HomeMy WebLinkAbout02 - OverviewOVERVIEW
CITY OF
UU
t osk w n
FOUNDED IN 1848
October 1, 1994
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. Although the City's role in defining quality of
life is small, by planning ahead, the City does play an important role in 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 thirteen
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 four -fold theme of providing financial control,
management information, planning and policy development.
The 1994/95 Operating Plan is based upon 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 continually
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.
POST OFFICE Box 409 • GEORGETOWN, TEXAS 78627-0409 9 512/930-3636 9 FAx: 51 2/930-3659
Budget Overview
The adopted 1994/95 operating and capital budget, or Operating Plan r
P g represents a $51.7 million
total financial plan. This represents a 28% increase from the 1993/94 budgeted expenditures.
The $11.1 million increase in this financial plan includes $5.5 million
of capital infrastructure
projects for the Del Webb Corporation's development project, Sun Cit Georgetown,
Ythat will begin
construction during the year and $3.1 million of other capitalJ ro'ects budgeted P g in 1993/94 that
will not be completed until 1994/95. The increase also reflects the City's growth
customer base with the ' Y 9 wth (population and
increasing demand for City services and theressures of a changing
regulatory environment.
P
The Operating Plan is strengthened by a 19.8% increase in appraised PP property
values over 1993,
including $16 million of new properties added to the City's tax rolls. The total tal appraisal value of
$468 million is now comparable to the 1988 level when the effects of the°
late 1980's recession
hit the region. Although the resulting $.3574 per $100 property valuation t
from $.3645 in P P y ax rate is a decrease
1993, it is 12.9% above the effective tax rate of $.31655. Georgetown's
Community Owned Utilities (electric, sanitation, wastewater, water and s
tormvvater drainage)
continue to maintain excellent operating performance and allow for system Y em expansion and
improvements with no rate increases for water, sewer or electric services. The City will increase
garbage rates by 5% to offset operating costs and implement a stormwater drainage fee of $0.75
per residential equivalent unit to fund drainage capital projects.
Economic Outlook: General
Georgetown, and the Central Texas region in general, exper.. enormous us economic activity
during the early and middle portions of the 19801s. In contrast b the late 1
9 Y 19801s, the region was
mired in recession. Georgetown and the surroundingregion have shown g steady economic
improvement in the last four years and can now focus beyond the recovery very to the economic
expansion ahead.
Sales tax figures for Georgetown have increased 16%ear er for the
P Y last two years with similar
growth anticipated in the coming years. Housing starts have increased from 121 in 1992 to 195
in 1993 with 254 in the first nine months of 1994. In addition the City, Georgetown Industria!
Foundation and Chamber of Commerce are continuingto be successful
in their efforts to bring
increased economic activity and opportunities- to the area.
Georgetown is part of the Austin Metropolitan Statistical AreaMSA ( ) which ch is also showing signs
of continued prosperity. Sales tax figures indicate a 9.1 % growth rate over therev
p sous year and
personal income rose by 8.3%. The Texas Comptroller for Public Account's economic forecast
projects that the Austin MSA will see a continued 7% growth rate and
for the next several years.
9 declining unemployment
Georgetown is continuing its cooperative efforts to build a diversified and stable commercial and
industrial base and position itself as a strong, economical) viable piece Y p of the region and not
merely a "bedroom/commuter„ community. These efforts are enhanced b the '
capacity and our proactive y e City s excess utility
P Y p ctive efforts to adapt to and stay ahead of increasing 9 environme ntai
1994/95 Operating Plan Element v Transmittal Letter
Page ii of xi
Economic outlook: Del Webb's Sun City Georgetown
The Del Webb Corporation will break ground in April, 1995 on a 9,500 home, 5,300 acre active
retirement community to be called Sun City Georgetown. After several months of negotiations
and analyses, the City Council approved a development agreement with the Del Webb
Y
Corporation that provides for fire protection, wastewater, water and electric services and
P
infrastructure as well as phased annexation of the site. The Corporation anticipates home sales
to begin in October, 1995 and average 435 homes per year over the next 20 years. With the Sun
City Georgetown etown location, the community anticipates long-term retail and commercial growth. in
order to ensure the short-term and long-term viability of the existing Georgetown community, the
City has performed numerous evaluations on the effects of the project.
The City has agreed to fund the off-site costs of infrastructure improvements required to serve
theJroject for fire protection, road improvements, wastewater services and water services by
p
issuing general obligation and revenue debt. Del Webb will reimburse the City for all costs,
including carrying charges for debt, on a per home basis. The City will be able to make all
rY g
infrastructure and debt payments using the CI P repayments without cash shortfalls or increases
in overall service rates for water and wastewater. The City will not begin to see significant
impacts on service demands and operating costs until 1995/96 when the first homes will be
.
com letedThe primary effect on the 1994/95 Operating Plan is the initial issuance of debt for
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construction of water and wastewater infrastructure needed during development of the project and
for the initialp hases of home construction. All of this construction, the related bond issuances
and debt service are included in this Operating Plan.
Budget Highlights: Ends and Means
At the June Council Retreat, City Council outlined various priorities for the 1994/95 budget year.
Thesep riorities included streets and drainage, community oriented policing, minimizing tax and
rate increases, improving the City's zoning and permitting processes and the upcoming.Del Webb
development. These priorities, as well as other pending financial and service issues are
addressed in the 1994/95 Operating Plan.
Facilities and Services
The Police Department is developing a philosophical base of operation which encompasses the
four principle elements of Community -Oriented Policing:
• Partnership with the community;
• Participatory management;
• Problem solving; and
• Visionary leadership.
While community policing is a philosophy and a way of thinking -- not a program -- it is important
to understand that community -oriented policing does not replace "tough" police work. It is not a
panacea or a quick fix. It does allow police officers to get to know the communities they serve.
if community -oriented policing is to be effective and lasting, it has to be perceived by law
enforcement and local government in the community as more than just a passing program. It
succeeds the traditional philosophy and organization that have dominated police work for the past
1994/95 Operating Plan Element - Transmittal Letter Page iii of xi
half century. The increased individual responsibility p y a rid attendant de -centralization of authority
that are integral to community -oriented policingdo '
not to any way undermine the screening
process, accountability procedures, and in#emal investigations of a co
In forming a partnership with g competent police organization.
P p the community, the police are acknowledging that the
solve the problems of crime, drugs, and g g Y alone cannot
9 urban decay. The police and the communit to ether
.need to define the local crime problems and devise methodsY g
for resolving them. The police
officers need to encourage and support citizen self-help initiatives.
i
ttatives.
In implementing this philosophy, the Police Department has citizen p s a crt�zen advisory board to place and
has adopted a value systems approach to management.
drawn to cone g Police patrol assignments have been
correspond with the Fire Department's Code Enforcement Program.
the philosophical shift and respond 9 m. !n order to allow
p to new growth, the 19944/95 Operating Plan contains an
increase of three patrol officers and two dispatchers.
Governmental Affairs
The City Letter is budgeted to continue on auarterl basis.
be shifted toe q Y srs. The emphasis for the City Letter will
encompass more Council policies and issues prior to implementation or
Preparation of the City Letter will continue P adoption°
to rest with staff, although the Council will be active
participants in the preparation and selection of topical articles.
es.
Growth and Physical Development
Effective Business Permitting Process. Three divisions working as a team have initiated a
comprehensive review of . the City's permitting process. The results of the review have revealed
that the permitting process, in and of itself, isood. The e problems occur for customers when
information crosses divisional Innes, generally from Development
Finance/Administration (UtilityOffice an P Services to
) d Community -Owned Utilities. A comprehensive
o P sive review
of the policies and procedures for the transferring f information and the scheduling of activities
between
divisions is underway and will be implemented earl in
y the fiscal year.
Customer service programs related to the development
provided from P t process will be reviewed. Information
P m the staff to applicants will be reviewed to ensure the
service is achieved® t good, quality customer
Zoning. The current Zoning ordinance was adopted in P he late 1960's and is not reflective of
current community standards and does not complement the subdivision ordinance.
current zoning ordinance, however, is t Rewriting the
technically complex (to meet state law and coordinate with
the subdivision ordinance), t' potentially controversial and time consuming. Hence, the Planning
and Zoning Commission, the Zoning Board of Adjustments, � ,and the City Council will conduct a
series of
governance policy workshops to articulate the expectation or desired
zoning ordinance. Followingthis decision results of the
, a request for proposals/qualifications will bere ared
q complete the revisions to the zoning
to obtain the technical and legal assistance required to c p P
ordinance.
1994/95 Operating Plan Element - Transmittal -Letter
Page iv of xi
Housing
The City will continue participation in the HOME program with the reconstruction and renovation
of area homes. There are currently three outstanding applications for multi -family housing under
the Federal Housing Tax Credit Program.
The Council is also scheduled to pursue a series of joint meetings with the Housing Authority to
coordinate and enhance the community's affordable housing strategies and policies.
Transportation
Capital funding for street improvements is increased from $75,000 to $150,000 annually, with
planned incremental increases up to 5 cents of the tax rate or approximately $225,000. Streets
on and around the downtown square will be reconstructed. Other projects, funded in conjunction
with the Texas Department of Transportation, are:
• the construction of the IH -35 northbound frontage road;
• the extension of Leander Road from Business 35 (Hwy. 87) to FM1460; and
• the widening of State Highway 29 (University Avenue) from Scenic Drive to IH -36.
Funding strategies will be pursued to implement the identified transportation needs for the
northwest quadrant of Georgetown. Primary routes include Northwest Boulevard, Airport Road,
D.B. Wood Road and the Rivery Bridge.
UtilitieslEn ergy
Stormwater Drainage. A monthly charge of $0.75 per residential -unit -equivalent fee will be
imposed effective January 1, 1995 to service debt incurred to correct the following stormwater
drainage problems:
• 22nd Street and Leander Street;
• Quail Valley;
• Highview;
• Country Club; and
• 18th & Pine
Long Term Water Supply. The City contracts with the Bravos River Authority (BRA) for water
rights in Lake Georgetown and Lake Stillhouse Hollow. The City currently has the rights to 6,725
acre/feet of water per year from Lake Georgetown and 5,448 acre/feet of water per year from
Lake Stillhouse Hollow. While the City does not currently use water from Lake Stillhouse Hollow,
the City is a party to an agreement with the BRA, City of Round Rock, and Jonah Water Supply
1994/95 Operating .Plan Element -,Transmittal Letter Page v of xi
Special Utility District to design, construct and operate ai eline from
p P Lake Stiilhouse Hollow to
Lake Georgetown. This water will provide an adequate water supply for
The BRA has 23,700 acre PP Y the foreseeable future.
feet of uncommitted water in Lake Stillhouse Hollow. The Ci has
opened negotiations with the BRA to � �
purchase up to 2,000 acre feet, and, depending upon
discussions with other potential regional water providers Cedar Park Leander, Chisholm � T
rail
SUD, and Blockhouse Creek MUD), make a final decision on the total needed water supply and
negotiate a contract with the BRA. Although funding is notrovided in the 19
P 94195 Operating
Plan, the contract negotiations will occur during the year, and may require y q budget adjustments
depending upon the payment schedule that is negotiated.
Other
There are several other significant items funded in this Operating Plan:
P 9
The new Recreation Center will be completed in December, 1994. The City will
add 2 full time and 3 part time staff to operate the facility.
The Financial Computer System will be replaced during 1994/95. The new system
will provide significant improvements in staff efficiency and customer services.
The 300 MHz radio system for Police and Fire will be installed earl in the f
year.
Y scat
Budget Highlights: Financial
Budet Process
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 budget process begins in January in order to allow for citizen input through
survey responses and through the priorities and concerns outlined by the numerous citizen boards
and commissions. These responses along with staff input areresented to the he Council at its
annual June retreat. The Council then outlines its priorities for the coming year
P _ 9 Y within the
framework of the Century Ian's thirteen policies areas. These priorities are the basis for
preparing this budget and the five year capital improvementsP lan.
Financial Summary
The City has historically maintained relatively low debt and used operating p g revenues to fund both
City services and capital improvements. However, the significant growth
9 9 and the Del Webb
development will require a program of general obligation and revenue debt
issues to finance
needed infrastructure improvements and expansion. The 1994/95 Operating Plan incl
P 9 odes $12.4
million in capital improvements of which $9.3 million will be funded from debt issuance. The
majority of the debt will be for Sun City Georgetown and will be repaid over
p time by the
developer. The minimum contingency reserve requirements are increased from'
$5.5 million to
$5.727 million and have been reallocated in accordance with a new financial cal policy to ensure
continued stability for the City. The City has also met its commitment for minimizing rate and tax
increases by including no electric, wastewater or water utilityincreases rate for the third
1994/95 Operating flan Element - Transmittal Letter
Pae �i of xi
9
consecutiveY ear. The City will implement a 5% garbage rate increase to offset operational costs,
and a $0.75 stormwater drainage fee to cover debt service costs. Although property tax rates are
increased by ,12.9%, effective tax rates are still 16% lower than in 1988/89.
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 continues to increase at four percent (4%) per
year.
The increase in revenues is a result of the steadily growing economy in Georgetown and the
surrounding community. The effects of the Sun City Georgetown development will Impact
revenues in 1995/96 with sharper rises starting in 1996/97. The remainder of the revenue base
is expected to grow at a slow, steady rate for several years.
General Fund. Despite increasing revenues from property taxes, sales taxes and fees, the
condition of the General Fund continues to deteriorate. The City has balanced the fund through
transfers from the Electric Fund. These transfers have steadily increased as the demand for
9 government overnment services outpaces the increase in general revenues. The transfer Increased
Y $ 113
b 000 in 1994/95 to $1,966,000 which accounts for 25% of General Fund revenues. As
,
part of the City's efforts to reduce its dependence on electric revenues, a limit on the amount of
funds that can be transferred for balancing purposes has been adopted in the City's financial
policies.
1994/95 Operating Plan Element - Transmittal Letter Page vii of xi
93/94
.94/95
Projected
Adopted
'':
Actual
(° Change
*}
Property Taxes
114631685
1,695,O4Q
f;15 8°tb}'
Sales Taxes
113301000
1,410,tJDO
iso
Electric
1214271820
12,822 271
(32%)
Water
31995,222
3,946,f>19
{296
Wastew ater
2,448,200
2,495,967
Sanitation
110207033
Stormw ater Drainage
11440
fi1,793
{4191.296
Misc. Fees & Revenue
11000,586
X51,130
t 44 9°,b)
Airport
392,159
395,525
(1996}
Interest (All funds)
4061102
9
Grants & Special Revenue
4187433
1295,6'13
Bond Proceeds
11732,500
8,867,563411.13%
Utility Franchise Fees
5441129
x68,45$
{4►
Fund Balances
(275,867)
8,8T2,27S
153.79b
Subtotal
2619041442
39,5C14,f64
{46 8'O
Interfund Transfers
8,8011581
:::1.22 1:470:
I(39f�b)
TOTAL
35,706,023
5'1,746,134
* Percent change of 94/95 Adopted from 93/94 Projected
Actual
The increase in revenues is a result of the steadily growing economy in Georgetown and the
surrounding community. The effects of the Sun City Georgetown development will Impact
revenues in 1995/96 with sharper rises starting in 1996/97. The remainder of the revenue base
is expected to grow at a slow, steady rate for several years.
General Fund. Despite increasing revenues from property taxes, sales taxes and fees, the
condition of the General Fund continues to deteriorate. The City has balanced the fund through
transfers from the Electric Fund. These transfers have steadily increased as the demand for
9 government overnment services outpaces the increase in general revenues. The transfer Increased
Y $ 113
b 000 in 1994/95 to $1,966,000 which accounts for 25% of General Fund revenues. As
,
part of the City's efforts to reduce its dependence on electric revenues, a limit on the amount of
funds that can be transferred for balancing purposes has been adopted in the City's financial
policies.
1994/95 Operating Plan Element - Transmittal Letter Page vii of xi
The rise in property values for the second consecutiveear has
Y begun to reverse the five year
trend of declining property tax revenue available for the General Fund. However as the follow
chart depicts,the City continues to operate with substantial) , wing
y less property tax revenue than in
1988/89, which has aggravated the shortfall.
$1,300
$1,100
$ 900
$ 700
General Fund Operations
From Property Tax Revenues
83/89 89/90 90/91 91192 92/93 93/94 94/95
Fiscal Year
The loss of property tax revenues and increasingservice demand nd will be managed through
transfers and limiting growth in City services available for the short term. During the upcoming
year, City staff will review fees and other sources, prepare long-term projections and continue to
provide Council with long-term recommendations to reverse the General Fund trends.
Electric, Wastewater and ))Vater Funds. The City made difficult rate adjustments in the 1991/92
budget year by 'segregating each utility service (electric, sanitation, and water) into
Separate, self-supporting funds. This move required substantial rate increases in water_ and
wastewater charges to customers. The 1994/95 budget year is continued evidence that the
difficult transition has worked as planned.
In 1994/95, the City's electric, wastewater and waters stems are r
r..- 1- _ -- _ _ Y projected to generate revenues
fug upembons and maintenance and some system improvements without rate
increases. In order to prepare for the Def Webb project and otherrowth de
capital improvements.9 � bt will be issued
for the needed ca
p The funds are projected to have sufficient revenues and
developer reimbursements (Del Webb) to service the added debt without a rate increase on the
next two fiscal years. These funds will also continue to a debt service
pay obligations, on -gong
operations, and supplement shortfalls in other City utility funds (Sanitation and Stormwater
Drainage) and the General Fund. The City has initiated the study and adoption process for
capital recovery fees. These fees will provide fundingfor wastewater
expansion in future years.
rand water infrastructure
The 1994/95 Operating Plan includes the secondear of the
Y contract with OMI, a private
contractor, to operate the City's two wastewater treatment and two water treatment facilities,
saving the City approximately $150,000 per year in wastewater and water operating costs.
P 9
Stormwater Drainage Fund. The Stormwater Drainage Utility Fund
9 Y has no independent source
of funding for operations and maintenance expenses and must rely on subsidies from other City
9994/95 Operating Plan Element - Transmittal Letter
Page viii of xi
utility funds. The 1994/95 Operating Plan includes routine drainage maintenance and a debt '
issuance to fund the backlog of drainage projects throughout the city. The debt service will be
pY .
rovided b a $075 monthly fee to water utility customers to be implemented in January 1995.
-
The Environmental Protection Agency (EPA) regulations, the Texias Natural Resources
Conservation Commission's (TNRCC) Edwards Aquifer requirements, and the City's own
groundwater needs will require continued annual reviews of fees for this utility.
Sanitation Fund. Sanitation collection services were contracted to Waste Management, Inc. in
1989rovidin increased efficiency and effectiveness of garbage pick-up. Curb -side recycling
p 9
was instituted in 1991 and currently enjoys a 39% participation. rate. The Sanitation Fund is
operating at a deficit of approximately $100,000 annually with a projected cumulative operating
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deficit of $160,000 at the end of the 1993/94 fiscal year. This deficit will be funded through a
subsidy from other City utility funds. The operating deficit will be partially offset in 1994/95 by a
5%p ercent rate increase for garbage pickup services. Customer rate increases will continue in
the future as the EPA's Subtitle D regulations regarding landfills are enacted. The City has begun
developing long-term strategies for not only managing increasing rates but also reducing the
p g g
operating deficit. The strategies for 1994/95 include a ' pilot program for once -a -week pick-up and
P 9
changes to the City's brush and bulky waste pickup program to contain 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 1994/95 the City's internal service
funds willP rovide $171,000 to upgrade and replace computer hardware, software and training
including replacement lacement PC's and $300,000 to purchase a new Financial Computer System;
p
$4597 000 for 10 replacement vehicles including an asphalt distributor and fire pumper truck; and
$261,000 for building maintenance.
1
Special Projects & Special Revenues. The Operating Plan reflects two significant grant projects
p
in 1994/95. Special Revenues Funds (SRF's) include grant revenues and City matching funds
of $775,000 for the River Corridors Grant project and $345,000 for the HOME grant. Both
projects completed will be during the upcoming year causing grant revenues to drop significantly
in 1995/96.
Capital I improvements Programs. As previously discussed, capital improvements will be funded
p
from current revenues and debt proceeds. A summary of the infrastructure improvements
included in the 1994/95 budget is as follows:
Electric System
$ 111797000
General
21284,000
Streets
1607000
Stormwater Drainage
5907000
Wastewater System
676021000
Water System
1,608,000
Total 1994/95 CIP $12,423,000
1994195 Operating Plan Element - Transmittal Letter . Page ix of xi
Personnel.- The 1994/95 Plan shows a net increase in total full time staff of 5% or 9 employees.
The most significant changes will be the addition of front line service staff in Police Services and
Parks and Recreation. The rapid rise in city service demands resulting from growth and the Del
Webb development will provide great challenges to cit staff
1993/94 Cit g Y to maintain existing services. During
y employees developed a Values Statement to guide staff inrov'
es of the r p iding services and
meeting the challenges growing economy. The Operating Plan also includes 5% of to
payroll that is designated for staff seta increases an tel
salary d performance incentives to be implemented
in January, 1995.
Emerging Issues: Electric Industry
The City's electric system is crucial to the community's financial health because it provides theCitY with lower electric rates, economic development
opportunities and lower
through General Fund subsidies. The electricproperty taxes
industry �s moving to an era of open competition
or deregulation. The City will respond aggressively to p
99 y ensure the long-term viability of its
distribution system. The City's strategic plan covers the following 10 broad assumptions and
responses:
1. Electric deregulation will occur at the generation and transmission level, not
at the retail level. The City, however, will closet follow the
Y Texas General
Services Commission efforts to obtain electrical service for the
Austin State Office
Complex.
2. Georgetown's electrical rates are current) below those
Y of our immediate
competitors, Texas Utilities and Pedernales Electric Cooperative, in a
classes. However, in _ P II customer
a fee market environment, the rates must not onlybe
competitive with those systems immediate) a
y adjacent to Georgetown, but with
suppliers throughout the State.
3. The Georgetown Charter has strict requirements for the
sale of the electric
distribution system to protect the system from a hostile take-
over. The Charter
requires two Council votes 12 months apart and a vote b the public within
month Period. Y p n that 12
4. The customer class in ,Georgetown is predominant) residential,
institutional commercialY intoe), with some
and industrial uses. Residential customers will be the last
to be brought into a free-market competitive environment. Consequently efforts
to remain competitive will focus on service and reliabilityto in
commercial/industrial accountsinstitutional and
.
5. The City will initiate nerintintirmc v,,,;+a +ho ,�....... _ _
- ---- ..-�_..�....,..-F I ,� L_UVV�1 �01ur-a®® raver Authority,
it's wholesale. supplier of electricity, to acquire the three
q substations serving
Georgetown. Ownership of the substations will be im orta
market. p nt in a competitive
6. The staff will develop a plan for the conversion to Federal Energy
Regulatory Commission (FERC) accounting and reporting systems by October 1,
1997. This will allow for benchmarking against industry standards
1994095 Operating Plan Element - Transmittal Letter
Page x of xi
7. The City will continue to participate in the "Our Power" campaign of the
Texas Public Power Association and utilize that advertising strategy to increase
identification and customer loyalty.
8. The City will continue to ensure that the latest information and strategies
are available from which to establish operational strategies a very close and active
participation ation in the Association of Wholesale Customers of the LCRA, the LCRA's ,
Service Development Corporation Board, the Texas Public Power Association and
the American Public Power Association
9Y
The Cit will strive to reduce current rates so that the margin over the
w power ower cost will not exceed 30% above the purchase power cost. The
rates will be reviewed based upon customer class and an additional rate
component created for retail wheeling.
10Y
The Cit will continue efforts to reduce the interfund transfers from the
Electrical Fund to other funds, especially the General Fund.
p
The City will pp
pursue also opportunities in the emerging telecommunications field. Our affiliation
with the LCR
A and other entities will keep the City positioned to take advantage of fiber optics
and other emerging information technology.
Conclusion
Growth and regulatory issues will continue to dominate Council and staff time. The decision by
g ry
p
the Del Webb
Corporation to construct Sun City Georgetown will generate substantial growth for
e. The staff is prepared to respond to the growth and associated service demands.
years to com p p
I believe this budget accomplishes the goals set forth by the Council and improves the
g p
productivity of employees to through the provision of needed equipment and essential training. I
p y 9
greatly appreciate the leadershipand the direction each of you provided during the .retreat and
in the preparation of this budget document.
Finally, 1 acknowledge a the tremendous contributions and teamwork of all City staff in preparing
the 1994/95 Operating Annual O eratin Plan Element. Most notably, I want to recognize Susan Morgan,
Director of Finance and Administration; Micki Rundell, Accounting Director; Laurie Brewer, Staff
Accountant and
Joanna Brandon, Finance Administrative Assistant for their long and dedicated
hours in preparing the Operating Plan.
Respectfully sub fitted,
Bob rt
City Manager
1994/95 g
O eratin Plan Element - Transmittal Letter Page xi of xi
P
City of Georgetown Officials
GEORGE ARROYOS
Councilmember Dist. 1
DICK VINCENT
Councilmember Dist. 5
LEO WOOD
Mayor
WINFRED BONNER
Councilinember Dist. 2
DORIS CURL
Councilmember Dist. d
JANE VOLTZ
Councilmember Dist. 3
FERD TONN
Councilmember Dist. 7