HomeMy WebLinkAbout03 - City SummaryCITY SUMMARY
CITY SUMMARY TABLE OF CONTENTS
Georgetown Century Plan
Georgetown's Long -Term Planning Process .................................... 1
Mission Statement........................................................3
The "Ends" Statements....................................................3
Anniinl Onarntinrr Plan ('nlnnrlar of Pvi-ntc R
..t....-.. .b .. .. ». . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . -
Organization
Functional Structure......................................................9
Budgeted Number of Employees ........................................... 10
Overview of Indicators and Measures .............................................. 11
Community Profile
Location..............................................................16
Overview..............................................................17
Historic Georgetown.....................................................18
Recreation.............................................................21
Cultural Activities....................................................... 22
Education.............................................................22
Georgetown's Top Employers .............................................. 24
Miscellaneous Statistics .................................................. 25
GEORGETOWN'S LONG-TERM PLANNING PROCESS
Georgetown Century Plan
The City of Georgetown is guided by a comprehensive strategic plan called the Georgetown Century Plan. The
Century Plan (the Plan) was created by a broad-based group of Georgetown citizens, elected and appointed officials,
and staff during the late 1980's. The Plan documents and formalizes the goals and processes by which Georgetown
will strive to enhance its quality of life. Its foundation is the mission statement and a set of End statements, similar
to goals, which are divided into 14 policy areas.
Mission Statement and Enol ,Statements
The City's Mission Statement serves as a broad statement of purpose. There are fourteen, citizen defined policy areas
with each area defined with a broad Policy End statement. Ends describe, in specific terms, desired end -states. The
End statements are the vision of Georgetown at its very best and represent the ultimate target at which all activities
of the City are aimed. Specific Council and citizen direction given in each area are called Focus Ends. This term is
used because these statements focus staff efforts in accomplishing the Policy Ends. Each policy area has one Policy
End, but may have many or no Focus Ends because more detailed planning processes are on-going and can change
these focus statements.
Functional Plans
The Century Plan is further defined through periodic updates (last revised in 1995/96) and through the development
of Functional Plan Elements that address the 14 policy areas. The Functional Plans are created by citizen work groups
and provide more detailed direction for accomplishing the goals identified by the End statements. Generally, one
functional plan is prepared and adopted each year. Each Functional Plan may address one or policy areas. The policy
guidance from each new Functional Plan is incorporated into the Century Plan End Statements through new or revised
Focus End statements.
The Functional Plan elements adopted to date are
Land Intensity Plan
Economic Development Strategic Plan
Facilities and Services Plan
Transportation and Utilities Plan
Parks & Recreation Plan
Urban Design Plan
The Housing Plan will be prepared and presented to Council during 1998/99. The Century Plan and the Functional
Plan elements are published and distributed as a separate document.
Link to Annual Budget
The City staff and elected and appointed City Officials rely on the Ends to provide direction and guidance for
recommending and authorizing the expenditure of public funds. The budget is the Annual Operating Plan element
of the Century Plan. It is prepared around the 14 policy areas, supporting Policy and Focus Ends and the Functional
Plans with the priority of each area set by the City Council at its May budget retreat. Not all Policy and Focus Ends
are addressed in each Annual Operating Plan element. The Annual Operating Plan specifically defines the methods
or processes by which the City Manager and City staff will go about achieving the desired end -states for each policy
area.
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ANNUAL OPERATING PLAN ELEMENT 1998/99
Means ,Statements
The methods or processes by which the desired end -states are achieved are called Means. The Means, similar to
objectives or strategies, are the specific actions required to accomplish the Ends. The Means are identified through
strategic planning sessions with the senior management team and key division staff guided by the Century Plan and
Council priorities. The Annual Operating Plan Element is a detailed look at each operational area, or department,
within the City and its own unique set of Means. These Means are included with each division and are listed by the
Policy Area and End statement(s) it addresses. Each Means statement includes the dates over which the project or
program will be implemented and the primary departments responsible for it.
Five -Year Plans
The City uses a five year planning horizon to prepare the capital projects program and financial forecasts. The five-
year capital projects program and the anticipated funding sources are incorporated into and adopted with the Annual
Operating Plan. The capital planning process is discussed in more detail with the Capital Projects section. Five-year
financial forecasts are prepared to guide policy and priority decisions of staff and Council. The financial forecasts
meet budget and financial 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.
Governance Model
The City of Georgetown has implemented the Century Plan through the adoption and use of a governance model. The
governance model is an advanced approach to Council operations which provides for Council to set policies and Ends,
while leaving the Means for accomplishing those Ends and policies to the City Manager and his staff. As long as
Council defined "executive limitations" are not broached, the City's staff is able to use its best efforts and judgement
to perform the Means to accomplish the Ends. The City Council has adopted a formal governance policy guiding this
process.
The pages that follow in this section provide an overview of the City's Mission Statement with its supporting Ends
categorized under their respective policy areas. Means to each of the Ends are detailed in the Division/Department
pages found later in this document.
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ANNUAL OPERATING PLAN ELEMENT 1998/99
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.
The "Ends" ,Statements
ECONOMIC DEVELOPMENT
Policy End 1.0 Georgetown's economy is self-sustaining through diversified growth, a broad tax base with
In,minimal impact from economic fluctuation, enhanced business opportunity and job creation.
Focus End 1.1 Existing undeveloped sites in Georgetown are put to beneficial use.
Focus End 1.2 Georgetown recruits small to mid-sized commercial/industrial firms from all areas of the
production process (i.e., research and development, assembly, production, distribution, warehousing,
and retailing).
Focus End 1.3 The City, the Georgetown Industrial Foundation, the Chamber of Commerce and local business
and industry work together to promote an aggressive commercial/industrial retention and expansion
program.
Focus End 1.4 Georgetown attracts spinoff companies from major employers in the region.
Focus End 1.5 Georgetown minimizes the number of employees it exports to surrounding labor markets.
Focus End 1.6 The City seeks funding resources to assist in training or retraining of the local labor pool.
Focus End 1.7 The City provides financial and nonfinancial incentives to promote economic development.
Focus End 1.8 The downtown is an economically viable component of the retail and business community.
Focus End 1.9 All citizens actively participate in local trade and commerce.
Focus End 1.10 The City actively cooperates with merchants and business associations to promote trade and
commerce within the local community.
Focus End 1.11 The tourism industry in Georgetown is developed and promoted, while preserving the
community's small-town charm.
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ANNUAL OPERATING PLAN ELEMENT 1998/99 3
EDUCATION
Policy End 2.0 Diverse and comprehensive educational opportunities are available through public and
private cooperative efforts.
ENVIRONMENTAL AND RESOURCE CONSERVATION
Policy End 3.0 The physical qualities that make Georgetown attractive are protected.
Focus End 3.1 Georgetown's water resources system provides a sufficient water supply of high quality to meet
future City needs, to meet economic development and recreational requirements, and to conserve
wildlife.
FACILITIES AND SERVICES
Policy End 4.0 The City provides for the safety of its citizens and supports the responsive delivery of
coordinated services by the City and other public agencies.
Focus End 4.1 The City centralizes and co -locates services on existing City -owned property whenever possible.
Focus End 4.2 The City has a high level of employee satisfaction and retention.
Focus End 4.3 Georgetown Public Library's information and collections are accessible to all citizens.
Focus End 4.4 The Georgetown Public Library has a collection development budget which equals the national
per capita for library expenditures in a comparable population category.
Focus End 4.5 The Georgetown Public Library's resources are expanded through partnerships with a variety of
organizations, including non-profit, corporations, governments, schools and community groups.
Focus End 4.6 The City provides appropriate, well managed information technology and services that support
city operations and citizen access to information.
Focus End 4.7 There is trust and harmony between the City's public safety providers and all segments of the
community.
Focus End 4.8 Georgetown is effective at resolving issues related to crime, disorder and fear of crime.
Focus End 4.9 Georgetown's fire protection is adequate and equitable throughout the City.
Focus End 4.10 Georgetown is prepared to respond to large scale natural and technological emergencies.
Focus End 4.11 Public safety services are provided to adjacent areas outside of the City limits through
contractual agreements with other government organizations, ensuring equitable and efficient
coordination of services.
Focus End 4.12 Public safety services have a high level of citizen and volunteer involvement.
Focus End 4.13 The City is safe from animal threat, provides attractive and humane animal accommodations,
and encourages the adoption of animals.
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4 ANNUAL OPERATING PLAN ELEMENT 1998/99
FINANCE
Policy End 5.0 All municipal operations are conducted in an efficient business -like manner and sufficient
financial resources for both current and future needs are provided.
Focus End 5.1 Each utility system is a self -supported operation that provides a desirable and affordable level
of service.
Focus End 5.2 The City investigates the privatization of each City operation, as appropriate.
Focus End 5.3 The City's utility rates are competitive with surrounding communities and with the statewide and
national averages for comparable utility systems.
Focus End 5.4 The tax rate is reasonable and fair and does not hinder economic development.
Focus End 5.5 The City has a method for funding street and streetscape improvements.
Focus End 5.6 The City pursues all federal and state grant programs which would benefit the City.
GOVERNMENTAL AFFAIRS
Policy End 6.0 A high level of cooperation and involvement exists among Georgetown's citizens and
governmental organizations.
Focus End 6.1 All citizens actively participate in governmental functions.
Focus End 6.2 The City develops and coordinates service delivery policies with Williamson County, the
Georgetown Independent School District and other organizations that provide services to
Georgetown.
Focus End 6.3 The City is a strong and visible participant in developing comprehensive solutions to issues of
concern on a regional level.
GROWTH AND PHYSICAL DEVELOPMENT
Policy End 7.0 Georgetown's land uses support economic, cultural and social activities for all residents,
businesses and organizations; and the City's development process encourages new and infill
development.
Focus End 7.1 The City's regulations implement the Policy Ends and provide the opportunity to seek change
with reasonable effort and expense.
Focus End 7.2 Annexation procedures and standards benefit the community.
HEALTH AND HUMAN SERVICES
Policy End 8.0 Comprehensive, affordable health and human services are available through public and
private organizations.
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99 5
HISTORIC PRESERVATION
Policy End 9.0 Prehistoric, historic, and cultural resources are preserved, protected and promoted.
HOUSING
Policy End 10.0 The City cooperates with builders, developers and property owners to provide safe and
adequate housing opportunities for all citizens.
RECREATION AND CULTURAL AFFAIRS
Policy End 11.0 All citizens actively participate in community -wide social, cultural, and recreational
activities.
Focus End 11. l The City maintains and upgrades existing parks and constructs new parks through a diversified
funding and acquisition program.
Focus End 11.2 The City's park facilities and recreational programs meet the leisure needs of citizens.
Focus End 11.3 Georgetown has an attractive and coordinated system of hike and bike trails.
Focus End 11.4 The City has recreational programs targeting those who are physically or otherwise challenged.
Focus End 11.5 The City has an ongoing process for recreational needs assessment and program evaluation.
Focus End 11.6 The City has in-house capability in horticulture.
Focus End 11.7 The City encourages the U.S. Army Corps of Engineers to continue to make Lake Georgetown
water and land resources available to the community and to be responsive to the community's
expanding and changing needs.
Focus End 11.8 The City has greenbelts along the tributaries (e.g. Smith Branch, Pecan Branch, and Berry
Creek) that feed into the San Gabriel River.
Focus End 11.9 The City has joint venture development and use agreements with other recreational providers
for existing facilities and/or for future development.
TRANSPORTATION
Policy End 12.0 Georgetown's transportation system provides for the safe and efficient movement of
traffic, promotes the economic interests of the community, and adequately serves the needs of
individuals.
Focus End 12.1 The City maintains a Transportation Functional Plan that includes all modes of transportation.
Focus End 12.2 The City supports an area -wide transportation effort through coordination with other public and
private organizations.
Focus End 12.3 The City has sidewalks and crosswalks throughout the City, especially around and between
schools and parks.
CITY SUMMARY
6 ANNUAL OPERATING PLAN ELEMENT 1998/99
. _ Focus End 12.4 The City supports private transportation services in the community.
Focus End 12.5 The City has continuous frontage roads along Interstate Highway 35 through Georgetown.
Focus End 12.6 The Georgetown Municipal Airport is an integral part of the transportation system and business
activity of the community.
Focus End 12.7 There is direct public access to the area east and west of the Georgetown Municipal Airport
runways.
URBAN�T DESIGN
Policy End 13.0 Georgetown has a positive, identifiable image and an attractive appearance.
UTILITIES / ENERGY
Policy End 14.0 Georgetown's utility systems provide safe and reliable service which meets the needs of
all citizens and promotes the economic health of the community.
Focus End 14.1 Customers of the City's electric utility have a range of choices with respect to rates, service
levels and power supply options.
Focus End 14.2 Water and wastewater services exceed state and federal standards and are provided to a all
certified areas.
Focus End 14.3 The stormwater drainage system efficiently and effectively protects the health and safety of
Georgetown's residents and minimizes the negative effects of standing water and urban runoff.
Focus End 14.4 The City uses available and emerging alternative energy sources when beneficial.
Focus End 14.5 The City's utility policies and practices promote and encourage the protection and conservation
of Georgetown's environment and natural resources.
Focus End 14.6 Franchised utilities provide adequate services for all citizens.
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99 7
1998/99 Annual Operating Plan (AOP)
Calendar of Events for Budget Adoption & Implementation
Planning and Preparation
January — February *AOP process schedule set and focus groups determined and scheduled.
March —April
May
June
July
Adoption
August
*Five-year strategic planning issues and assumptions identified by senior management team.
*Staff budget workshop.
*AOP focus groups conducted. (Eight groups composed of city board and commission members.)
*Five-year capital proiects plan updated using systems engineering models and citywide review team.
*Five-year capital plan reviewed by City Manager and senior management team.
*Mid -year Review of 1997/98 Annual Operating Plan presented to Council.
*City Council annual operating plan retreat conducted.
*AOP instructions and Council guidelines distributed to city divisions, and training sessions held.
*Five-year financial forecast models updated.
*Budget packages prepared in accordance with Council guidelines and Georgetown Century Plan.
*Budget work sessions by Century Plan policy area begin.
*Budget work sessions completed.
*Revenue and expenditure projections finalized.
*City Manager and management team complete final balanced budget proposal.
*Tax roll finalized.
*Division and department sections completed and sent to Finance & Administration.
*AOP draft prepared by Finance & Administration.
*AOP draft and AOP Highlights booklet distributed to Council and public.
*Council work session(s) on proposed draft conducted.
*Public hearing on proposed budget and property tax rate held.
September *Bud et tax rate and utili rate ordinances resented to and ado ted b Council.
October 1 *Implement 1998/99 Annual Operating Plan.
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.
Budget Amendments Typically, budget amendments are proposed to Council as part of the Mid Year AOP Review in May
of each year and at fiscal year end.
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99
FUNCTIONAL STRUCTURE
This chart indicates in graphic form the flow of influence and function within the City. Our residents (shown at the
top of the circle), speaking individually and through the many advisory boards (shown in the ovals in the top half of
the diagram), affect and control the activities of City government through the elected City Council and Mayor. The
Council exerts direct supervision over the City Manger, who in turn supervises the various divisions of the City to
achieve the Ends desired by our residents.
D E N T
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Charles Burson
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Susan Hoyt
Lorenzo Valdez
Bob Hart
CITY MANAGER
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CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99 9
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CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99 9
BUDGETED NUMBER OF EMPLOYEES
The 1998/99 Operating Plan will include 11 additional full-time positions and 4 new part-time positions. During
1997/98, grant funds for 6 additional police officers (1 for Youth Services, 5 for Patrol) were received and positions
added. Also, six budgeted firefighter positions were not filled until the last quarter of 1997/98. The detailed personnel
schedule is located in the Reference section.
EMPLOYEES - Pull Time / Part Time (Pull Time Equivalents)
0 100 200 300 400
1994/95- 205/24.25
1995/96 227/31
1996/97 247132.25
1997/98 266/32.5
1998/99 289.25!34.5
I
EMPLOYEES - By Division
1998/99 Budget
41 Fire Svc
17.25 Mgt Svc �-
54.25 Parks
New Animal Control Olficff
18.5 CommSvc
69 Police
31.5 F&A
323.75 Total Full Time Equivalents
24.5 Dev Svc
V`_ f Res
New Info Res Dveclo-
61.5 COU
CITY SUMMARY
10 ANNUAL OPERATING PLAN ELEMENT 1998/99
OVERVIEW OF INDICATORS AND MEASURES
The City has begun an ongoing process to measure its activities and success in accomplishing its Ends and
Means. The measures will give the City a gauge to help determine the most effective programs as well as
provide diagnostic information to management and Council to improve services and planning. Most of these
measures are included with the individual departments. The following is a summary of overall indicators used
in the City's planning processes. Over the next few years many of these indicators will be shifted to a more
outcome focus and incorporated into departmental sections.
PROJECTIONS
Population and customer growth projections are based on estimates by the City's Long Range Planning staff,
data from the Texas State Comptroller's Office and other recognized sources.
POPULATION
40
30
i
a
c
20 --
0
10
0 1 11 11 11 11'
'94 '95 '96 '97 '98 '99• 2000• '01' '02' '03`
'Projected
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99
UTILITY CUSTOMERS
9
A
4'
'94 '95 96 '97 '98 199' 2000' '01' '02' '03'
'Projected
■ Electric a Water p Wastewater * Sanitation
RATE COMPARISONS
COMBINED MONTHLY RATES
(Utilities and Taxes on $100,000 Home)
$250 $300 $350 $400 $450
Georgetown
Round Rock
Austin
Cedar Park
Pflugerville
Leander
$354
I I
$355
I
$356
i I
$360
$364
$369
ACTIVITY INDICATORS
POLICE CALLS FOR SERVICE
35
30
25
a
C 20
R
3
F 15
10
5
0
'94 '95 '96 '97 198
12
3,000
2,500
2,000
1,500
1,000
500
0
PROPERTY TAX RATE COMPARISON
.80
Pflugery
Temple
Cedar P
George]
Belton (.71)
Killeen (.59)
Austin (.5142)
Leander (.421953)
Round Rock (.385)
FIRE CALLS FOR SERVICE
'94 95 '96 '97 '98
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99
RECREATION ACTIVITY
16
I
14
12
i
10
N �
C
H 8
3
6
4
2
0
'95 96 '97 '98
❑ Program Activity Rec Center
BUILDING PERMITS
175
150
125
ayi
„ 100
Q 75
0 f I
a i
50
yo
25
'94 '95 '96 '97 198 99'
0 Value 4 Permits
3,500 250
3,000
2,500
200
2,000
C
1,500 ti
150
1,000
500
0 100
1,500
1,250
1,000
750 E
a
500
250
0
'k,JUU
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0
LIBRARY CIRCULATION
'94 '95 '96 '97 '98 199•
ANLMAL SERVICE CALLS
94
r�
i(
f
w
—
� LR;v
195 96 '97 98 99'
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99 13
CITIZEN AND EMPLOYEE SATISIFACTION
An important part of any measurement system is the satisfaction of citizens and employees. Beginning in 1998, the City
is conducting annual surveys of overall citizen and employee expectations and the factors that create dissatisfaction,
satisfaction and delight. Detailed results are presented with the appropriate department; however, overall results are
presented below.
OVERALL CITIZEN SATISFACTION
53% Satisfied
6% Dissatisfied
41% Delighted
SATISFACTION BY KEY AREA
0% 20% 40% 60% 80%
Community Image/Feel
Streets/Traffic
Economy/Growth
City Services
Safety
Rec. & Culture
Ed/Health/Social Svcs
Citizen/City Relationships
Price for Service
100%
3 47%
32% 60% 8%
5% 64% 31%
3 59% 38%
2% 42% 58% ;-
2% 45%
59% 38%
7% 68% T 26%
18% 72% 10%
O Dissatisfied O Satisfied C3 Delighted
CITY SUMMARY
14 ANNUAL OPERATING PLAN ELEMENT 1998/99
IMPORTANCE
The survey also measures those areas that are most important to creating satisfaction and delight for citizens. These areas
are presented below. All of the areas surveyed are important to citizens and must be considered. However, the areas
of greatest importance guide the City Council and staff on where it is most important to expand or maintain programs
and services.
IMPORTANCE TO OVERALL SATISFACTION
Community imagelFeel
Streets(fraffic
Economy/Growth
City Services
Safety
Rec. $ Culture
Ed/Health►Social Svcs
CitizenlChy Relationships
Price for Service
FK
- 0%
IMPORTANCE TO OVERALL DELIGHT
0% 10% 20%
Community ImagelFeel
Streetslrratfic 3%
Economy/Growth 10%
City Services 8%
Safety 10%
Rec.B Culture 8%
EdlHealth/Soclal Svcs 15%
Citizen/City Relationships 18%
Price for Service 496
OVERALL EMPLOYEE SATISFACTION
43% Satisfied
5% Dissatisfied
52% Delighted
--- CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99
I
LOCATION
The City of Georgetown is located on IH -35 just 26 miles north of Austin in the northeastern corner of the scenic
Texas Hill Country. Georgetown is the county seat of Williamson County which borders Travis County to the south
and Bell County to the north.
"OWNSVILLE
CITY SUMMARY
16 ANNUAL OPERATING PLAN ELEMENT 1998/99
OVERVIEW
Founded July 4, 1848, Georgetown was originally the agricultural trade center for the county and surrounding area.
After the Civil War, Reconstruction brought prosperity to Georgetown through four main industries -- cattle, cotton,
the university and the railroad. Georgetown has enjoyed consistent growth and development through the years.
In recent years the City has become more industrialized and commercially oriented. Along with the commercial
growth, Georgetown has successfully promoted tourism. Tourism has become a significant economic benefit to the
community.
The City of Georgetown has a 1998 estimated population of 25,500 within the city limits and an extraterritorial
- _ jurisdiction estimated population of 10,000. Georgetown is a Home Rule Charter City and operates under the Council -
Manager form of government. A mayor and seven council members are elected from single -member districts.
Elections are held the first Saturday in May.
40
30
A CENTURY OF GROWTH
10
0
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000
Medical services in Georgetown are provided by several agencies, public and private, and a large number of
professional individuals. Georgetown Hospital, a 98 -bed full service medical facility with 65 admitting physicians,
provides obstetrical, surgical, diagnostic and emergency services to the local area. Scott & White constructed a
memorial clinic in northwest Georgetown for out patient services only which opened in September of 1997.
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99 17
HISTORIC GEORGETOWN
The North and South San Gabriel Rivers, winding through the center of Georgetown, have always attracted people
to this area. Spanish explorers noted the rivers and creeks here in the 1700s. The Tonkawa Indians and many other
tribes chose this area for camp grounds. When pioneer settlers came to Texas, they found this spot where, in 1848,
Georgetown was established.
At first, Georgetown was a tiny, dusty town made up of shanties and crude log houses. Then, three things brought
about monumental changes. First, Georgetown's location along a major cattle trail heading North to the famous
Chisholm Trail brought business and settlers as the cattle industry boomed. Simultaneously, the railroads came to the
area which aided in the growth of the agricultural industry.
Growth boomed from 1880 to 1910. The downtown buildings were improved or replaced by fine Victorian structures.
Most of our present downtown structures were built during this golden era in Georgetown's history.
About 1920 growth slowed and many years passed with few changes. However, growth surged from the late 1970s
to the early 1980s when two major events took place. First, Lake Georgetown was developed by the Army Corp of
Engineers for flood control, recreation, and water supply. The Lake, now in full operation, has enhanced
Georgetown's tourist and recreational capacity and ensures our future water supply. Secondly, Georgetown's
participation in the Main Street Program propelled us into a second golden era during which almost all the downtown
square and many older homes were restored to their Victorian splendor.
CITY SUMMARY
19 ANNUAL OPERATING PLAN ELEMENT 1998/99
Since the 1980's Georgetown has been synonymous with Main Street, a downtown economic development effort
administered through the Texas Historical Commission and the National Main Street Center. Over $30 million has
been reinvested in our economy through the revitalization efforts of the downtown area. Private and public entities
joined in partnership to restore and renovate downtown commercial structures, public buildings as well as building
new structures to help anchor the commercial district. This unprecedented success has made our community the
shining star of the Texas Main Street program and an example for small cities nationwide to follow. It has been the
building block for Georgetown's recent economic development gains.
In 1997, Georgetown was one of 5 cities nationwide to receive the
prestigious Great American Main Street Award because of our exceptional
accomplishments in the revitalization of our historic downtown.
Georgetown is the first and only Texas town so recognized.
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99
19
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.
After all this, it might seem time for Georgetown
to rest on its laurels. Not a chance! As the people
of Georgetown gear up for the 17th year of Main
Street economic development, our successes
continue to grow. The historic downtown post
office has been saved and restored as city offices,
the City and the Georgetown Heritage Society
restored the famous Grace Episcopal Church and
downtown special eventslikethe Christmas Stroll
continue to gain in popularity and status. Main
Street Georgetown is moving forward and
bettering its solid reputation as a first class tourist
destination and shopping center.
CITY SUMMARY
20 ANNUAL OPERATING PLAN ELEMENT 1998/99
RECREATION
Georgetown offers a wealth of recreation. In Georgetown there are currently sixteen city parks comprising nearly 250
total acres. The parks range from a half -acre neighborhood park to the one hundred -acre city wide San Gabriel Park.
The parks include a wide range of facilities including: softball and baseball fields, soccer fields, playground
equipment, individual and group picnic shelters, basketball and tennis courts, disc golf, a hike and bike trail and three
swimming pools. The San Gabriel Park also has a community center, sunken garden, gazebo, football stadium, rodeo
area, and a Creative Playscape for children. The Georgetown Recreation Center has a full basketball and volleyball
court, two racquetball courts, a game room, weight room, kitchen, conference room and large and small activity
rooms. The City is currently negotiating the purchase of Berry Creek Racquet Club & Pool. The facilities include
a full size swimming pool and baby pool, 11 tennis courts and activity center on 7 wooded acres.
Lake Georgetown, a 1200 -acre lake, is just a few
minutes drive from any point in the City. The
lake's three recreational areas are ideal for fishing,
camping, picnicking and all types of water sports.
Maintained by the U. S. Army Corps of Engineers,
Lake Georgetown also has boat ramps, wilderness
hiking trails, recreational vehicle hookups, and a
large swimming beach.
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99 21
There are four local golf courses. The private
courses, Berry Creek Country Club and
Georgetown Country Club each offer private 18
hole courses. Southwestern University has a nine
hole course open to the public and Legacy Hills
Golf Course at Del Webb's Sun City Georgetown,
is Georgetown's newest 18 hole public course.
CULTURAL ACTIVITIE S
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, is currently being renovated and rejuvenated by townspeople. The Palace Theatre showcases events
such as singing acts, plays, talent shows and every second Saturday of the month the Theatre hosts the Georgetown
Opry. Georgetown always has a full calendar of local events including a fall Antique Show; a Fourth of July
celebration with music, food and fireworks and ethnic celebrations. Other major annual events include the Christmas
Stroll, Mayfair and the Annual Airshow & Fly In.
EDUCATION
Georgetown Independent School District (GISD) serves the City and the surrounding area, having a current enrollment
of 7,321 students. The District operates seven elementary schools, two middle schools, one ninth grade campus, one
high school and one alternative educational school. There are also three private schools and one parochial school in
the area.
The public school system is exceptional in the quality of teachers and programs offered. The performance of GISD
students is well above national averages. Georgetown boasts the highest SAT score in the Austin Metro Area.
Georgetown has a strong vocational education program beginning in junior high school. On-the-job training away
from campus is a vital part of the program. Vocational courses include electronics, business education, drafting,
industrial cooperative training, agriculture, food service, homemaking, auto -mechanics, and welding. A Coordinated
Vocational Academic Education program is also available for qualified high school students. Under the Tech Prep
Program, students earn both high school and college credits while pursuing several vocational careers.
CITY SUMMARY
22 ANNUAL OPERATING PLAN ELEMENT 1998/99
Georgetown is the home of Southwestern
University, a private four-year undergraduate
institution, offering a traditional liberal arts
and sciences curriculum. The University has a
current enrollment of 1,255. Located 10 blocks
from the City's central business district, present
facilities include some 37 buildings located on
approximately 500 acres.
y. r
Southwestern University has been named among 40 colleges across the nation in a book by former "New York Times"
education editor Loren Pope, which focuses on schools which make significant impacts in the lives of their students.
In Colleges That Change Lives, Pope, profiles 40 schools from the Northeast, South, Midwest, Southwest and
Northwest regions through extensive on -campus research and interviews students, faculty, and staff at colleges
nationwide. Southwestern is one of just three schools from the Southwest region to be included. Southwestern has also
been ranked No. 10 in U.S. News & World Report's "Best College Values" listing within its category of National
Liberal Arts Colleges. It is the only Texas school within its category to be included in the rankings. Money magazine
recently named Southwestern as one of the nations' 100 "Best Buys." The 1997 Fiske Guide to Colleges placed
Southwestern among 300 of the "best and most interesting" of America's 2000 four-year colleges and universities.
Southwestern is also listed in The National Review College' Guide's "America's Top 50 Liberal Arts College" The
Princeton Review's "America's Best 306 Colleges," Barron's College Guide, Peterson's Competitive Colleges, Rugg's
Recommendation on the Colleges and the Templeton Honor Roll for Character Building Colleges.
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99 23
GEORGETOWN'S TOP EMPLOYERS
This list of the City's top employers indicates the increasingly diverse nature of the local economy. The City has played
a major role in retaining and attracting new employers to the area.
Governmental
Manufacturing
Williamson County
800
Advance Cable Services, LTD.*
32
City of Georgetown
289
Advance Metal Systems*
40
Airborne, Inc.
221
Educational
Aircraft System Manufacturing
40
C3 Communications, Inc.
100
Georgetown ISD
1,000
Chatsworth Products*
100
Southwestern University
430
Deaton Engineering/Assembly
& Design Concepts
40
Service
House of Hatten
80
Pioneer International Steel
125
Del Webb's Sun City Georgetown
1,500
Pringle & Associates
60
Georgetown Hospital
500
Manitex (Manitwoc Crane)
190
Georgetown Railroad
47
Mrs. Bairds
31
GTE Southwest
43
Reedholm Instruments, Inc.*
45
Sierra Microwave*
65
Retail
Technology Manufacturing
65
Albertsons
125
Texas Electric Cooperatives -
Transformer Division*
125
HEB
275
Wal-Mart
180
Triple S Plastics
100
Xycarb Ceramics USA (1998)*
85
* Assisted through state grants/loan guarantees arranged by and administered by the City.
CITY SUMMARY
24 ANNUAL OPERATING PLAN ELEMENT 1998/99
Miscellaneous Statistics
Public Safety
Police Fire
Number of stations 1 3
Number of officers/firefighters 40 25
(exclusive of volunteer firefighters)
Education
Attendance Centers 12
Number of students 7,321
Employees
(ADOPTED)
Full time
289.25
Part time
34.50
11
New construction building permits issued Oct. 97 - Sept. 98 - 825
Total number of utility customers as of September 30, 1998:
Electric - 11,561 Water - 10,905
Sanitation - 9,539 Wastewater - 8,799
Recreation & Culture
Infrastructure
16
Miles of streets
335
Number of street lights
1,917
Miles of water mains
300
Miles of sanitary sewers
203
Miles of storm sewers
35
Miles of electric distribution lines
242
Annual electric sales - mWh
262,726
Peak demand - mW
67.5
Recreation & Culture
Number of parks
16
Acres of parks
250
Number of libraries
1 public
Number of volumes
62,000
Library circulation
202,162
Library visits
134,487
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99 25
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CITY SUMMARY
26 ANNUAL OPERATING PLAN ELEMENT 1998/99
Where The Money Comes From
199$ - 1999
Interfund Transfers 8.4%
Properi
Sales Taxe
Bond Proceeds 6.5
Capital Recovery Fees 0.5%
Service Improvement Fees 1.99
Utility Revenues 39.6%
Property taxes
Sales taxes
Bond Proceeds
Charges for Services
Capital Recovery Fees
Service Improvement Fees
Utility Revenues
Grants
Interest
Other Revenue
Fund Balances
Interfund Transfers
Totals
vice 8.8%
I Balances 8.3%
Other Revenue 11.5%
terest 1.6%
Is 3.6%
FINANCIAL SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99 27
97/98
98/99
99/00
96/97
Projected
Adopted
Projected
Actual
Actual
Budget
Budget
2,494,648
3,464,907
4,226,131
4,486,426
2,159,689
2,370,000
2,572,450
2,798,570
9,350,046
11,670,258
4,750,000
2,900,000
4,419,475
5,321,997
6,416,950
6,835,635
274,555
333,000
398,685
480,250
2,215,216
1,995,200
1,360,425
1,360,425
25,111,716
27,181,601
29,048,395
30,792,490
1,211,759
1,727,392
2,666,918
125,798
803,117
1,194,670
1,194,826
1,024,849
5,616,840
8,282,407
8,410,289
5,598,930
(1,618,692)
(6,686,758)
6,062,665
5,759,579
5,368,235
6,265,772
6,163,479
6,711,669
57,406,604
63,120,446
73,271,213
68,874,621
FINANCIAL SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99 27
28
Where The Money Goes
Personnel 1U
Operations ,;)r.om
1998-1999
Transfers 8.4% r% k+ r A d
97/98
96/97 Projected
Actual Actual
Capital Improvements 29.5%
ig Capital 2.4%
98/99 99/00
Adopted Projected
Budget Budget
Personnel
9,311,428
10,412,524
12,412,392
12,992,962
Operations
23,063,460
25,980,304
27,565,493
28,530,712
Operating Capital
1,979,393
1,867,266
1,760,845
821,242
Capital Improvements
13,816,295
15,210,341
21,630,172
15,284,626
Debt Payments
3,867,793
3,384,239
3,738,832
4,533,410
Interfund Transfers
5,368,235
6,265,772
6,163,479
6,711,669
57,406,604
63,120,446
73,271,213
68,874,621
FINANCIAL SUMMARY _
ANNUAL OPERATING PLAN ELEMENT 1998199
where The Money Goes
Community Owned Utilitie
Community Services 4.4%
Development Services 1.8%
Finance & Administration 4.1 %
Fire Services 3.1 OA
Information Resources 1.<
Management Services
Parks, Library & Recre
Police Services 4.8%
1998-1999
Purchased Power 14.7%
Community Owned Utilities
Purchased Power (COU)
Community Services
Development Services
Finance & Administration
Fire Services
Information Resources
Management Services
Parks, Library and Recreation
Police Services
Capital Improvements*
Debt Payments
Administrative Expense
Interfund Transfers
Totals
rfund Transfers 8.4%
Debt Service 5.1 %
Projects 29.5%
*Includes Airport Improvements and River Corridors Grant
FINANCIAL SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998199 29
97/98
98/99
99/00
96/97
Projected
Adopted
Projected
Actual
Actual
Budget
Budget
8,664,432
10,114,433
10,453,320
10,033,915
9,749,800
10,133,550
10,826,444
11,488,567
2,854,946
3,339,659
3,232,897
3,354,519
1,052,502
1,294,353
1,306,365
1,284,795
3,271,826
3,223,958
3,028,744
2,724,511
1,739,640
1,864,400
2,264,388
2,470,873
988,493
1,058,105
943,450
773,116
1,335,801
1,700,423
2,720,075
3,270,073
1,937,916
2,395,602
2,482,131
2,463,631
2,758,925
3,135,611
3,523,726
3,523,726
13,816,295
15,210,341
21,630,172
15,284,626
3,867,793
3,384,239
3,738,832
4,533,410
0
0
957,190
957,190
5,368,235
6,265,772
6,163,479
6,711,669
57,406,604
63,120,446
73,271,213
68,874,621
*Includes Airport Improvements and River Corridors Grant
FINANCIAL SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998199 29
Property Tax Revenues
8
6
N
4
2
0
93/94
94/95 95/96 96/97 97/98 98/99' 99/00' 00/01' 01/02' 02/03'
`Projected
Taxable Property Values
2000
1500
N
1000
500
0
30
�c
t�.
Streets _, • ,°'
New & Annexed Property
Debt Service
r>� Y
General Fund Revenue
Annexed Berry Creek
94/95 95/96 96/97 97/98 98/99' 99/00' 00/01' 01/02' 02/03'
`Projected
Taxable Property Values
2000
1500
N
1000
500
0
30
93/94 94/95 95/96 96/97 97/98 98/99' 99/00' 00/01' 01/02' 02/03'
'Projected
FINANCIAL SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99
New & Annexed Property
Annexed Berry Creek
`NT..r
'
subdivision $114 million
Fvicfinn
Prnnarty
Vatripc
i
9
93/94 94/95 95/96 96/97 97/98 98/99' 99/00' 00/01' 01/02' 02/03'
'Projected
FINANCIAL SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99
Wastewater Revenue
93/94
94/95
95196
96/97
97/98
98/99*
99/00*
00101*
01/02*
02/03*
Millions
0 1 2 3 4 5
Purchased Berry Creek C $1 M
Wastewater System
3M
M
*Projected
Revenues include charges for services including tap or hookup fees.
Developer contributions (such as capital recovery fees) and interest are presented on a separate schedule.
Generally, utility revenue projections are based on projected customer growth for each utility. Because the City
of Georgetown provides services outside its incorporated boundaries, customer growth can exceed population
growth. Conversely, annexations usually do not impact the utility customer base.
Electric and Water Revenue Projections:
=> Calculated on a four-year rolling average of per capital consumption.
=> Highly subject to variations in weather conditions.
1995/96 was very dry with a cold winter and hot summer, whereas 9996/97 had mild
temperatures and above average rainfall.
=> Shortfalls due to weather are generally adjusted in the following year's scheduled projects.
=> Assumes 4% growth for Electric through 2001/02, when the effects of retail electric deregulation are expected.
Continued growth of the City's electric distribution system is expected, but rate reductions
and/or loss of customers will keep revenues more static beginning in 2002/03.
_ => Assumes 6% customer growth for Water.
The ground and surface water supply is adequate through the year 2040. Major treatment
and system expansions will be made as growth occurs and are included in the 5 -year
capital improvement schedule.
Wastewater Revenue Projections:
=> Based on average monthly billings adjusted for customer growth.
=> Assumes 4% customer growth for the next five years.
FINANCIAL SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99 35
Capital Recovery Fee Revenue
$2,500
$2,000
~ $1,000
$500
$o
Service Improvement Fees
Impact Fees
94/95 95/96 96/97 97/98 98/99* 99/00* 00/01* 01/02* 02/03*
*Projected
Fiscal Year
94/95
95/96
96/97
97198
98/99*
99/00*
00/01*
01/02*
02/03*
(in thousands)
Service Improvement Fees:
Water
93
1,313
1,017
894
844
844
844
844
844
Wastewater
57
803
622
547
516
516
516
516
516
Total
150
2,116
1,639
1,441
1,360
1,360
1,360
1,360
1,360
Impact Fees:
Water
N/A
N/A
169
200
268
268
268
268
268
Wastewater
N/A
N/A
106
133
131
131
165
165
165
Total N/A N/A 275 333 399 399 433 433. 433
Service Improvement Fees:
Collected from Del Webb's Sun City Georgetown on a per unit basis to offset cost of infrastructure improvements
to serve the development. The fees, similar to impact fees, are collected for water, wastewater, streets and fire
improvements as part of the development agreement for the 12 - 15 year project.
_> Water Service Improvement Fees $1,986 per unit
_> Wastewater Service Improvement Fees $1,215 per unit
Street and fire fees are not significant and are presented as part of other revenues.
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.
FINANCIAL SUMMARY
36 ANNUAL OPERATING PLAN ELEMENT 1998/99
Fiscal Year 93194 94/95 95196 96/97 97/98 98/99* 99/00* 00/01* 01/02* 02/03*
Property Tax Revenues:
(in thousands)
General Fund
720
691
747
1,045
1,555
1,872
2,199
2,565
3,712
3,424
Streets
0
145
178
253
423
597
660
725
792
860
Debt Service
647
889
1,060
1,168
1,360
1,711
1,699
1,787
1,910
2,095
Property Values:
(in millions)
Existing Property
386
466
518
561
775
1,038
1,230
1,360
1,493
1,631
New & Annexed
10
16
21
92
210
157
90
90
90
90
Property
Tax Rates
Per $100 -taxable 0.365 0.357 0.370 0.379 0.350 0.350 0.345 0.350 0.358 0.371
valuation
* Projected
Taxes are levied January 1 each year and are past due on February 1 of the following year. Property tax rolls are
certified in July and the tax rate is adopted in September along with the Annual Operating Plan.
Taxable values have risen steadily due to rapid residential and commercial growth since 1994.
* New construction permits averaged 800-1,200/year since 1996. Growth outlook is expected at 800 annually.
* Values on existing property have risen annually 7% on average the last 4 years. 1998/99 new values include:
- $117 million new construction
- $40 million annexations
Proposed property tax rate for 1998/99 is $0.351$100 valuation. (same as 1997/98)
5.9% increase over the effective rate of $0.33040 pays for additional transportation needs, public safety, and facility
expansion.
* Maintenance & Operations (M&O) $0.20675 for 1998/99 is deposited to General & Street SRF Funds**
* Debt Service $0.14325 for 1998/99 is deposited to General Debt Service Fund
**Beginning in 1994/95, the City began a 5 year transition plan to dedicate $0.05 of the M&O portion of
the tax rate to transportation. This goal is accomplished in 1998199.
Future Projections:
* Based on continued new property growth of $90 million annually with a 3% annual increase in valuations
* No annexations are included. ( The City will be reviewing several areas for annexation prior to the 2000
census which could result in an additional $100 -$120 million in added valuation in the 2000/01 tax year.)
* Tax rates include debt needs for street bapital improvements as shown on the 5 -year Street schedule.
- FINANCIAL SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99 31
Sales Tax Revenue
93/94
94/95
95/96
96/97
97/98
98/99`
99/00*
00/01*
01 /02*
02/03*
Millions
0 1 2 3 4
*Projected
The City receives 1 % of the 7.25% sales and uses taxes for general operating purposes. The remaining 6.25%
is collected and retained by the State of Texas.
The City's sales tax base is diverse with revenues being generated by national grocery and other retailers,
building supply stores, utilities, etc. The heavy residential growth over the past few years is also creating
additional sales tax generators. National franchised restaurants, such as Luby's Cafeteria, Applebees', and
Chili's, have announced new locations in the City.
Sales tax receinte have riQ=n et=nriihi aucraninn Ido/ anni ialhi fnr thm nact fivc vaarc
_> 1997/98 sales tax receipts expected to exceed prior year by 14.3%
_> Future revenues are projected at 9% annually.
FINANCIAL SUMMARY
32 ANNUAL OPERATING PLAN ELEMENT 1998/99
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FINANCIAL SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1998/99 33
Electric Revenue
Millions
0 5 10 15 20 25
93194 . M
94195 $12. 7M
95196 $1 7j9M
96197 $14. M
97198 $1 M
98199* *$ill
5M
99100* *$1
00101* *$2.)31M
01102* 06M
02103* 11 M
*Projected
Water Revenue
Millions
0 2 4 6 8 10
93194
94195
95196
96197
97198
98199*
99100*
00101*
01102*
02103*
' 1
$4.
Purchased Berry Creek M
Water System
$5. M
$6. 6M
*$6. 9M
*$6. M
*$7. 3M
*$7. 7M
I
*Projected
FINANCIAL SUMMARY
34 ANNUAL OPERATING PLAN ELEMENT 1998/99