HomeMy WebLinkAbout02 - OverviewOctober 1, 1996
To the Honorable Mayor Wood and members of the City Council:
Georgetown residents share a basic concern that the high quality of life currently found in this community
should be maintained and enhanced. The City plays an important role in defining quality of life by
developing and maintaining a pleasant, attractive, dynamic, and healthy community. The Georgetown
Century Plan is the comprehensive strategic plan documenting the process by which Georgetown will strive
to enhance its quality of life. This budget document serves as the Annual Operating Plan Element
(Operating Plan) of the Georgetown Century Plan and is prepared around the fourteen policy areas outlined
in the Century Plan. The Operating Plan continues the work and reflects the direction established by our
citizens and the City Council to meet existing challenges and effectively plan for future needs.
Guidance in preparation and approval of the Operating Plan is arguably the most important service that the
Council provides during the year. The budget process is designed to produce a management -oriented
budget document with the fourfold theme of providing financial control, management information, planning
and policy development.
The 1996/97 Operating Plan is based on the ends established by the Council at this year's retreat, the
subsequent budget workshops, public hearings and the City's mission statement:
The Mission of the City of Georgetown is to initiate action which will preserve and enhance
the quality of life and Georgetown's unique character by preparing for the future through the:
• Preservation of Georgetown's rich heritage and natural resources;
• Promotion of well-planned development, cost-effective professional
management and competent, friendly services; and
• Protection of its citizens, the environment and all other assets.
Budget Overview
The 1996/97 operating and capital budget, or Operating Plan, represents a $65.9 million total financial plan.
This represents a 16.7% increase from the 1995/96 budgeted expenditures. The $9.4 million increase in
this financial plan includes twenty-three new full time staff positions for fire, police, library, planning and code
enforcement as well as additional utility and street crews; public safety software and planning database
improvements, additional grants for economic development and housing and a $4.6 million increase in
capital improvement projects. The increases are a direct result of the City's staggering 10% growth rate
over the prior year, the increasing demand for City services and the pressures of a changing regulatory
environment.
Georgetown's total taxable appraisal value increased 19.7% to $633 million. The increase is primarily due
to $91 million of new property added through annexations and new construction. Existing property values
CITY HALL ° 609 MAIN STREET
POST OFFICE BO: 409 1 GEORGETOWN, TEXAS 713627-0409 1 51 2/930-3651 " TDD 51 2/930-3549 1 FAX: 512/930-3659
increased a modest 2.7% after two years of sharp increases. The 1996/97 property tax rate is $.3785 per
$100 property valuation, compared with $.37 in 1995. It is 2.3% above the effective tax rate of $.36754.
Georgetown's community owned utilities (electric, sanitation, stormwater drainage, wastewater and water)
continue to maintain excellent operating performance and allow for system expansion and improvements
with no base rate increases for electric, wastewater or water services since 1991192. There are also
no rate increases included for sanitation or stormwater drainage.
Economic Outlook
Georgetown and the Central Texas region continue to experience strong economic growth. Sales tax
figures for Georgetown increased an average of 7% per year for the last three years with similar growth
anticipated in the coming years. Housing starts have increased drastically in the past few years.
The City, Georgetown Industrial Foundation and the Chamber of Commerce continue to be successful in
bringing increased economic activity and opportunities to the area. These cooperative efforts have helped
build a diversified and stable commercial and industrial base to keep Georgetown as a strong, economically
viable piece of the region and not merely a "bedroom/commuter' community.
Georgetown is part of the Austin Metropolitan Statistical Area (MSA) which is also enjoying continued
prosperity. Sales tax figures show a 9% growth rate over the previous year and employment growth has
been 6% annually for the past four years. The Texas Comptroller for Public Account's economic forecast
projects that the Austin MSA will see continued growth.
Sun City Georgetown. The Del Webb Corporation began development of a 9,500 home, 5,300 acre, active
retirement community called Sun City Georgetown in 1995. Sun City Georgetown, on the northwestern
edge of the City, will provide long-term retail and commercial growth for the community. The City's
development agreement with the Del Webb Corporation provides for fire protection, wastewater, water and
electric services and infrastructure as well as annexation of the site. Del Webb pays a per unit fee (called
SIP fee) for its share of the improvements. The City will make all infrastructure and debt payments using
the SIP fees without cash shortfalls or increases in overall service rates for electric, wastewater and water.
As of September 30, 1996, 384 homes have been completed and hundreds more are in various stages of
construction. The impact on service demands and operating costs is evident in the new positions being
added in this years budget. The initial phases of water, wastewater and electric infrastructure to serve the
development were completed in 1995/96. The City's third fire station, located within the development, is
scheduled to begin construction in the spring of 1997.
1996/97 Operating Plan Element'- Transmittal Letter Page ii of xi
Budget Highlights: Ends and Means
At the annual retreat, the City Council ranked the fourteen Century Plan policy areas according to
importance for the upcoming year. The highest ranked areas were Transportation and Utilities/Energy. The
operating budget is a direct reflection of these priorities. The following summarizes the means by which
staff will accomplish the Council's ends for the City of Georgetown.
Transportation
Policy End: 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.
Means for Accomplishment
The Council chose transportation as the most important issue facing Georgetown in the upcoming year.
With the growth that is occurring in Georgetown now, traffic volume and flow are of chief concern. This
budget continues the City's proactive approach to transportation planning by providing significant funds for
projects to meet transportation needs. The budget provides $2.7 million in new street improvement projects
for 1996/97 including:
• Construction of Northwest Boulevard to Serenada Drive,
• Widening of Lakeway Drive from Williams Drive to Lonesome Trail,
• Widening of Airport Road from Lakeway Drive to Vortac,
• Improvement of 22nd Street at Leander Road (Texas Capital Fund grant),
• Widening of San Jose Street at 22nd Street,
• Realignment of San Jose Street at Holly Street, and
• Rebuilding of 15th Street from Maple Street to Church Street.
Road improvements started during 1995/96 that will be completed in 1996/97 are the
• Construction of Northwest Boulevard to Lakeway Drive,
Construction of Quail Valley from F.M. 1460 to Maple Street,
• Rebuilding of Country Club Road to the San Gabriel River,
• Rebuilding of 15th Street from Hutto Road to Maple Street, and
• Construction of Railroad Street.
In addition to the above street improvements, numerous other improvements are included in this budget.
• A Rapid Response Team for the Street Department is added. This two -person crew will respond
immediately to emergency calls and minor service requests, including pot hole repairs, graffiti
cleaning, dead animal removals from roads, etc. Crews working on larger projects will not be
interrupted for these trouble calls. This response team will significantly enhance the City's attention
to its customers while allowing larger projects to progress with fewer interruptions or distractions.
• The extension of Leander Road from Austin Avenue to Farm to Market 1460 will begin in 1996/97.
The City's cost for this project, $700,000 for right-of-way purchases, is also included in the Annual
Operating Plan. The "flipping" of Interstate Highway 35 ramps around Williams Drive, the City's
share of a bridge below the Lake Georgetown dam and the Rivery bridge across the North San
Gabriel River are included in the five year capital improvement program (CIP) schedule.
• This is year three of the Council's five year plan to increase the property tax revenues dedicated to
streets. The proposed budget allocates four cents of property tax revenues (up from 3.3 cents in
1996/97 Operating Plan Element - Letter to Council Page iii of xii
fiscal year 1995/96), or $253,000, for ongoing street maintenance, repair and construction. The
ultimate goal of five cents will be met in 1998/99.
• As part of our ongoing efforts to recognize the full cost of maintaining assets, a special revenue fund
(SRF) has been established to pay for the Street Department and street improvements. All revenue
from the dedicated property tax and the franchise fees paid by utility providers will be spent
exclusively on street operations, maintenance, and improvements. Franchise fees relate to streets
in that companies pay a franchise fee for use of public rights-of-way. The SRF functions like the
internal service funds in concept and scope.
Utilities/Energy
Policy End: Georgetown's utility systems provide safe and reliable service which meets the needs of all
citizens and promotes the economic health of the community.
Means for Accomplishment
Community utility services were identified as another top priority for 1996/97. Issues include infrastructure
expansions and improvements, energy and resource conservation, and protection of investments in the face
of an approaching deregulated electric market. The proposed budget includes numerous capital
improvements and other projects which meet Council priorities.
Customer Choice & Control (CCC). The CCC project is the City's fixed, wireless network and is critical
to the City's competitive electric strategy, the water conservation strategy and to improving the quality of
services provided to Georgetown. The first phase of CCC, to. be implemented during 1996/97, consists of
the automated electric and water meter reading system and the electronic control and scanning system
(System Control and Data Acquisition or SCADA) for the City's electric and major water and wastewater
infrastructure. The $4.1 million cost is allocated among Electric, Water and Wastewater CIP and will be
funded with utility system revenue debt. The City will implement time of use rates by April 1, 1998. The new
rates and system provide tremendous ability to manage the efficiency of the electric system and reduce
peak electric and water demands. Future phases of the system will allow quality of life services such as
home security and fire alarm systems.
Water. The 1996/97 budget includes $3.8 million in water projects. Retrofitting for the Lake Water
Treatment Plant will expand rated capacity from 5.2 to 7.5 million gallons per day. The City will also replace
a line on Austin Avenue from 12th to 17th Streets and construct the West Loop water line from DB Wood
Road to Williams Drive. The latter project will tie Oakcrest to the City's system and will eliminate that
neighborhood's low water pressure.
The extensive water conservation education campaign, started this past summer, will continue in 1996/97.
The next phase of the campaign to reduce our peak water demands is to implement conservation rates for
residential customers with high usage. The rates are scheduled to be adopted in January 1997. The higher
rates should discourage excessive water usage as well as shift the financial burden of expanding the water
treatment plants to customers with higher usage.
Another high Council priority is to secure adequate water supply for the future. The budget includes
$210,000 to purchase rights to an additional 10,000 acre feet of water from the Brazos River Authority. This
purchase will nearly double our current supply, bringing our total water supply to 22,173 acre feet. This level
will meet Georgetown's water supply needs through 2038.
Wastewater. The 1996/97 budget includes $1.8 million in wastewater projects. Projects include the
extension of sewer lines out Williams Drive and the planning, permitting and engineering work for the Pecan
1996/97 Operating Plan Element - Letter to Council Page iv of xii
Branch Wastewater Treatment Plant to be built in 1997/98. The budget also includes the reconstruction
of wastewater collection lines along Hart Street and in the Oakcrest area.
Electricity. Electrical deregulation has been discussed and debated for some time, but no specific time
frame was ever mentioned. This summer, however, U.S. Congressman Schaefer introduced a bill calling
for electric deregulation to take effect by December 15, 2000. Electric wheeling will force power suppliers
to compete for customers. Georgetown, having already anticipated such a law, is well positioned to
compete. Implementation of the CCC system, reduction of General Fund transfers, continual customer
service improvements and other strategies should give the City of Georgetown a competitive edge.
In addition to actively pursuing these strategies, the budget includes $3.9 million for electric capital projects
and three additional electric workers to keep up with the expansion of the City's electric system. The City
will soon have over 10,000 electric customers. This is a 22% increase from two years ago.
Facilities & Services
Policy End: The City provides for the safety of its citizens and supports the responsive delivery of
coordinated services by the City and other public agencies.
Means for Accomplishment
Fire Services. The budget includes issuing debt for the construction of a fire/EMS station in Sun City. SIP
fees paid by Del Webb will be used to purchase the additional fire pumper truck for the station. The station,
while primarily functioning as a fire station, will provide a variety of city services. Citizens will be able to pay
utility bills, file police reports, volunteer for programs, or talk with a city inspector at the same facility. The
budget includes four additional firefighters to meet current service demands. Additional firefighters will be
needed in 1997/98 to staff the new station.
Police Services. Significant additional resources are included to maintain the City's commitment to
community oriented policing. The growth will soon require the creation of a fourth patrol district. The
addition of three new officers in 1996/97 is the first half of a plan to implement the new district in 1997/98.
The budget also includes a K-9 officer that will greatly enhance relations with the youth and the rest of the
community. Continuing the City's commitment to a drug free community, the budget includes new
equipment to increase the effectiveness of two drug enforcement officers. Two additional communications
operators are added to maintain sufficient dispatch support.
Public Safety. The 1996/97 budget includes a needs assessment for a new public safety facility and the
acquisition of land for the site. This facility, which is included in the new Facilities & Services Functional
Plan, is planned for 1998/99. Both Fire and Police will benefit significantly from the purchase and initial
implementation of a new public safety software system. The budget includes $260,000 for the first phase
of the public safety software.
Employee & Organizational Services. The commitment to the "pay for performance" system is continued
in the budget with funds set aside for employee merit increases. The market adjustments done in 1995/96
have greatly increased the City's ability to recruit and retain quality staff. Maintaining high quality city
employees and minimizing turnover are critical to keeping good customer service adequate and to meet the
demands of rapid growth.
Public Library. Four additional part-time personnel and one part-time to full-time upgrade for the Public
Library are included. The new staff will improve library service by allowing day and evening shifts, quicker
tum around on books and more front line service to patrons. Also, the budget for new library books has
1996/97 Operating Plan Element - Letter to Council Page v of xii
been increased by 25% to $71,000. Similar increases over the next four years will bring the Library up to
the national standard for books per capita.
Information Resources. The City will continue to upgrade and expand its information resources and
systems. The City computer network that will link all city buildings will be complete by December 1996. This
will enhance productivity and customer service. Significant funds and staff resources are directed to the
City's planning and Geographic Information System (GIS) databases. These projects are key to the new
redesigned development process included in this budget. The public safety software system and
replacement of parks and recreation software are also planned.
Finance
Policy End: All municipal operations are conducted in an efficient business -like manner and sufficient
financial resources for both short-term and long-term needs are provided.
Means for Accomplishment
Staff will continue to plan for future growth and to time project construction and related debt issuances to
minimize tax and rate increases. The 1996/97 budget includes a `what it takes to balance" transfer out from
the Electric Fund of less than $1 million, compared to more than $2 million in 1993/94. The General Fund
continues to require large subsidies from the utility funds, but rising sales tax receipts and new property
have helped to offset some of the needs. The greatest challenges facing the City will be expanding and
maintaining roadways without large tax increases and delaying construction of both the next major water
plant expansion and the raw water supply line from Lake Stillhouse Hollow.
Education
Policy End: Diverse and comprehensive educational opportunities are available through public and private
cooperative efforts.
Means for Accomplishment
The joint automated phone information system shared between Williamson County and the City will be
completed during the year. A grant proposal will be submitted to provide public Internet access at the
Library. Also, staff will support, where appropriate, the Austin Community College Extension Program at
Georgetown Independent School District and the Workforce Development and Smart Jobs Programs for
local businesses.
Environmental & Resource Conservation
Policy End: The physical qualities that make Georgetown attractive are protected.
Means for Accomplishment
An emerging issue that the City will face in the upcoming year deals with personal communication system
(PCS) towers. Responding to the growth in the number of pager, portable phone and car phone users, and
the need to reduce the federal deficit, the Federal Communications Commission (FCC) has begun
auctioning off public.airwaves to the highest bidder. By later this year, there could be numerous companies
establishing wireless networks in Texas. The increased competition is resulting in the proliferation of PCS
towers across the nation. Staff is currently researching the implications for Georgetown and planning the
City's approach for accommodating the PCS providers, while also preserving the aesthetics of the
community.
1996/97 Operating Plan Element - Letter to Council Page vi of xii
Health and Human Services
Policy End, Comprehensive, affordable health and human services aro available through public and private
organizations.
Means for Accomplishment
An exciting and proactive undertaking planned for next year is the Georgetown Project. The project will
Gose many gaps in the availability of human and social services which help to meet the needs of children,
youth and families. In the past, a sense of community helped to fill those gaps because, in a small town,
people know their neighbor's needs, and individuals step in to help. As Georgetown grows, that sense of
community must be preserved. The Georgetown Project attempts to coordinate efforts and resources
around a common vision and set of community values. No other community is addressing human services
in such a comprehensive and proactive way. Those involved in the project include the City, the Georgetown
Independent School District, Georgetown Ministerial Alliance, Georgetown Hospital, Southwestern
University, the University of Texas, and local businesses. The City of Georgetown intends to be an active
partner in this coalition and will be the largest single funding source with $70,000 included in the 1996/97
budget. City divisions will coordinate projects to address issues or concerns highlighted by the efforts of
the Georgetown Project.
Growth and Physical Development
Policy End: 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.
Means for Accomplishment
The City will issue approximately 1,400 new building permits this year compared to 602 in 1994/95.
Revenue estimates for 1996/97 are based on a projected 1,200 permits. To encourage continued
development and prosperity within our community, the budget includes implementation of a redesigned
development process. The new development process will streamline procedures and enable one-stop
processing. After many months of research, planning, and discussions with local developers, staff has
designed an outstanding model for excellent customer service. The greatly increased development activity
dictates several additional employees be added. The redesigned process will reduce the number of
additional employees needed to six additional positions. The positions will include two development
planners, a development engineer, an electric system planner, a development accounts specialist and a
telephone receptionist. Significant improvements to the planning database and additional office space are
included as part of this project. The redesigned process also adds a code enforcement officer to better
enforce city codes.
Economic Development
Policy End: Georgetown's economy is self-sustaining through diversified growth, a broad tax base with
minimal impact from economic fluctuation, enhanced business opportunity and job creation.
Means for Accomplishment
The City of Georgetown is committed to encouraging diversified growth and establishing a broad tax base.
The 1996/97 budget continues funding for the Georgetown Industrial Foundation at $140,000. Increased
emphasis is needed on sales tax generating companies. An economic development entity will be created
to facilitate potential business creation, expansion, and relocation. The Advanced Metal Systems, Inc.
project is anticipated to move forward with funding from the Texas Capital Fund for street improvements.
1996/37 Operating Plan Element - Letter to Council Page vii ofxii
The Reedholm Instruments building will be completed during the year. Staff will work closely with
Williamson County officials to develop the exposition center/show barn.
Historic Preservation
Policy End: Prehistoric, historic, and cultural resources are preserved, protected and promoted.
Means for Accomplishment
To preserve and maintain the historic beauty of our City's downtown, the budget dedicates an additional
park worker exclusively to the downtown. The worker will maintain the square and Founders Park by
picking up trash, maintaining the landscaping and park benches, and cleaning the public restrooms behind
Grace Church.
Furthermore, $20,000 has been allocated to renovate the "shotgun" house located behind the Public Library_.
This project will require extensive community involvement to determine its optimum use. Also, the City has
just purchased the Heritage Baptist Church site. Plans will be developed during the year concerning the
type and scope of a downtown parking facility for that location. Finally, both funds -and staff time are
allocated to develop the Historic Preservation Plan Element of the Century Plan.
Urban Design
Policy End: Georgetown has a positive, identifiable image and an attractive appearance.
Means for Accomplishment
Late in 1996/97, staff will begin the process to update the Urban Design Plan Element of the Century Plan.
The working groups and plan drafting will occur in 1997/98.
Governmental Affairs
Policy End: A high level of cooperation and involvement exists among Georgetown's citizens and
governmental organizations.
Means for Accomplishment
Staff will devote some time, during the legislative session, as members of the Texas Municipal League
Fiscal Impact Analysis Team and the Congressional Budget Office Local Fiscal Impact Team. The City will
work with Williamson County and the City of Round Rock on crime scene investigations and will continue
work on the 800 MHZ communications tower. During the. current year, the City participated in a joint fuel
purchasing contract with a number of entities. The joint savings were significant. The City will continue to
be a part of this joint agreement and pursue others. The budget also includes $10,000 of seed money for
Georgetown's 150th birthday celebration committee.
Housing
Policy End: The City cooperates with builders, developers and property owners to provide safe and
adequate housing opportunities for all citizens.
1996/97 Operating Plan Element - Letter to Council Page viii of xii
Means for Accomplishment
In fiscal year 1996/97, the City will again apply for another Home Grant. Also, street improvements will be
made on 22nd and Leander Streets as part of the tax credit apartment complex, "The Oaks."
Recreation and Cultural Affairs
Poligy End: All citizens actively participate in community -wide social, cultural, and recreational activities.
Means for Accomplishment
Significant parks and recreation projects include paving the parking lots at Blue Hole Park and the new
athletic complex portion of the Hike and Bike Trail. Paving the Blue Hole lot continues the City's efforts to
beautify and increase the use of the park by the community. In that same spirit, $130,000 to build restrooms
at Blue Hole Park and to renovate the restrooms in San Gabriel Park is also included in this budget. The
park near Walnut and 17th Streets will continue to be improved. Initial planning will occur for a ten -acre park
in Reata Trails. We will initiate the grant request to the Texas Parks & Wildlife Department for continuation
of the River Corridors project.
Budget Highlights: Financial
Financial Summary
The City is committed to sound financial planning and direction as reflected in the Finance Policy portion
of the Georgetown Century Plan and the Budget and Financial Policies adopted as part of the budget. The
City has historically maintained relatively low debt and used operating revenues to fund both City services
and capital improvements. In 1994/95 the City issued $12 million in revenue debt to fund infrastructure for
Sun City and other growth; however, no additional revenue debt was required in 1995/96. Debt issues
planned for 1996/97 are $1.6 million for the Sun City Fire Station construction and purchase of public safety
facility land, $2.9 million for street projects, and $4.1 million for the Customer Choice & Control (CCC)
system. The CCC project is the only utility system revenue debt in 1996/97. The general obligation debt
issuances in 1996/97 will result in an estimated 7% tax increase, or 2.6 cents, in 1997/98. The revenue
debt coverage ratio will be 4.16, far above the 1.5 minimum requirement. The minimum contingency reserve
has been increased from $5.7 million to $6.4 million. The City has also met its commitment for minimizing
rate and tax increases by including no utility rate increases. Although property tax rates are increased by
2.9%, the tax rate is comparable to that in 1988/89 and is among the lowest in the area.
Significant Financial Issues
Revenues. The City's revenues (as shown in the chart below) continue to rise due to increased sales tax
revenues and demand for utility services. The City's overall customer base for its electric, sanitation,
wastewater and water services has historically increased at 4% per year. Beginning with 1995/96, the
customer growth has exceeded 10%.
1996/97 Operating Plan Element - Letter to Council Page ix of xii
95/96
Projected
Actual
Property Taxes
2,006,025
Sales Taxes
1,872,600
Electric
13,868,456
Water
5,691,299
Wastewater
3,162,000
Sanitation
1,252,021
Stormwater Drainage
251,861
Capital Recovery Fees
2,802,050
Misc. Fees & Revenue
2,965,157
Airport
431,940
Interest (All funds)
952,427
Grants & Special Revenue
1,398,840
Bond Proceeds
0
Utility Franchise Fees
740,244
Fund Balances
2,118,062
Subtotal 39,512,982
Interfund Charges
& Transfers 10,998,396
TOTAL 50,511,378
* Percent change of 96/97 Adopted from 95/96 Projected Actual
General Fund. The General Fund will have a substantial, but diminished, deficit. In 1996/97, the General
Fund will require a `what it takes to balance" transfer of $1.8 million. The transfer is 16.3% of budgeted
expenditures, compared to 1995/96, where it was $2.3 million or 24.1 % of budgeted expenditures. The
1997/98 opening of the Sun City Fire Station, and other additions required to keep up with growth, will cause
an increase in the transfer next year. The rising taxable property over the past four years has helped the
fund's position. The increasing service demand will be managed through transfers and limiting growth in
City services available for the short term. City staff will continue to seek strategies to provide Council with
long-term recommendations to improve the financial condition of the General Fund.
Electric, Wastewater and Water Funds. The City's electric, wastewater and water systems are projected
to generate revenues sufficient for operations and maintenance and some system improvements without
rate increases. The funds are projected to have sufficient revenues and developer reimbursements (Del
Webb) to service the planned debt without a rate increase for at least the next two fiscal years. These funds
will also continue to pay debt service obligations, ongoing operations, and supplement shortfalls in the
Stormwater Drainage Fund and the General Fund. The City adopted capital recovery fees in 1995/96 that
begin accumulating during 1996/97. These fees will provide funding for wastewater and water infrastructure
expansion in future years.
Sanitation Fund. A significant accomplishment in the budget is that the Sanitation Fund will be self
supporting for the first time. This has been accomplished by small rate increases and cost containment
measures implemented over the past two years. In 1996/97, the City will eliminate the free, 3 -yard per
month disposal at the Collection Station. The monthly bulky waste pickup program already provides a
1996/97 Operating Plan Element - Letter to Council Page x of xii
similar service and will continue to be provided without additional charge. Customer rate increases may
be needed in the future as the EPA's Subtitle D regulations regarding landfills continue to increase service
costs.
Internal Service Funds. The City's use of internal service funds to provide maintenance, insurance and
replacement of vehicles; repair and maintenance of City -owned buildings and upgrades and expansion of
computer hardware and software has proven successful in sustaining the funding levels needed to maintain
the City's assets. In 1996/97 the City's internal service funds will provide $362,625 to add, upgrade and
replace computer hardware, software and training including 31 new and replacement PC's; $260,000 to
purchase the first phase of a new Public Safety Computer System; $540,250 for database and automation
for the redesigned development process; $1,220,694 for 18 replacement vehicles and 11 additional
vehicles; and $341,622 for building maintenance and repairs.
Special Projects & Special Revenues. The Operating Plan reflects significant grant projects in 1996/97.
State -funded economic development grants totaling $2.8 million for Reedholm Instruments, Advanced Metal
Systems and various others are included. The budget also includes $337,500 for a 1996 CDBG Home grant
that is pending approval.
Personnel. The 1996/97 Plan shows a net increase of 23 full-time employees. Staff additions have been
across-the-board. The rapid rise in City service demands resulting from growth and the Sun City
development will provide great challenges to City staff to maintain existing services. The employee -
developed Values Statement (as presented on the inside cover of this document) continues to guide staff
in providing services and meeting the challenges of the growing economy. The Operating Plan also
includes approximately $370,000 designated for staff salary adjustments and performance incentives.
Conclusion
Growth issues will continue to dominate Council and staff time. Sun City Georgetown will generate
substantial growth for years to come. The staff is prepared to respond to the growth and associated service
demands. I believe this budget accomplishes the goals set forth by the Council and improves the
productivity of employees through the provision of needed equipment and essential training. I greatly
appreciate the leadership and the direction each of you provided during the retreat and in the preparation
of this budget document.
Finally, I acknowledge the tremendous contributions and teamwork of all City staff in preparing the 1996/97
Annual Operating Plan Element. Most notably, I want to recognize Susan Morgan, Director of Finance and
Administration; Micki Rundell, Accounting Director; Laurie Brewer, Senior Accountant and Laura Nowiski,
Finance Administrative Assistant for their long and dedicated hours in preparing the Operating Plan.
Respectfully submitted,
til tom/
Bob Hart
City Manager
1996/97 Operating Plan Element - Letter to Council Page xi of xii
City of Georgetown Officials
}
- - - LEO WOOD
Mayor
GEORGE ARROYOS
Councilmember Dist. 1
SHELLEY DAVIS
Councilmember Dist. 2
FERD TONN
Mayor Pro Tem
Councilmember Dist. 7
LEE BAIN
Councilmember Dist. 4
SUSAN HOYT
Councilmember Dist. 3
CHARLES BURSON
Councilmember Dist. 6