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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. CITY SUMMARY 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. CITY SUMMARY 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. CITY SUMMARY 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. CITY SUMMARY 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 � S Planning &Zoning Commission aoP�s` ssa was Con � nt o� � �'n °'hs2stO�.�, 8��\Gomm eau Bo ��s/tors. �'saf'o 9 �. 3 93 Employee & n o c !all Organizationa n o Services o o Safety ° Services a P y0��ope��t m CP /rips l 10 A 10 '% NO °C (pj0 - co A �0s -6 y judge Ln ._ ^to C _ to 'T _o v io < ; A eP1 Ps. t'�f df;0 av " L `U dsi CA dg tP7 a P y0��ope��t m CP /rips l MAYOR Leo Wood CITY COUNCIL Ferd Tonn Mayor Pro Tem Lee Bain Charlie Barton Charles Burson Shelley Davis Susan Hoyt Lorenzo Valdez Bob Hart CITY MANAGER City Secretary Administr ent ation . CapitOperat ons operations Co Prevention & mmunityAnalysis CITY SUMMARY ANNUAL OPERATING PLAN ELEMENT 1998/99 9 .o v p .to u i Municipal° y judge Ln ._ ^to C _ to 'T _o v io < ; Serval ices av " L `U a m .mor 0�lSbtaC1 .` �e 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 This page intentionally left blank. 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 This page intentionally left blank. 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