize the impact of maintenance on upgraded streets.EARZ rehabilitation and the
demand on the budget leave only a small amount of funds to be set aside for projects that have not specifically been
identified.
Photo / Map Placeholder
Subprojects (000):
Basis for Estimate
178
Responsible Division: Water Services
Financial Plan (thousands of dollars) :
Prior Budget
Years 08/09 09/10 10/11 11/12 12/13 13/14 Total
- 1,565 500 - 83 4,152 10,558 16,858
Description :
Estimated Project Cost (000):
Construction 14,660
Design 2,198
Preconstruction -
Other -
Total $16,858
Project Schedule:
Design: Fall
Bid: Spring
Construction: Summer
Funding Sources :
Funded with cash from operations.
09/10 10/11 11/12 12/13 13/14
San Gabriel WWTP Diesel Generator Replacement 500 - - - -
Cimarron Hills WWTP Expansion - - 754 1,927 -
Cimarron Hills WWTP - Oaks MUD Reimbursement - - (671) (1,715) -
Northern Lands WWTP (1.5 MGD)- - - 3,940 10,558
Operating Budget Impact (000):*
09/10 10/11 11/12 12/13 13/14
Electrical cost 1 1 1 1 1
Notes:
*Budget impact only reflect projects in the 09/10 FY.
City of Georgetown, Texas
Capital Improvement Program
Plant Upgrades
Projected
Project includes the removal of the existing underground fuel storage tank, installation of a new above ground fuel
storage tank, and replacement of the existing Diesel Generator. The addition of above ground fuel storage tank helps
minimize the environmental risk of an underground tank.
Photo / Map Placeholder
Subprojects (000):
Basis for Estimate
179
Responsible Division: Water Services
Financial Plan (thousands of dollars) :
Prior Budget
Years 08/09 09/10 10/11 11/12 12/13 13/14 Total
- 116 714 387 1,013 1,174 6,319 9,723
Description :
Estimated Project Cost (000):
Construction 8,450
Design 1,273
Preconstruction -
Other -
Total $9,723
Project Schedule:
Design: Fall
Bid: Spring
Construction: Summer
Funding Sources :
Funded with cash from operations.
09/10 10/11 11/12 12/13 13/14
Lift Station Upgrades 250 250 250 250 250
River Down & Ridge Ls Decommissioning 464 - - - -
Sun City Lift Station Upgrade I - 137 763 - -
Westinghouse Lift Station Upgrade - - - 269 696
Berry Creek to Pecan Branch Lift and FM - - - 655 1,414
Cowan Creek Lift Station and FM - - - - 1,944
Dove Springs WWTP Lift - - - - 913
McNutt Lift Station and FM - - - - 1,102
Operating Budget Impact (000):*
09/10 10/11 11/12 12/13 13/14
Power savings (7) (7) (7) (7) (7)
Notes:
*Budget impact only reflect projects in the 09/10 FY.
City of Georgetown, Texas
Capital Improvement Program
Pumping Upgrades
Projected
Project is a multi-year project to upgrade or decommission of the City's 33 lift stations. Included are control panel
upgrades, SCADA and fiber upgrades, pump upgrades, emergency diesel installation, installation of safety grates, etc.
Photo / Map Placeholder
Subprojects (000):
Basis for Estimate
180
Prior
Project Year 09/10 10/11 11/12 12/13 13/14
(Thousands of dollars)
Future Projects:
San Gabriel Reuse Upgrades Phase II - - 150 - - -
San Gabriel Park Line Upgrades - - - 850 - -
Totals $0 $0 $150 $850 $0 $0
City of Georgetown, Texas
Irrigation Capital Improvement Program
2009/10 to 2013/14
Projected
$0
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$1,500
$2,000
$2,500
$3,000
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Th
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Irrigation Capital Project Cost
181
Transportation Services
Introduction
Transportation Services manages, maintains and repairs City streets and right-of-way. Some of the
additional responsibilities of the Street Department include traffic control, emergency response
operations, special events, and assistance in code enforcement. Daily responsibilities include inspection
of roadways for sign repair, pavement management and removal of sight obstructions. Transportation
Services has experienced a growth in demand for maintenance and rehabilitation of the City’s roadway
system.
The Street Department Capital Improvement
Budget includes maintenance and rehabilitation
of the City’s roadway system and support of new
transportation construction projects. Funding for
maintenance and rehabilitation from the City’s
General Fund is approximately $873,000
annually.
Street Maintenance Sales Tax
In November 2002, voters passed a quarter-cent
sales tax increase that became effective April 1,
2003. Proceeds from the new tax can only be
used to make improvements to streets in
existence at the time of the election and cannot
be used for construction of new streets.
Revenues from this tax equal approximately $1.9 million per year for maintenance and rehabilitation of
City streets. The tax was reauthorized by voters in November 2006; the tax will be brought back to the
voters for reauthorization once every four years. The next election will be held in November 2010.
Georgetown Transportation Enhancement Corporation
In May 2001, voters approved a 4B half-cent sales tax for transportation improvements that provide
economic benefit to the community. The 4B is known as the Georgetown Transportation Enhancement
Corporation (GTEC). GTEC approves projects funded through this sales tax.
Overall Transportation Improvement Plan
The City adopted its Transportation Plan (OTP) in 2004 to guide the City’s growth and development. It’s
through this plan that future road construction is projected. As part of this process, the GTEC board
approves its annual Transportation Improvement Plan (TIP) which includes projects identified in the City’s
overall Transportation Plan that meet the GTEC guidelines. The TIP is a five-year projection and is
updated annually with year one being the annual GTEC budget this is approved by the City Council. The
GTEC budget is not included in this CIP document.
The OTP is reviewed by the Georgetown Transportation Advisory Board (GTAB) who makes
recommendations to the City Council. In November 2008, voters authorized $46 million of General
Obligation debt to be issued for road improvements. This CIP budget includes $1,320,000 for the
widening of DB Wood @ Williams Dr. to the Water Treatment Plant.
182
Historic Downtown
In the past few years, several rehabilitation and maintenance projects have focused on the Historic
Downtown Square Area. The City will continue efforts to maintain and rehabilitate Historic Georgetown,
as well as keep pace with the growth of our community.
GASB 34 – Modified Approach
The Governmental Accounting Standards Board Statement Number 34 allows for an alternative to
depreciation expense for certain infrastructure, termed the modified approach. The following conditions
must be met:
• The government manages the eligible assets using an asset management system to:
o Keep an up-to-date asset inventory,
o Perform condition assessments and report the results on a measurement scale, and
o Estimate the annual amount to maintain and preserve the eligible infrastructure assets at
the condition level established and disclosed by the government
• The government must document that the eligible assets are being preserved approximately at or
above the condition level established and disclosed by the government.
The City completed its inventory and implemented its pavement management information system in
February 2005. The initial assessment rated Georgetown’s street condition as “good” with a 90.0
pavement condition index. The Council has directed staff to incorporate a policy to maintain a minimum
average PCI of 85. Current funding should adequately fund that level of PCI within Georgetown for near
future. The PCI for fiscal year 2008 was 93. Growth factors, including the construction of major roads,
such as Inner Loop, could impact that condition over time. This system will be monitored closely and
reviewed in detail again in 2010. The proposed CIP includes funding for an update of the Pavement
Management System in 2012.
183
2009/10 2010/11 2011/12 2012/13 2013/14 Total
(Thousands of dollars)
Projected Annual Project Cost $2,547 $2,429 $2,460 $2,625 $2,611 $12,672
Street Maintenance 2010 $1,795 $1,780 $2,032 $2,065 $2,208 $9,880
Street Rehabilitation 2010 $752 $649 $428 $560 $403 $2,792
Sources of Funding
Street Maintenance Sales Tax $1,668 $1,775 $1,902 $2,036 $2,178 $9,559
General Fund & Other $879 $654 $558 $589 $433 $3,113
City of Georgetown, Texas
Transportation Capital Improvement Program
2009/10 to 2013/14
The capital budget includes major rehabilitation of the City's roadway systems.In November 2002, voters approved a
quarter cent sales tax for maintenance of existing City streets. This sales tax revenue provides the majority of funding
for street rehabiliation projects over the next three years. This tax was reauthorized by the voters in November 2003,
and the tax will go before the voters again in November 2010 for renewal.
Street Maintenance
Sales Tax
General Fund & Other
Combined 5 Year Estimated Funding Sources
184
Prior
Project Year 09/10 10/11 11/12 12/13 13/14
(Thousands of dollars)
Current Projects:
Street Maintenance 2010 3,150 1,795 - - - -
Street Rehabilitation 2010 723 752 - - - -
Future Projects:
Street Maintenance 2011 - - 1,780 - - -
Street Rehabilitation 2011 - - 649 - - -
Street Maintenance 2012 - - - 1,932 - -
Street Rehabilitation 2012 - - 428 - -
Street Maintenance 2013 - - - - 2,065 -
Street Rehabilitation 2013 - - - 560 -
Street Maintenance 2014 - - - - - 2,208
Street Rehabilitation 2014 - - - - 403
Pavement Management System Update - - - 100 - -
Totals 3,873 $2,547 $2,429 $2,460 $2,625 $2,611
Projected
City of Georgetown, Texas
Transportation Capital Improvement Program
2009/10 to 2013/14
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14
Th
o
u
s
a
n
d
s
Streets Capital Project Cost
185
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2010 Street Maintenance Projects
J:\GIS-CAD\Streets\2010 Street Maintenance projects.mxd
HIPR
Surface Treatment
Overlay
City Limits
May 2009
HIPRHIPR HIPRHIPR
MaintenanceMaintenanceMaintenanceMaintenance
HIPR MaintenanceHIPR MaintenanceHIPR MaintenanceHIPR Maintenance
SurfaceSurface SurfaceSurface
TreatmentTreatment TreatmentTreatment
SurfaceSurface SurfaceSurface
TreatmentTreatment TreatmentTreatment
HIPRHIPR HIPRHIPR
MaintenanceMaintenanceMaintenanceMaintenance
OverlayOverlay OverlayOverlay
MaintenanceMaintenanceMaintenanceMaintenance
186
Responsible Division: Street Department
Financial Plan (thousands of dollars) :
Prior Budget
Years 08/09 09/10 10/11 11/12 12/13 13/14 Total
- 3,150 1,795 - - - - 4,945
Description :
Estimated Project Cost (000):
Construction 4,300
Design 645
Preconstruction -
Other -
Total $4,945
City of Georgetown, Texas
Capital Improvement Program
Street Maintenance 2010
Projected
Streets listed as subprojects under "Maintenance" were identified as being in most need of surface treatments with only
minor repairs to roadways. Roadways are evaluated by history, condition, age and number and type of previous
treatments performed. Some of these surface treatments can be classified as "preventative maintenance". These
subprojects are funded by the quarter of a cent sales tax.
Project Schedule :
Design: Fall
Bid: Spring
Construction: Summer
Funding Sources :
Funded with Street Maintenace Sales Tax
09/10 10/11 11/12 12/13 13/14
Rejuvenator 2338 to Sun City Blvd 491 - - - -
HIPR Zone A 1, 3, 4 to A10,11, B10 985 - - - -
Surface Trtmnt Zone A13 to B13,19 144 - - - -
Overlay Zone A 4 175 - - - -
Operating Budget Impact (000):
09/10 10/11 11/12 12/13 13/14
Notes:
Basis for Estimate
Photo / Map Placeholder
Subprojects (000):
187
Responsible Division: Street Department
Financial Plan (thousands of dollars) :
Prior Budget
Years 08/09 09/10 10/11 11/12 12/13 13/14 Total
- 723 752 - - - - 1,475
Description :
Estimated Project Cost (000):
Construction 1,283
Design 192
Preconstruction -
Other -
Total $1 475
City of Georgetown, Texas
Capital Improvement Program
Street Rehabilitation 2010
Projected
Streets listed as subprojects under "Rehabilitation" were identified as being in most need of repair or rehabilitation
because of their asphalt and subgrade failures, drainage problems and deteriorating curbs. Subgrade stabilization,
valley gutter installation and curb and gutter addition or replacement are combined with surface treatments to bring the
pavement condition back into the high 90s.
Total $1,475
Project Schedule :
Design: Fall
Bid: Spring
Construction: Summer
Funding Sources :
Funded with General Fund
09/10 10/11 11/12 12/13 13/14
E. 11th Street S. Myrtle St. To Ash St. 196 - - - -
Ash Street E. University To E. 8th St.334 - - - -
W. 10th Street MLK Jr.St To S. Austin Ave 155 - - - -
S. Church Street E. University to E. 11th St.67 - - - -
Operating Budget Impact (000):
09/10 10/11 11/12 12/13 13/14
Notes:
Subprojects (000):
Basis for Estimate
Photo / Map Placeholder
188
Stormwater Drainage Utility
Introduction
The Stormwater Drainage Utility manages and maintains stormwater infrastructure operations and
facilities. Some of the additional responsibilities of the Stormwater Drainage Utility are assisting other
Divisions in City code enforcement. Daily responsibilities include drainage and flood control when
needed, right-of-way mowing and cleaning, street sign maintenance and street cleaning operations.
The Stormwater Drainage Utility has been focusing on meeting the Environmental Protection Agency’s
(EPA) Phase II regulations and requirements regarding stormwater control in municipalities. Even though
current belief is for Georgetown to not be under the phase II regulations until 2011, the City is working to
be compliant prior to the mandate.
The 2009/10 Five Year Capital Improvement Plan (CIP) includes projects aimed at improving stormwater
drainage, erosion control and the compilation of stormwater assets. The Eubank Drainage and CR 152
Culvert projects will adequately size drainage structures stormwater run-off. In 2008/09, the utility
initiated a study to build a complete stormwater system inventory to help address the requirements of the
EPA Phase II requirements.
189
2009/10 2010/11 2011/12 2012/13 2013/14 Total
(Thousands of dollars)
Projected Annual Project Cost $2,724 $1,381 $1,675 $2,090 $2,050 $9,920
Debt Issuance Cost $152 $152 $55 $86 $91 $536
Sources of Funding
Operating Revenue $835 $633 $509 $256 $114 $2,347
Utility Revenue Debt $1,200 $900 $1,221 $1,920 $2,027 $7,268
Interest & Other $841 $0 $0 $0 $0 $841
City of Georgetown, Texas
Stormwater Capital Improvement Program
2009/10 to 2013/14
The City will be determining a source of revenue to fund the EPA Phase II regulations,the Regional
Stormwater Plan, and other requirements regarding stormwater control within municipalities.The most likely
revenue source is through a combination of stormwater fees and developer fees paid in-lieu of onsite
Operating Revenue
Utility Revenue Debt
Interest & Other
Combined 5 Year Estimated Funding Sources
190
Prior
Project Years 09/10 10/11 11/12 12/13 13/14
(Thousands of dollars)
New Projects:
Eubank Drainage Improvements - 300 - - - -
Curb and Gutter Replacements 41 559 300 300 300 300
Stormwater Infrastructure Upgrades - 200 200 200 200 -
7th and 9th Street Storm Drain - 200 - - - -
Future Projects:
CR 152 Culvert Improvements - - 200 - - -
Conveyance Vegatation Excavation - - - 300 300 -
Maple Street Drainage Improvements - - 356 - -
Serenada Culvert Improvements - - - - 290 -
Sierra Vista Channel Improvements - - - 125 - -
South Austin Ave Drainage - - - - 850 -
San Gabriel Park Bank Erosion - - - - - 250
San Gabriel Park Retaining Wall - - - - - 200
Airport Road / Pecan Branch - - - - - 1300
TOD - - 75 750 150 -
Rollforwards
Projected
City of Georgetown, Texas
Stormwater Capital Improvement Program
2009/10 to 2013/14
Rollforwards
Stormwater Inventory 150
Railroad Drainage 5 30 250
Northwest @ IH35 33 292
18th & Pine - 58 - - - -
Churchill Farms - 25 - - - -
Maple Street Culvert Improvements 40 910 - - - -
Totals $119 $2,724 $1,381 $1,675 $2,090 $2,050
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14
Th
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s
a
n
d
s
Stormwater Capital Project Cost
191
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C.I.P. 2009-2010
Stormwater Drainage Improvements
J:\GIS-CAD\CIPBudget\CIP09-10\Stormwater Drainage.mxd
Project List
1. 7th St/8th St - Austin Ave/Rock St
Drainage Collection Area Improvements
2. Eubank Dr Drainage Improvements
- Citywide projects not shown on map -
Curb and Gutter Improvements
Stormwater Infrastructure Upgrades
li Project Locations
May 2009
192
Responsible Division: Stormwater Drainage
Financial Plan (thousands of dollars) :
Prior Budget
Years 08/09 09/10 10/11 11/12 12/13 13/14 Total
- - 300 - - - - 300
Description :
Estimated Project Cost (000):
Construction 261
Design 39
Preconstruction -
Other -
Total $300
City of Georgetown, Texas
Capital Improvement Program
Eubank Drainage Improvements
Projected
Upgrade catch basin at 18th and Eubank and add conveyance capacity from 18th to 22nd Street to correct flooding at
this loacation.
Project Schedule :
Design: Underway
Bid: Spring
Construction: Summer
Funding Sources :
Funded with cash from Drainage Utility and
future utility revenue debt.
09/10 10/11 11/12 12/13 13/14
Eubank Drainage Improvements 300 - - - -
Operating Budget Impact (000):
09/10 10/11 11/12 12/13 13/14
Notes:
Basis for Estimate
Subprojects (000):
MAP OR PHOTO
193
Responsible Division: Stormwater Drainage
Financial Plan (thousands of dollars) :
Prior Budget
Years 08/09 09/10 10/11 11/12 12/13 13/14 Total
- 41 559 300 300 300 300 1,800
Description :
Estimated Project Cost (000):
Construction 1,543
Design 232
Preconstruction -
Other 25
Total $1,800
City of Georgetown, Texas
Capital Improvement Program
Curb and Gutter Replacements
Projected
This project will consist of replacing deteriorating stand-up curbs with curb and gutter. Stand-up curbs throughout the
City will be evaulated on their condition and their potential to cause damage to roadways. The curbs identified in areas
with the poorest drainage are most likely to contribute to road damage. These curbs will be targeted for replacement.
These replacements will save the City from having to perform much more costly street rehabilitation.
Project Schedule :
Design: As required
Bid: -
Construction: As required
Funding Sources :
Funded with cash from Drainage Utility and
future utility revenue debt.
09/10 10/11 11/12 12/13 13/14
Curb and Gutter Replacement 300 300 300 300 300
Curb and Gutter Replacement 08 rollforward 259
Operating Budget Impact (000):
09/10 10/11 11/12 12/13 13/14
Notes:
Basis for Estimate
Subprojects (000):
MAP OR PHOTO
194
Responsible Division: Stormwater Drainage
Financial Plan (thousands of dollars) :
Prior Budget
Years 08/09 09/10 10/11 11/12 12/13 13/14 Total
- - 200 200 200 200 - 800
Description :
Estimated Project Cost (000):
Construction 667
Design 133
Preconstruction -
Other -
Total $800
Project Schedule :
Design: Fall
Bid: Spring
Construction: Fall
Funding Sources :
Funded with cash from Drainage Utility and
future utility revenue debt.
09/10 10/11 11/12 12/13 13/14
Stormwater Infrastructure Upgrade 200 200 200 200 -
Operating Budget Impact (000):
09/10 10/11 11/12 12/13 13/14
Notes:
City of Georgetown, Texas
Capital Improvement Program
Stormwater Infrastructure Upgrades
Projected
This project initates the Stormwater Master Plan element of the Transit Oriented Development (TOD).The TOD is
situated near the intersection of Southeast Inner Loop and Maple Street.
MAP OR PHOTO
Subprojects (000):
Basis for Estimate
195
Responsible Division: Stormwater Drainage
Financial Plan (thousands of dollars) :
Prior Budget
Years 08/09 09/10 10/11 11/12 12/13 13/14 Total
- - 200 - - - - 200
Description :
Estimated Project Cost (000):
Construction 181
Design 19
Preconstruction -
Other -
Total $200
Project Schedule :
Design: Fall
Bid: Spring
Construction: Summer
Funding Sources :
Funded with cash from Drainage Utility and
future utility revenue debt.
09/10 10/11 11/12 12/13 13/14
7th and 9th Street Storm Drain 200
Operating Budget Impact (000):
09/10 10/11 11/12 12/13 13/14
Notes:
Basis for Estimate
City of Georgetown, Texas
Capital Improvement Program
7th and 9th Street Storm Drain
Subprojects (000):
Map of Downtown Ponds
Projected
The Storm drain Conveyance and inlets on 7th Street between Rock and Forest consists of underground stacked brick
and mortar box channels.The structure is hazardous and in need of replacement.The storm drain on 9th Street
between Austin Avenue and Rock has become clogged with tree roots and has a possible collapse from utility repairs.
This pipe is fed by partially collapsed inlets and culvert crossing on the east side of the intersection of Austin and Rock.
This project will repair and replace the failing locations.
196
2009/10 2010/11 2011/12 2012/13 2013/14 Total
(Thousands of dollars)
Projected Annual Project Cost *$7,773 $6,516 $5,739 $4,439 $3,529 $27,996
Bond Issuance Cost $127 $137 $102 $43 $7 $416
Sources of Funding
Operating Revenue $210 $1,763 $2,129 $2,734 $2,975 $9,811
Developer Reimbursement $325 $325 $325 $325 $325 $1,625
Utility Revenue Debt $5,411 $4,565 $3,387 $1,423 $236 $15,022
Interest & Other $1,954 $0 $0 $0 $0 $1,954
*09/10 does not include $3M for Ami/Cis
City of Georgetown, Texas
Energy Services Capital Improvement Program
2009/10 to 2013/14
The City’s five year Capital Improvements Program is projected to be funded through a combination of cash and debt
funding, based on financial forecasting of the Electric Fund. Actual amount of debt issues will be determined upon
each individual year’s consideration of actual resources available, coverage requirements and other considerations.
Operating Revenue
Developer
ReimbursementUtility Revenue Debt
Interest & Other
Combined 5 Year Estimated Funding Sources
197
General Government Capital Improvements
In September 2003, City Council adopted a Facilities Plan to guide the planning and construction of city
facilities. The plan addresses immediate, five-year and long-term facility needs. The immediate needs
identified in 2003 have been addressed. They included Fire Station I relocation, new library, renovation
of community center, and information technology, all completed in 2007, as well as, the recreation center
expansion currently underway, with completion scheduled for Jan 2009. The 2009/10 Capital
Improvement Plan addresses several of the 5-year needs identified by the Facilities Plan and are being
evaluated in June 2009
The 2009/10 CIP includes funds to purchase land and construct Fire Station 5, repay Williamson County
for the City’s portion of the expansion of Williams Drive and to purchase a Computer Aided Dispatch
system for Public Safety. Projects and related timings are subject to change depending on Council’s
direction regarding department relocations.
In 2008, the plan’s intent is to provide a guide of the development of the park system through the year
2014. The plan was prepared with input from the community, the City Council, the Parks Board and City
Staff. In November 2008, voters authorized $35.5 million in bonds for Parks and Recreation Projects.
The projects and related timings are being evaluated in future years. The City will not be issuing any debt
for Parks and Recreation projects in 2009/2010
198
2009/10 2010/11 2011/12 2012/13 2013/14 Total
(Thousands of dollars)
Projected Annual Project Cost $7,720 $7,134 $16,085 $11,375 $16,900 $59,214
Bond Issuance Cost $400 $400 $787 $563 $822 $2,972
Equipment $25 $931 $1,397 $1,126 $1,368 $4,847
Sources of Funding
Certificates of Obligation $4,000 $6,865 $12,499 $6,669 $3,770 $33,803
General Obligation Bonds $1,320 $1,200 $5,450 $6,075 $15,000 $29,045
Transfer In/ Fund Bal.$2,400 - - - - $2,400
Interest & Other $425 $400 $320 $320 $320 $1,785
City of Georgetown, Texas
General Capital Improvement Program
2009/10 to 2013/14
The Facilities five year Capital Improvement Program funding comes from a combination of cash contributions, debt
funding and interest income. Actual amount of debt issues will be determined upon project timing and available and
previously unallocated funds (previous year-end excess funds).
$0
$5,000
$10,000
$15,000
$20,000
$25,000
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General Capital Project Cost
199
Prior
Project Year 09/10 10/11 11/12 12/13 13/14
(Thousands of dollars)
Facilities and Equipment:
Future Fire Stations - 2,500 200 1,800 200 200
Williams Drive Widening with WILCO 1,500 1,500 1,500 635 - -
Public Safety Software - 950 - - - -
DB Wood Widening - 1,320 - - - -
Remodel Fire Station 2 - - 529 - -
Equipment Storage yard - - 289 - - -
Various Building Renovations - - - 500 - -
SCBA Upgrade/Replacement 400 - - 400 - -
AED's - 25 - - - -
Renovate Downtown Fire Station - - - 250 3,000 -
Fire Training Facility - - - - 50 1,000
Old Library Renovations TBD - - - - - -
Police Facility Renovation TBD - - - - - -
Park Improvements
Westside Park - - 1,000 - - -
Neighborhood Park Development - - 750 200 200 -
River Trails Expansion - - 200 - 750 -
Dog Park - - 100 - 125 -
San Gabriel Park Imp - - - 5,000 5,000 -
Spray Park on West side - - - 250 - -
Little League Complex - - - - - 5,000
Garey Park Match - - - - - 10,000
Update Parks Masterplan - - - - - 200
Williams Drive Gateway
Gateway Blvd, ROW acquisition - - 1,016 2,000 - -
Gateway Blvd const & imp - - - 800 800 500
Transit Oriented Development District
Street Construction - - 750 750 750 -
Utility Extension - - 500 500 500 -
Site Acquistion - TOD Parking - - 300 - - -
ROW acquisition - - - 3,000 - -
Roll Forwards
DB Wood Widening 102 278 - - - -
GMC Renovation 45 832 - - - -
SE1 Maple to SW Blvd 411 339 - - - -
Totals 2,458 7,745 $7,134 $16,085 $11,375 $16,900
Projected
City of Georgetown, Texas
General Capital Improvement Projects
2009/10 to 2013/14
200
Responsible Division: Facilities / Equipment
Financial Plan (thousands of dollars) :
Prior Budget
Years 08/09 09/10 10/11 11/12 12/13 13/14 Total
- 1,677 4,975 3,153 1,800 200 200 12,005
Description :
Estimated Project Cost (000):
Construction 10,914
Design 1,091
ROW/Easements/Land -
Other -
Total $12,005
Project Schedule :
Design: To Be Determined
Bid: To Be Determined
Construction: To Be Determined
Funding Sources :
Certificates of Obligations
Cash from the General Fund
09/10 10/11 11/12 12/13 13/14
Future Fire Stations 2,500 200 1,800 200 200
Williams Drive Widening w/ WILCO 1,500 2,135 - - -
Public Safety Software 950 - - - -
Remodel Fire Station 2 - 529 - - -
Equipment Storage Yard - 289 - - -
AED's 25 - - - -
Operating Budget Impact (000):
09/10 10/11 11/12 12/13 13/14
Fire Station Utilities - - 3 6 6
Fire Station Staffing - - 340 680 680
Building Maintenance Costs - - 30 45 45
Notes:
Basis for Estimate
Photo / Map Placeholder
City of Georgetown, Texas
Capital Improvement Projects
Facilities / Equipment
Subprojects :
Projected
The project for Fire Station 5 is to fund the land purchase and construction. This fire station and future stations will
maintain emergency response times to the new developments withing the City's service area.
The City has an inter-local agreement with Williamson County for the repayment of the Williams Drive expansion
project.
The Police Department will be purchasing a new computer aided dispatch system to maintain emergency response
needs of the City.
201
Responsible Division: Street Department
Financial Plan (thousands of dollars) :
Prior Budget
Years 08/09 09/10 10/11 11/12 12/13 13/14 Total
- 102 1,320 - - - - 1,422
Description :
Estimated Project Cost (000):
Construction 1,237
Design 185
Preconstruction -
Other -
Total $1,422
Project Schedule :
Design: Fall
Bid: Spring
Construction: May 2010
Funding Sources :
Funded with General Obligation bonds.
09/10 10/11 11/12 12/13 13/14
DB Wood Widening Williams Dr to Water Plant 1,320
Operating Budget Impact (000):
09/10 10/11 11/12 12/13 13/14
Notes:
Basis for Estimate
Widening of North West Inner Loop (D.B.Wood)to 4-lanes from the intersection of Williams Drive to the Water
Treatment Plant. Project timed with the Williams Drive Improvements. Construction to start May 2010 and be completed
by February 2011.
City of Georgetown, Texas
Capital Improvement Program
DB Wood Widening
Subprojects (000):
Photo / Map Placeholder
Projected
202
Debt
Debt Table of Contents
Debt Management & Policy ................................................................................................................. 203
Outstanding Debt Summary ................................................................................................................ 204
General Debt Service
Outstanding Debt By Type ..................................................................................................... 205
Legal Debt Margin for General Obligation .............................................................................. 205
Principal & Interest Requirements -Tax-Supported................................................................ 206
Principal & Interest Requirements - Self-Supporting .............................................................. 207
Utility Debt Service
Principal & Interest Requirements .......................................................................................... 208
Utility Revenue Bond Debt Coverage ..................................................................................... 209
Proposed Debt Issues ......................................................................................................................... 210
203
Debt Management & Policy
The City’s goal is to fund capital improvement projects on a ”pay as you go” basis wherever possible. For large
infrastructure projects and during heavy growth, debt financing is sometimes required. Debt financed projects must
meet the City’s financing criteria as included in the Fiscal and Budgetary Policy.
X. Debt Management
The City of Georgetown recognizes the primary purpose of capital facilities is to provide services to
the community. Using debt financing to meet the capital needs of the community must be evaluated
according to efficiency and equity.
• Efficiency must be evaluated to determine the highest rate of return for a given investment of
resources.
• Equity is resolved by determining who should pay for the cost of capital improvements.
In meeting the demand for additional services, the City will strive to balance the needs between debt
financing and “pay as of you” methods. The City realizes that failure to meet the demands of growth
may inhibit its continued economic viability, but also realizes that too much debt may have
detrimental effects on the City’s long-term financial condition.
The City will issue debt only for the purpose of acquiring or constructing capital assets for the
general benefit of its citizens and to allow it to fulfill its various purposes as a city. Debt financing will
be considered for non-continuous capital improvements of which future citizens will be benefited.
Financing alternatives will be explored prior to debt issuance.
When the City of Georgetown utilizes long-term financing, it will ensure that the debt is soundly
financed by:
• Conservatively projecting the revenue sources that will be utilized to pay the debt.
• Financing the improvement over a period not greater than the useful life of the improvement.
• Determining that the cost benefit of the improvement including interest costs is positive.
The City may utilize the benefits of short-term debt financing to purchasing operating equipment
provided the debt doesn’t extend past the useful life of the asset, and the potential impact to the tax
rate is within policy guidelines. The I & S (interest and sinking) portion of the tax rate can not exceed
$0.04 for short-term debt (3-10 years).
The City’s debt management objective is to maintain level debt service that does not adversely impact tax or utility
rates and does not hinder the City’s ability to effectively operate the utility systems, street network, or other facilities.
The City’s debt payments must stay within provisions of state law, bond covenants and council adopted policies. All of
these criteria and objectives are met with the debt financing proposed in this budget.
The City of Georgetown’s bonds are rated:
General Obligation Utility Revenue
Moody’s AA3 Aa3
Standard & Poor’s
AA+
AA- Fitch AA A+
204
Outstanding Debt Summary - By Type as of October 1, 2009
Debt 2009/2010 2009/2010
Outstanding %Principal & Interest Handling Fees
GENERAL GOVERNMENT TAX SUPPORTED DEBT:
Certificate of Obligation and General Obligation Bonds:
Streets and Transportation 1,900,008 3%172,505 1,139
Parks and Recreation Facilities 11,618,200 20%1,010,649 300
Public Safety Facilities 3,393,130 6%802,177 1,745
Other City Facilities 40,186,435 70%4,135,883 6,301
TOTAL TAX SUPPORTED DEBT 57,097,773 100%6,121,214 9,485
ENTERPRISE DEBT:
Utility Revenue Bonds:
Electric 29,230,821 46%2,786,727 1,500
Water Services
Irrigation 1,358,064 2%118,186 1,000
Water 18,572,035 29%1,565,984 1,000
Wastewater 10,429,080 16%2,073,308 1,000
Total Utility Revenue Debt 59,590,000 6,544,205 4,500
Certificates of Obligation Bonds - Self-Supporting: (2)
Airport 1,216,733 2%164,962 420
Stormwater Drainage 2,976,027 5%328,457 595
Total CO Bonds - Self Supporting 4,192,760 493,419 1,015
TOTAL ENTERPRISE DEBT 63,782,760 100%7,037,624 5,515
TOTAL CITY SUPPORTED DEBT 120,880,533 13,158,838 15,000
CONTRACTUAL OBLIGATIONS (1):
Brazos River Authority (BRA) Contractual Obligation 25,682,720 963,297
Total Contractual Obligations 25,682,720 963,297
(1) Funds Georgetown's pro-rata share of the Williamson County Raw Water Line.
(2) Does not include CO's issued on behalf of the Georgetown Transportation
Enhancement Corporation (GTEC) that are repaid through GTEC sales tax.
anding Debt by Type
205
Legal Debt Margin for General Obligations:
All taxable property within the City is subject to the assessment, levy and collection by the City of a continuing,
direct annual ad valorem tax sufficient to provide for the payment of principal and interest on the Bonds within
the limits prescribed by law. Article XI, Section 5, of the Texas Constitution is applicable to the City, and limits
the maximum ad valorem tax rate to $2.50 per $100 assessed valuation (for all City purposes). The Charter of
the City adopts the provisions of the constitution without further limitation. Under rules promulgated by the Office
of the Attorney General of Texas, such office will not approve tax bonds of the City unless the City can
demonstrate its ability to pay debt service requirements on all outstanding City tax bonds, including the issue to
be approved, from a tax levy of $1.50 per $100 of valuation, based on 90% collection of tax.
Allowable levy per $100 valuation $1.50000
Proposed levy for debt service
(included in total adopted rate of $.35622) 0.14482
Percentage of allowable levy used 10.4%
Assuming the maximum tax rate for debt service of $1.50 on the January 1, 2009, certified assessed valuation
of $4,173,874,126 at 90% collection, tax revenue of $56,347,301 would be produced. This revenue could
service the debt on $673,371,798 issued as 20-year serial bonds at 5.50% (with level debt service payments).
206
Summary of Debt Service Charges to Maturity
General Obligation Bonds and Certificates of Obligation – TAX SUPPORTED
Debt funded by dedicated portion of local ad valorem tax
207
Summary of Debt Service Charges to Maturity
General Obligation Bonds and Certificates of Obligation – SELF SUPPORTING
Debt issued for specific purpose and repaid through dedicated revenues
208
Summary of Utility Debt Service Charges to Maturity
Revenue bonds issued to finance construction of electric, water and wastewater improvements, and secured by
the net operating revenue of all combined utilities. The allocation of debt principal is based on the use of each
bond issue. Each utility pays debt service from operating revenues. The Brazos River Authority Contractual
Obligations are the liability of the Water Services Fund.
209
Utility Revenue Bond Debt Coverage
The City has agreed through its bond ordinances to maintain a minimum "times coverage" ratio of 1.25. The
ordinance allows the City to eliminate its reserve fund requirement with coverage of 1.35 or better. The times
ratio is calculated using the net revenue available for debt service from the combined Water, Electric and
Wastewater utilities' operations divided by the combined debt service requirement of the utilities. The times
coverage ratio is also reviewed by bond rating agency analysts when the City receives a rating for a potential
bond issue.
The following combined times coverage ratios have occurred, based on actual revenues and expenditures, for
the fiscal years indicated:
The 2009/10 Proposed Operating Plan provides the revenue to debt ratios shown below. The City’s Fiscal and
Budgetary Policy requires that each utility maintain separate coverage of at least 1.5, including both the Airport
and Stormwater Drainage. The excess coverage provided by each fund is used to pay for related utility system
capital improvements and other uses approved by the City Council.
UTILITY REVENUE BOND COVERAGE
Water
Services Electric
Fund Fund Total
REVENUE:
All Other Revenue 1,240,246 1,621,800 2,862,046
Interest 577,000 50,000 627,000
System Billings 22,621,216 58,461,733 81,082,949
Total Revenues 24,438,462 60,133,533 84,571,995
EXPENSES:
Departments 15,543,018 52,973,462 68,516,480
Total Expenditures 15,543,018 52,973,462 68,516,480
Net Available for Debt Service 8,895,444 7,160,071 16,055,515
Annual Debt Requirement 3,757,478 2,786,727 6,544,205
Times Coverage Ratio 2.37 2.57 2.45
210
Proposed Debt Issues:
Utility Revenue Debt:
Debt proceeds will be used for system expansion and repaid through continued growth of the City’s customer
base.
General Debt:
Long-term obligations will be issued for $5.3 million to fund general capital projects as detailed below:
Authorized in November 2008 Bond election.
(1) General Capital Projects & Equipment Summary:
Future Fire Stations 2,500,000
DB Wood Widening 1,320,000
Williams Drive Widening with WILCO 1,500,000
General Capital Projects 5,320,000
Outstanding
9/30/09
Debt
Principal
09/10
Principal
Reduction
Estimated 2010
New Debt
Estimated
9/30/10
Outstanding
Debt
TAX SUPPORTED DEBT:
General Debt Service:
General Obligation/Certificates of Obligation 57,097,773 (3,742,072) 5,320,000 58,675,701
SELF SUPPORTED DEBT:
General Debt Service:
Stormwater 2,976,027 (219,102) 1,200,000 3,956,925
Airport 1,216,733 (114,048) - 1,102,685
total GDS:61,290,533 (4,075,222) 6,520,000 63,735,311
Utility Revenue Debt:
Electric 29,230,821 (1,433,664) 4,350,000 32,147,157
Irrigation 1,358,064 (62,465) - 1,295,599
Wastewater 18,572,035 (1,311,723) 2,600,000 19,860,312
Water 10,429,080 (1,127,148) 8,770,000 18,071,932
total Utility Revenue Debt:59,590,000 (3,935,000) 15,720,000 71,375,000
TOTAL OUTSTANDING DEBT:120,880,533 (8,010,222) 22,240,000 135,110,311
211
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Statistical
Statistical Table of Contents
Miscellaneous Statistical Data ............................................................................................................. 211
Key Indicators. ..................................................................................................................................... 212
Peer Benchmarking ............................................................................................................................. 215
Certified Property Value ...................................................................................................................... 216
Certified Taxable Assessed Values .................................................................................................... 217
Tax Rates
Property Tax Rate Comparison .............................................................................................. 218
Combined Tax Rate – City of Georgetown ............................................................................ 218
Total Combined Tax Rate Comparison .................................................................................. 219
Sales Tax Revenue Analysis ............................................................................................................... 220
Tax Revenues
Historical Data ....................................................................................................................... 221
Combined Sales and Property Taxes .................................................................................... 221
Utility Customers Growth ..................................................................................................................... 222
Utility Revenues .................................................................................................................................. 223
Population ........................................................................................................................................... 224
Georgetown’s Top Ten ........................................................................................................................ 224
211
Miscellaneous Statistical Data
Form of government Council - Manager
Area (square miles)50.25
Miles of streets 540
Number of street lights 3,484
2009 average unemployment rate 4.10%
Total City employees 502.25
Number of parks 32
Acres of parkland (Master Plan now includes green space as parkland)865
Number of libraries 1
Number of library items in circulation 496,603
Number of Fire stations 4
Number of Firefighters 73
Number of Police stations 1
Number of Police officers 76
Number of Electric customers 20,639
Number of Water customers 20,151
Number of Wastewater customers 17,912
Number of Stormwater Customers 17,606
Number of Sanitation customers 19,109
Number of GISD Attendance Centers 17
# of Teachers 589
Average Years Experience 12
Student/Teacher Ratio 12.7
Total Number of Students 10,000
African-American 4.0%
Hispanic 30.0%
White 64.0%
Economically Disadvantaged 35.0%
Elevation 750 feet
Annual Average Temperature 68o
Monthly Average High Temperature 96o
Monthly Average Low Temperature 39o
Weather
Education
Utility Customers
Public Safety
Recreation and Culture
General City Information
212
Key Indicators
213
Key Indicators
214
Benchmarking allows the City to focus on the relative level of comparison in key areas within the Central Texas
area and find ways to close gaps when indicated.
Peer Benchmarking
An important way to measure our economic condition is through benchmarking, which is a point of reference from
which measurements or progress can be made. Benchmarking measures our progress from a point in time and is
something that serves as a standard by which others may be measured. Benchmarking data is taken from
2008/2009 budgets.
*Both Georgetown and San Marcos own and
operate an electric utility.
215
Peer Benchmarking
Georgetown has chosen to measure itself against cities in the surrounding area that have similar size, location or
growth issues and benchmarks. Benchmarking data is taken from 2008/2009 budgets.
216
Certified Property Value
Historical Data
Fiscal Certified Tax Increase (Dec)Percent of
Year Assessed Value Rate In Value Levy Collected
2001 1,629,344,909 0.3141 15.55%98.75%
2002 1,938,770,383 0.3071 18.99%98.53%
2003 2,116,042,131 0.3026 9.14%98.61%
2004 2,247,047,140 0.3219 6.19%98.72%
2005 2,391,137,407 0.3463 6.41%98.89%
2006 2,643,057,606 0.3463 10.54%98.94%
2007 3,060,088,213 0.3673 15.78%99.28%
2008 3,700,498,187 0.3566 20.93%98.24%
2009 4,240,540,839 0.3562 14.59%98.05%
2010 4,173,874,126 0.3562 -1.57%N/A
217
Certified Taxable Assessed Valuation
By Class of Property
Class of Property 2005 2006 2007 2008 2009
Residential
Single Family 1,706,278,195 1,964,198,975 2,390,562,564 2,666,210,123 2,682,764,972
Multi Family 113,057,489 116,756,358 122,180,480 111,092,088 141,198,157
Total Residential 1,819,335,684 2,080,955,333 2,512,743,044 2,777,302,211 2,823,963,129
Commercial 547,763,460 668,860,708 817,984,186 992,560,906 956,441,200
Personal Property, Other 157,265,408 136,821,317 238,557,091 244,892,514 246,488,943
Certified Assessed Valuation 2,524,364,552 2,886,637,358 3,569,284,321 4,014,755,631 4,026,893,272
60% of uncertified under protest value 118,693,054 173,450,855 131,213,866 162,081,312 146,980,854
Total Assessed Valuation 2,643,057,606 3,060,088,213 3,700,498,187 4,176,836,943 4,173,874,126
Assessed Values
218
City Property Tax Rate Comparison
(Cities within the Central Texas Area)
$0.70
Killeen (.6950)
Belton (.6550)
Pflugerville (.6090)
Temple (.5646)
San Marcos (.5302)
.50
Cedar Park (.4890)
New Braunfels (.4099)
Georgetown (.35622)
.30
$0.20
Round Rock (.3966)
Leander (.60042).60
.40
Austin (.4209)
1
City of Georgetown
$2.1362
$0
Georgetown
Independent
School District
($1.29)
Combined Tax Rate
City of
Georgetown
($0.35622)
Williamson
County
($0.48999)
219
Total Combined Tax Rate Comparison
(Cities within the Central Texas Area)
220
Sales Tax Revenue Analysis
Historical Data
(Includes 1% general use only)
221
Tax Revenues
Historical Data
222
Utility Customer Growth
Historical Data
223
Utility Revenues
Historical Data
224
Georgetown’s Top Ten
* Does not include some major property owners whose
property is under protest as of date of certification.
TAXPAYERS
(per Certified Roll *)
Assessed
Taxpayer Value
1. Citicorp North America, Inc $82,348,445
2. SPG Wolf Ranch LP $63,115,450
3. St David’s Healthcare $39,656,917
4. The Bassham Trust $24,223,493
5. WalMart Real Estate Business Trust $15,284,084
6. Hewlett Holdings, Ltd $14,653,649
7. HE Butt Grocery Company $12,322,150
8. Target Corporation $11,929,346
9. Republic Square K/C Ltd $11,922,012
10. Inland Western Georgetown Rivery $11,443,353
EMPLOYERS
Number of
Employer Employees
1. Williamson County 1,700
2. Georgetown ISD 1,575
3. St. David’s Hospital 650
4. Airborn, Inc 550
5. City of Georgetown 502
6. Southwestern University 450
7. Caring Home Health 400
8. Wesleyan Homes, Inc 290
9. Sun City (Del Webb) 260
10. WalMart 240
TEN LARGEST WATER CUSTOMERS *
000 Gallons
Customer Consumed
1. Sun City Neighborhood Assn 99,788
2. City of Georgetown 93,762
3. Southwestern University 77,727
4. Southwest Material 69,820
5. Georgetown ISD 35,014
6. Williamson County 26,994
7. Simon Property Group 22,744
8. Wesleyan Homes 22,729
9. Georgetown Place Apartments 17,833
10. The Oaks at Georgetown 17,311
TEN LARGEST WASTEWATER CUSTOMERS
Customer Volume
1. Southwestern University 32,149
2. Georgetown ISD 24,330
3. Williamson County 21,658
4. Georgetown Place Apartments 18,209
5. Oaks of Georgetown 17,311
6. Waters Edge Apartments 14,904
7. Wesleyan Homes 13,917
8. Housing Authority 13,209
9. Citicorp 13,091
10. Georgetown Health Care System 12,995
*Includes potable water only. Non-potable irrigation is not
included in total gallons consumed.