HomeMy WebLinkAbout03 - City SummaryCITYS,UMMARY
CITY SUMMARY TABLE OF CONTENTS
Georgetown Century Plan
Georgetown's Long -Term Planning Process .................................... 1
Mission Statement........................................................ 3
The "Ends" Statements.................................................... 3
Annual Operating Plan Calendar of Events .................................... 10
Organization
Functional Structure.....................................................11
Budgeted Number of Employees ........................................... 12
Overview of Indicators and Measures .............................................. 13
Community Profile
Location..............................................................18
Overview..............................................................19
Historic Georgetown..................................................... 20
Recreation.............................................................23
Cultural Activities....................................................... 24
Education.............................................................24
Georgetown's Top Employers .............................................. 26
Miscellaneous Statistics .................................................. 27
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 15 policy areas.
Mission Statement and End Statements
The City's Mission Statement serves as a broad statement of purpose. There are fifteen, 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 and through the development of Functional Plan
Elements that address the 15 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
Airport Functional Plan
Transportation and Utilities Plan
Parks & Recreation Plan
Urban Design Plan
The Housing Plan will be presented to Council and adopted in 1999/00. The Century Plan and the Functional Plan
elements are published and distributed as a separate document.
Lintz 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 15 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/June 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 1999/00
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 1999/00
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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 1.00 Citizens of Georgetown experience a stable, self-sustaining economy with expanding job
opportunities.
Focus End 1.01 Existing undeveloped sites in Georgetown are put to beneficial use.
Focus End 1.02 Small and mid-sized commercial and industrial firms find Georgetown a welcoming business
environment.
Focus End 1.03 The Georgetown Industrial Foundation, Chamber of Commerce, local merchants, business
associations, and other potential business partners are assured of cooperation and collaboration from
the City.
Focus End 1.04 Georgetown citizens have the opportunity to find employment in the Georgetown area.
Focus End 1.05 Citizens and local employers are supported by the City in their efforts to develop appropriate
job-related skills.
Focus End 1.06 Financial and non-financial barriers to economic development in the City are removed.
Focus End 1.06.01 The downtown is economically viable
Focus End 1.06.02 Georgetown's unique character is preserved.
Focus End 1.07 The tourism industry in Georgetown is developed and promoted in a manner that compliments
the City's unique character.
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1999/00 3
_ENVIRONMENTAL AND RESOURCE CONSERVATION
Policy End 2.00 Georgetown's natural and physical resources are managed so that citizens enjoy the
benefits of economic and social development.
Focus End 2.01 Sufficient, high-quality water is available to meet the current and future needs of citizens and
businesses in Georgetown. Priority is given to:
1) human consumption
2) businesses
3) recreation
Focus End 2.02 Wildlife is conserved.
GROWTH AND PHYSICAL DEVELOPMENT
Focus End 3.00 Citizens, business owners and organizations enjoy the benefits of well-planned land usage
in which conflicting needs are balanced.
HEALTH AND HUMAN SERVICES
Policy End 4.00 City owned, sponsored or managed health and human services enhance the quality of life
of the citizens of Georgetown.
HISTORIC PRESERVATION
Policy End 5.00 Prehistoric and historic resources are preserved, protected and promoted for the benefit of
the citizens of Georgetown.
HOUSING
Policy End 6.00 All citizens have access to safe and adequate housing opportunities.
PUBLIC INPORMATIONAND EDUCATION
Policy End 7.00 City owned, sponsored or managed public information and education services enhance the
quality of life of the citizens of Georgetown.
Focus End 7.01 Public education and information services meet the diverse needs and requirements of citizens.
Focus End 7.02 Public information is accessible to all citizens.
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1999/00
PUBLIC SAFETY
Policy End 8.00 Citizens of Georgetown feel safe and are well protected from crime and disorder, natural
disasters and emergencies.
Focus End 8.01 The response times and service levels for emergency services are compatible in all parts of the
City.
Focus End 8.02 Public safety services extend sufficiently beyond the City limits through governmental contracts
to ensure that citizens in all parts of the City are adequately protected.
Focus End 8.03 Citizens are safe from animal threat.
Focus End 8.03.01 City provides humane animal accommodations.
Focus End 8.04 Georgetown is prepared to respond to large-scale natural and technological emergencies.
Focus End 8.05 Public safety services have a high level of citizen and volunteer involvement.
RECREATIONAND CULTURAL AFFAIRS
Policy End 9.00 Parks, open space, recreation facilities and services, and social and cultural activities
contribute to an enhanced quality of life for the citizens of Georgetown.
Focus End 9.01 Park facilities meet the leisure needs of citizens while minimizing the negative impact on
adjacent properties. Priority is given to:
1) Blue Hole/Imhoff Dam
2) A coordinated system of hikelbike and equestrian trails along the San Gabriel rivers and their
tributaries
Focus End 9.02 Georgetown has a City-wide open space system. Priority is to be given to:
1) the tributaries of the San Gabriel River (e.g. Smith Branch, Pecan Branch, Berry Creek)
2) preservation of key open space views
3) enhancement of park and recreational facilities
4) promotion of environmental conservation and/or protection
5) providing the City with a "land bank"
6) providing buffering from more intensive uses
Focus End 9.03 There are opportunities for citizens to participate in a wide range of recreational activities.
Priority is to be given to programs which meet the needs of those who are physically or otherwise
challenged.
TRANSPORTATION
Policy End 10.00 Citizens and commercial goods move safely and efficiently throughout all parts of the City.
Focus End 10.01 The Georgetown Municipal Airport primarily serves the general aviation needs of the
community.
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1999/00 5
URBAN DESIGN
Policy End 11.00 Georgetown's citizens and businesses enjoy an attractive community with a unique sense
of place and a positive, identifiable image, at a cost which is consistent with other City social and
economic priorities.
Focus End 11.01 Georgetown's unique character is maintained and enhanced.
Focus End 11.01.01 The design of new structures and remodels in special districts is respectful and
complimentary to existing districts and designs.
Focus End 11.01.02 The design of public works projects reflects a consistent City theme and historic flavor and
features locally available materials. Priority to be placed on:
1) lighting
2) distinctive street signs, etc.
Focus End 11.01.03 Prominent landmarks can be viewed from major roadways, particularly: (1) the County
Courthouse, (2) First United Methodist Church, and (3) Cullen Building at Southwestern University.
Focus End 11.01.04 Development in special districts is in character with or compliments the existing area.
Focus End 11.02 The visually intrusive impact of public works projects and public and private utilities and
facilities is minimized. Priority to be placed on:
1) stormwater drainage/management
2) utility lines (electric, telephone, cable TV, etc.)
3) street design
Focus End 11.03 Significant community locations and special events are easily located by citizens and visitors
to Georgetown.
Focus End 11.04 Parks and open space form a City-wide open space system.
Focus End 11.04.01 Located to serve citizens needs
Focus End 11.04.02 Preserve key open space views
Focus End 11.05 The planning and design process maximizes the safety, comfort and convenience of
pedestrians.
Focus End 11.06 Commercial buildings are planned, designed and maintained in a manner that does not detract
from the City's unique character.
Focus End 11.06.01 Site planning standards encourage large commercial buildings to be closer to the roadway,
with a majority of large parking areas located to the side and rear of the primary structure.
Focus End 11.06.02 Large buildings are articulated in a manner and style that is reflective of Georgetown's
character.
CITY SUMMARY
6 ANNUAL OPERATING PLAN ELEMENT 1999/00
Focus End 11.07 The impact of commercial and industrial land uses on single family neighborhoods are
minimized.
Focus End 11.08 The City is well maintained and citizens enjoy a high standard of community urban design.
Focus End 11.09 Parking lots do not detract from primary commercial structures.
Focus End 11.09.01 Natural environmental conditions are integrated into the design and construction of public
and private non-residential projects. Priority is given to:
1) standards and incentives for the preservation of healthy mature trees that are 4" or greater in
caliper
Focus End 11.09.02 Outside storage is effectively screened and unobtrusive.
Focus End 11.10 Citizens of Georgetown have the opportunity to enjoy a diverse and affordable range of new
neighborhood developments.
UTILITIES/ENERGY
Policy End 12.00 City owned, sponsored or managed utilities provide safe, adequate and reliable
services to all customers.
Focus End 12.01 Customers of the City's electric utility have a range of choices with respect to rates, service
levels and power supply options.
Focus End 12.02 City water and wastewater customers in all certified areas receive services which exceed state
and federal standards.
Focus End 12.03 The City's 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.
FACILITIES AND SERVICES
Policy End 13.00 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 13.01 The City centralizes and co -locates services on existing City -owned property whenever
possible.
Focus End 13.02 The City has a high level of employee satisfaction and retention.
Focus End 13.03 The City provides appropriate, well managed information technology and services that
support City operations and citizen access to information.
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1999/00 7
FINANCE
Policy End 14.00 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 14.01 Each utility system is a self -supported operation that provides a desirable and affordable level
of service.
Focus End 14.02 The City investigates the privatization of each City operation, as appropriate.
Focus End 14.03 The City's utility rates are competitive with surrounding communities and with the statewide
and national averages for comparable utility systems.
Focus End 14.04 The tax rate is reasonable and fair and does not hinder economic development.
Focus End 14.05 The City has a method for funding street and streetscape improvements.
Focus End 14.06 The City pursues all federal and state grant programs which would benefit the City.
GOVERNMENTAL AFFAIRS
Policy End 15.00 A high level of cooperation and involvement exists among Georgetown's citizens and
governmental organizations.
Focus End 15.01 All citizens actively participate in governmental functions.
Focus End 15.02 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 15.03 The City is a strong and visible participant in developing comprehensive solutions to issues
of concern on a regional level.
CITY SUMMARY
8 ANNUAL OPERATING PLAN ELEMENT 1999/00
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CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1999/00
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9
1999/00 Annual Operating Plan (AOP)
Calendar of Events for Budget Adoption & Implementation
Planning and Preparation
January — February *AOP process schedule set and Citizen Survey conducted.
March —
April
May
June
July
Adoption
August
*Five-year strategic planning issues and assumptions identified by senior management team.
*Staff budget workshop.
*Five-year capital projects 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 1998/99 Annual Operating Plan presented to Council.
*AOP instructions distributed to city divisions, and training sessions held.
ve-year financial forecast models updated.
Budget packages prepared in accordance with Council guidelines and Georgetown Century Plan.
Five-year Capital Improvements Plan presented to Council.
City Council annual operating plan retreat conducted.
Council budget guidelines distributed to city staff.
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 hearings on proposed budget and property tax rate held.
Se tember *Bud et and tax rate ordinances presented to and adopted by Council.
October 1 *Implement 1999/00 Annual Operating Plan.
Budget amendments may be made during the year in accordance with state law and city charter.
Budget Amendments See detailed requirements in the Budget and Financial Policies included in the Reference Section.
Typically, budget amendments are proposed to Council as part of the Mid Year AOP Review in May
of each year and at fiscal year end.
CITY SUMMARY
10 ANNUAL OPERATING PLAN ELEMENT 1999/00
- 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.
S D E N T
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o v MaryEllen Kersch c
it m h CITY COUNCIL °
m 4 `oma
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Mayor Pro Tem
Lee Bain
v _ Charlie Barton
N o 3 Employee & Charles Burson m e �, y
Munici al v a
o n� `g < o• Organizational Susan HO p v ? c
Z °�� o Services Clark Lydd Judge ,� o
o w-
r.d < 5Z o 79. ° Lorenzo Valdez
;.1 r - Safety Legal
a v a
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Bob Hart roc
O O �a
PxA�P o CITY MANAGER
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Prevention
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- CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1999/00 I 1
BUDGETED NUMBER OF EMPLOYEES
The 1999/00 Operating Plan will include 10 additional full-time positions and 3 new part-time positions.
The Community Owned Utilities division will add a Capital Improvement Program Construction Field
Representative. Community Services will add a part-time Receptionist in the Convention and Visitors Bureau and
additional part-time hours at the Airport and a full-time Staff Assistant will be transferred from Police Services and
shared with Municipal Court. Finance & Administration will also upgrade its part-time Warehouse Clerk to full-
time to manage the electric warehouse yard. Development Services will upgrade a Development Planner to full-time
and eliminate an Electric System Planner position. Fire Services will add three new Firefighters for Fire Station 4
and an additional Municipal Code Inspector by eliminating a Fire Captain position. Police Services will transfer a
full-time StaffAssistant to Management Services to assist customers at City Hall. Information Resources will add
a - fall -time -Public-Safety System Administrator. Parks -and- Recreation will -add 2 - full-time -Park - Maintenance
Workers, a full-time Tennis Instructor, a Challenge Course Coordinator, and combine 2 part-time positions into a full-
time Recreation Coordinator. Police Services will add a Victim's Services Coordinator contingent on the receipt
of grant funding.
The detailed personnel schedule is located in the Reference section.
EMPLOYEES - Full Time / Part Time (Full Time Equivalents)
1994195
1995!96
1996197
1997198
1998/99
1999100
3 100 200 300 400
EMPLOYEES - By Division
1999/00 Budget
42.5 Fire Svc
18.75 Mgt Svc 30.75 F&A
41.75 Parks & Rec
36.5 Com Svc
68 Police
333.25 Total Full Time Equivalents
24 Dev Svc
7 Info Res
COU
CITY SUMMARY
12 ANNUAL OPERATING PLAN ELEMENT 1999/00
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
4U
30
y
20
ti I
10 —
0
'94 '95 '96 '97 '98 '99 2000' '01' '02' '03• '04'
'Projected
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1999/00
18
16 —
14 —
W 12
ti 10
8 �
6
UTILITY CUSTOMERS
rAl
n
4
'94 '95 '96 '97 '98 '99 2000' '01' '02` '03' '04`
•Projected
❑ Electric o Water a Wastewater * Sanitation
13
RATE COMPARISONS
COMBINED MONTHLY RATES
(Utilities and Taxes on $128,599 Home)
$325 $375 $425
GEORGETOWN
Round Rock
Cedar Park
Pflugerville
Austin
Leander
PROPERTYTAXRATE COMPARISON
.80
$475 PflugeR
ACTIVITY INDICATORS
POLICE CALLS FOR SERVICE
40
35
30
25
Ca
Ca
(n 20
0
r
~ 15
10
5
0
'94 195 196 '97 '98 199 100`
Temple
Leander
George
3,000
2,500
2,000
1,500
1,000
500
0
Belton (.71)
Killeen (.60)
Austin (.5034)
Cedar Park (.4839)
Round Rock (.36295)
FIRE CALLS FOR SERVICE
'94 '95 '96 '97 '98 199 100`
CITY SUMMARY
14 ANNUAL OPERATING PLAN ELEMENT 1999/00
RECREATION ACTIVITY
50
45
40
35
m 30
a
m
� 25
0
~ 20
15
10
5
0
'97 98 99 100"
❑ Program Activity * Rec Center
BUILDING PERNIITS
175
150
125
v
y 100
o
o75
4
50
25
0
1,500 300
1,250
250
1,000
m
a
c
750 200
0
ti
500
150
250
0 100
1,500
1,250
1,000
750
a
500
250
0
'94 95 196 '97 '98 199 '00'
❑ Value O Permits
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1999/00
4,500
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0
LIBRARY CIRCULATION
'94 '95 '96 '97 '98 199 100'
ANIMAL SERVICE CALLS
'94 195 '96 '97 198 199 '00'
15
o�
1,500 300
1,250
250
1,000
m
a
c
750 200
0
ti
500
150
250
0 100
1,500
1,250
1,000
750
a
500
250
0
'94 95 196 '97 '98 199 '00'
❑ Value O Permits
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1999/00
4,500
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0
LIBRARY CIRCULATION
'94 '95 '96 '97 '98 199 100'
ANIMAL SERVICE CALLS
'94 195 '96 '97 198 199 '00'
15
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
1998 1999
41% Delighted
41% Delighted
6% Dissatisfied 8% Dissatisfied
53% Satisfied 51% Satisfied
SATISFACTION BY KEY AREA
0% 20% 40% 60% 60% 100%
Safety
Community Image/Feel
City Services
Rec. & Culture
Ed/Health/Social Svcs
Economy/Growth
Citizen/City Relationships
Price for Service
Streets/Traffic
0 Dissatisfied O Satisfied M Delighted
CITY SUMMARY
16 ANNUAL OPERATING PLAN ELEMENT 1999/00
s%
46%
41M
4%
7%
57%
11%
56%
- -.-
- .-31%
2J%
64%
fW
]9%
50%
12%
0 Dissatisfied O Satisfied M Delighted
CITY SUMMARY
16 ANNUAL OPERATING PLAN ELEMENT 1999/00
IMPORT,4UNCE
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.
LNLPORTANCE TO OVERALL SATISFACTION
0% 10% 20% 30% 40% 50%
Community Image/Feel
Citizen/City Relationships
EconomylGrowth
City Services
Ed/Health/Social Svcs
Price for Service
Streetslrraffic
Rec. & Culture
Safety
Community Image/Feel
City Services
Economy/Growth
Safety
Ed/Health/Social Svcs
Rec. & Culture
Citizen/City Relationships
Streets/rraffic
Price for Service
LbLPORTANCE TO OVERALL DELIGHT
U% 10%. 'LU % 30%
18%
OVERALL EMPLOYEE SATISFACTION
1998 1999
52% Better than Expected
5% Dissatisfied
43% Expected
i
27%
51% Better than Expected
4% Dissatisfied
45% Expected
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1999/00 17
3a°�o
21%
12%
11^v
1195
5%
6%
395
2%
Community Image/Feel
City Services
Economy/Growth
Safety
Ed/Health/Social Svcs
Rec. & Culture
Citizen/City Relationships
Streets/rraffic
Price for Service
LbLPORTANCE TO OVERALL DELIGHT
U% 10%. 'LU % 30%
18%
OVERALL EMPLOYEE SATISFACTION
1998 1999
52% Better than Expected
5% Dissatisfied
43% Expected
i
27%
51% Better than Expected
4% Dissatisfied
45% Expected
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1999/00 17
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.
CITY SUMMARY
18 ANNUAL OPERATING PLAN ELEMENT 1999/00
`1
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 1999 estimated population of 26,400 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 205 admitting physicians,
serves at the centerpiece for Georgetown Healthcare System, providing obstetrical, surgical, diagnostic and emergency
services to the local area. Nearing completion of the $9.5 million, 80,000 square foot expansion and renovation
project, diagnostic, ambulatory care, and birthing capabilities will be increased. Also included is the Georgetown
Cancer Treatment Center which will provide medical and radiation oncology services that are close to home.
1 CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1999/00 19
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
20 ANNUAL OPERATING PLAN ELEMENT 1999/00
INX.
XL'`'
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
20 ANNUAL OPERATING PLAN ELEMENT 1999/00
-1
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.
AMERICAN
L
Uia�ARD
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1999/00
21
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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.
22
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 18th 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 events like the 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
ANNUAL OPERATING PLAN ELEMENT 1999/00
RECREATION
Georgetown offers a wealth of recreation. In Georgetown there are currently sixteen city parks comprising nearly 350
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 five
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 purchased and opened the Georgetown Tennis Center in September 1999. The facility includes a
full size swimming pool and baby pool, 11 tennis courts and activity center on 7 wooded acres. The City of
Georgetown Parks and Recreation Division was chosen as the winner of the 1999 Gold Medal Award for excellence
in recreation and park management
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 1999/00 23
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 7,551 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
24 ANNUAL OPERATING PLAN ELEMENT 1999/00
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 1,256. Located 10 blocks
from the City's central business district, present
facilities include some 37 buildings located on
approximately 500 acres.
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
u ANNUAL OPERATING PLAN ELEMENT 1999/00 25
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.*
50
City of Georgetown
299 ,�
Advance Metal Systems*
40
Airborne, Inc.
250
Educational
Aircraft System Manufacturing
40
C3 Communications, Inc.
100
Georgetown ISD
1,200 ✓
Chatsworth Products*
100
Southwestern University
260
Deaton Engineering/Design
& Assembly Concepts
50
Service
House of Hatten
80
Pioneer International Steel
125
Del Webb's Sun City Georgetown
1,500
Pringle & Associates
60
Georgetown Hospital
260 J
Manitex (Manitwoc Crane)
178
Georgetown Railroad
38
Mrs. Bairds
31
GTE Southwest
62
Reedholm Instruments, Inc.*
45
Sierra Microwave*
65
Retail
Technology Manufacturing - Design
60
Albertsons
130
Texas Electric Cooperatives -
HEB
245 J
Transformer Division*
125
Wal-Mart
150 a
Triple S Plastics
300 ✓
Xycarb Ceramics USA (1998)*
85
* Assisted through state grants/loan guarantees arranged by and administered by the City.
CITY SUMMARY
26 ANNUAL OPERATING PLAN ELEMENT 1999/00
Miscellaneous Statistics
Public Safety
Police Fire
Number of stations 1 3
Number of officers/firefighters 46 33
(exclusive of volunteer firefighters)
Education
Attendance Centers
Number of students
12
7,551 II
Employees
Adopted
Full time
299.75
Part time
33.50
New construction building permits issued Oct. 98 - Sept. 99 - 675
Total number of utility customers as of September 30, 1999:
Electric - 12,413 Water - 11,573
Sanitation - 10,350 Wastewater - 9,519
Infrastructure
Miles of streets
340
Number of street lights
2,244
Miles of water mains
305
Miles of sanitary sewers
205
Miles of storm sewers
36
Miles of electric distribution lines
248
Annual electric sales - mWh
268,756
Peak demand - mW
62
CITY SUMMARY
ANNUAL OPERATING PLAN ELEMENT 1999/00 27
Recreation &Culture
Number of parks
16
Acres of parks
350
Number of libraries
1 public
Number of volumes
63,272
Library circulation
240,419
Library visits
194,640
CITY SUMMARY
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