HomeMy WebLinkAboutAgenda CC 02.13.2018 WorkshopNotice of M eeting of the
Governing B ody of the
City of Georgetown, Texas
February 1 3, 2 01 8
The Ge orgetown City Council will meet on February 13, 2018 at 3:00 PM at Council Chambers - 101
East 7th Street
The City o f Georgetown is committed to co mpliance with the Americans with Disabilities Act (ADA). If
you re quire assistance in participating at a public meeting due to a disability, as defined under the ADA,
reasonable assistance, adaptations, or ac c ommo datio ns will be provided upo n request. P lease contact
the City Se c retary's Office, at least three (3 ) days prio r to the scheduled meeting date, at (512) 930-
3652 o r City Hall at 113 East 8th Street fo r additional information; TTY use rs ro ute through Relay
Texas at 7 11.
Policy De ve lopme nt/Re vie w Workshop -
A Prese ntation and discussion of the Solid Waste Master Plan and Transfer Station Evaluation
Pro jects -- Octavio Garza, Public Wo rks Director
B Ove rview presentation and discussion o f the Economic Developme nt Strategic P lan – Michaela
Do llar, Econo mic Development Director
C Prese ntation and discussion on Fire Statio n No. 6 and No. 7 – Eric Jo hnso n, CIP Manager and
Laurie Brewer, Assistant City Manage r.
D Prese ntation and discussion of the pro posed Budget Calendar for the FY2 01 9 Annual Budget and
Five year CIP -- P aul Diaz, Budget Manager
Exe cutive Se ssion
In compliance with the Open Meetings Ac t, Chapter 551, Government Co de , Verno n's Texas Codes,
Annotate d, the items listed below will be discussed in closed session and are subject to action in the
regular se ssio n.
E Se c . 55 1.0 71 : Consul tati on wi th Atto rney
Advic e from attorney about pending o r contemplated litigation and othe r matters on which the
attorney has a duty to advise the City Co uncil, including agenda items
-Briefing related to PUCT Docket #4 58 66
Se c . 55 1:0 74 : Personnel Matte r s
City Manager, City Attorney, City Se c retary and Municipal Judge: Consideration of the
appointment, employment, evaluatio n, reassignment, duties, discipline, o r dismissal
- Evaluatio n P rocess for Direct Re ports o f the City Council - Tadd P hillips, Human Resources
Dire c to r
- City Attorney Evaluation - Update fro m the City Attorney to the City Council
Adjournme nt
Ce rtificate of Posting
Page 1 of 77
I, Shelley No wling, City S ecretary for the C ity of Geo rgeto wn, Texas , do hereby c ertify that
this Notic e o f Meeting was posted at City Hall, 113 E. 8th Street, a p lac e read ily acc es s ib le to
the general pub lic at all times , o n the _____ day of _________________, 2018, at
__________, and remained so p o s ted for at leas t 72 c o ntinuo us ho urs p receding the
s cheduled time of s aid meeting.
__________________________________
Shelley No wling, City S ecretary
Page 2 of 77
City of Georgetown, Texas
City Council Workshop
February 13, 2018
SUBJECT:
P resentation and discussio n of the Solid Waste Master Plan and Transfer Station Evaluatio n P rojects -- Octavio Garza,
P ublic Works Director
ITEM SUMMARY:
The City o f Georgetown permitted a landfill in 1974 that was subse quently closed in 1990 when transfer o f solid waste
operations began. The City’s So lid Waste Master Plan and Transfer Station Evaluation Projects are being undertaken to
evaluate the City’s optio ns in regards to transfer statio n operations and to develop a Comprehe nsive Solid Waste Master
P lan to meet demand in future years. The ultimate go al of the Master P lan is to provide systematic guide line s fo r the
provision of so lid waste services to the City of Ge orgetown.
The Master Plan is intended to be a proactive document which identifies and then plans for future ne e ds well in advance.
This is do ne to ensure that so lid waste operational needs are planned and funded in advance to experiencing detrime ntal
effects and to ke e p up with population growth.
The discussion today is to provide an update on the progress o f the Comprehensive Solid Waste Maste r Plan and Transfer
Station Evaluatio n and to ensure draft guiding princ iples are in alignment with City Council visio n.
FINANCIAL IMPACT:
None
SUBMITTED BY:
Octavio Garza
ATTACHMENT S:
Description
P res entation
Page 3 of 77
Solid Waste Management
for the
City of Georgetown, Texas
February 13, 2018
Page 4 of 77
Solid Waste Services –A brief 44 year history
•1974 –Landfill permitted.
•1984 –Transfer Station permitted.
•1990 –Landfill closed.
•2006 –TCEQ authorized changes to transfer station operations.
•2015 –140 acres of unused landfill removed from original permit.
•2016 –Stormwater management controls designed and constructed.
•2017 –Contract extended with TDS for additional five year term.
•2017 –City Council approved funding for master plan and transfer station
evaluation projects.
•2018 –Burns & McDonnell engaged to assist with development of
master plan and transfer station evaluation projects.
2Page 5 of 77
•Introduction
•Brief Review of the Comprehensive Solid Waste Master
Plan (CSWMP) and Transfer Station Projects
•Key Question: Are draft guiding principles for the CSWMP in
alignment City Council vision?
•Next Steps
Presentation Overview
Page 6 of 77
Burns & McDonnell Company Overview
Solid Waste & Resource Recovery practice founded in 1970
Provide a full suite of Financial, Operational, and Engineering
Consulting services
Our Project Team Knows…
YOUR CITY
We’re nearby in
Austin
YOU
Team members
partnered with the
City in 2010
SOLID WASTE
We’ve developed
CSWMPs for other
Texas & US cities
4Page 7 of 77
Comprehensive Solid Waste Master
Plan (CSWMP)
Transfer Station Evaluation Study
Concurrent Projects for City of
Georgetown 5Page 8 of 77
Transfer Station
Evaluation Study
•Feasibility evaluation
–Enhancing the City’s
existing Transfer
Station
–Constructing a new
Transfer Station at the
current location
6Page 9 of 77
CSWMP Planning Process
7Page 10 of 77
Project Schedule
Some Public Input, Meeting, & Workshop dates are
tentative and may be updated as the Project progresses.
8Page 11 of 77
Downtown Square Customer Focus
Groups
Current System Alternative System
Variety of Downtown
Square businesses
Late February/early March,
morning and evening sessions
Better understand the needs
of Downtown Square
customers
Discuss service types,
including refuse, recycling,
and compost
Discuss potential service
methods, including shared
dumpsters, concierge
service, underground system
9Page 12 of 77
The CSWMP will build upon the Environmental Services
Department’s Mission
“Provide exceptional and friendly service at competitive
prices while guiding the transformation from traditional
solid waste services to a circular economy.”
10Page 13 of 77
Are draft guiding principles in alignment with City
Council vision?
►Develop innovative waste
management methods
•For residential and commercial sectors
•Consistent with waste management
hierarchy
►Services must be convenient for
customers and price-competitive
►Enhance aesthetics and services
for Downtown Square customers
and City parks
►Evaluate alternatives to disposal;
landfills are a finite resource in the
region
11Page 14 of 77
Next Steps
•Downtown Square Customer Focus Groups
–Late February/Early March
•Council Meetings
–Spring 2018 -Review progress of Transfer Station Evaluation Study
–Summer 2018 -Review progress of Comprehensive Solid Waste
Master Plan
–September 2018 -Review progress of Comprehensive Solid Waste
Master Plan
12Page 15 of 77
City of Georgetown, Texas
City Council Workshop
February 13, 2018
SUBJECT:
Overview prese ntation and discussion of the Eco nomic Develo pment Strategic Plan – Michaela Dollar, Economic
Development Director
ITEM SUMMARY:
Michaela Dollar, Directo r of Economic Developme nt, will present the 2018 Strategic P lan.
FINANCIAL IMPACT:
n/a
SUBMITTED BY:
Michaela Dollar, Directo r of Economic Developme nt
ATTACHMENT S:
Description
S P final
S P presentation
Page 16 of 77
Georgetown, Texas
Economic Development
Strategic Plan 2018
Page 17 of 77
A special thanks to through groups involved in the creation of this strategic plan.
Community engagement was a critical element and involved multiple groups of local
leaders that were integral in its development including:
Georgetown City Council
Georgetown Economic Development Corporation
Georgetown Main Street Advisory Board
Georgetown City Manager’s Office
Georgetown Department Directors
Georgetown Economic Development Staff
Georgetown Chamber of Commerce Board
Georgetown Development Alliance
Georgetown Active Retiree Focus Group
Page 18 of 77
Page 1
Background
The City of Georgetown, Texas has experienced phenomenal growth in recent years.
Among cities with a population over 50,000, Georgetown has ranked among the top fastest
growing cities for three consecutive years (according to the U.S. Census Bureau). The City’s
population growth, combined with an availability of land, access to Interstate 35, and
proximity to Austin, competitively position Georgetown as a location for the next wave of
commercial development.
With this growth, the City has become more attractive to young professionals and young
families looking for a place to call home outside of the urban city environment. Retail and
restaurants have followed rooftops, complementing the City’s existing lifestyle amenities.
The historic downtown continues to thrive, providing an authentic, non-replicable sense of
place for people of all ages. The next phase of growth for Georgetown will undoubtedly
leverage these qualities to foster further commercial growth and job creation across a
diverse mix of industries.
With this transition in the City’s growth cycle, the time is right to develop a comprehensive
economic development strategy. The foundational elements include a reassessment of
Georgetown’s opportunities and challenges, an in-depth workforce analysis, and
purposeful identification of targeted industries. The 2017 Workforce and Target Industry
Analysis completed by Avalanche Consulting serves as the basis of the strategic plan, along
with a 2016 Retail Analysis and 2013 Downtown Master Plan.
The goal of this strategic planning process is to create a comprehensive strategic plan for
the Georgetown Economic Development Program for the next three to five years. It is
intended to align with the City’s vision and direct the goals and objectives of the economic
development department.
Georgetown is part of a dynamically growing metropolitan region. It will be important to
continue to build and sustain partnerships with other organizations and institutions to
obtain the identified strategic goals. Throughout the strategic plan the value of these
partnerships is recognized.
Page 19 of 77
Page 2
Strategic Plan Summary
City Council Vision
Georgetown: A caring community honoring our past
and innovating for the future
Economic Development Mission
To purposefully support a business friendly environment
where companies can and want to grow
Our Strategy
Tell our story to a broader local audience.
Strategic Goal 3: Diversify workforce
development and recruitment
initiatives.
Strategic Goal 1: Support existing
businesses and industries.
Strategic Goal 4: Encourage
speculative development.
Strategic Goal 2: Enhance targeted
recruitment of identified industries.
Page 20 of 77
Page 3
Georgetown’s Opportunities
(Source: Georgetown Target Industry Analysis, Avalanche Consulting, 2017)
Business Climate
• In recent years, the City has seen rapid job and population growth. As central Austin
and the inner ring of metropolitan area communities became highly developed,
Georgetown is increasingly viewed as an attractive and affordable location for
a range of industries.
• Local elected leaders and City staff are proactively supportive of growing new
businesses in the City.
• Georgetown has a relatively large manufacturing sector for a community of its
size. Alongside this employment base, the City also has a surprisingly strong
maker culture (entrepreneurs producing goods) that encourages experimentation
and development in skilled manufacturing.
• Georgetown Electric Utility’s commitment to renewable energy resources is
attractive to many businesses – especially in clean energy.
Workforce
• Georgetown is home to a wealth of talent. Residents are highly educated – with
44% holding a bachelor’s degree or higher – but a majority (75%) of working
residents commute out of the City to their jobs each day.
• In addition to out-commuting residents, employers in Georgetown are able to draw
from a labor force of 700,000 workers spread across the City’s North and South
labor sheds. Each labor shed has unique characteristics – including high
concentrations of Medical and Construction occupations in the North and a high
concentration of Computer occupations in the South.
• Georgetown is home to a large veteran population, and the North labor shed
encompasses Fort Hood.
• Education is a major strength for Georgetown. Southwestern University is located
in the City, and an Austin Community College campus is located in Round Rock.
The East Williamson County Higher Education Center has campuses in Hutto and
Taylor. In recent years, the Georgetown Independent School District has also
made significant gains in STEM education and Career & Technical Education
programs.
• Retired residents of Georgetown are highly active in the community and regularly
volunteer their time and skills. This large population is highly educated and many
have retired from successful business careers. They can offer tremendous benefit to
local companies and entrepreneurs as part-time employees, advisors, and
mentors.
Page 21 of 77
Page 4
Location
• Georgetown’s proximity to Austin and location along Interstate 35 and Toll 130
provides easy-access to workforce as well as distribution and transportation
facilities. Austin Bergstrom International Airport and Downtown Austin are a quick
25 minutes away from Georgetown.
Quality of Life
• Georgetown offers a high quality of life, and employers report high success
recruiting workers from outside the region to live in the City. Employers generally
reported that finding skilled trade workers was relatively easy, but some worry that
rising cost of living and traffic congestion are making it harder to find lower-skilled
workers.
Georgetown’s Challenges
Growth
• Georgetown’s extremely low unemployment rate (below 4%) may force
employers to compete for a smaller pool of available employees. In entry-level and
low skill positions in the manufacturing and services industries, local employers
voiced concern about a workforce stretched thin.
• Strong business growth during the past decade has resulted in low vacancy rates
(below 5%) for buildings across all industries, limiting options for companies
looking for existing space.
Perception
• Although the perception of Georgetown as solely a retirement community is
changing, some of that reputation remains in the region among business people.
• Despite its proximity to Austin and the ease of access on Interstate 35, Georgetown
can still be viewed as being “too far north” by some businesses and commercial
brokers that stay within the urban center of the Austin metro area.
Page 22 of 77
Page 5
Our Vision & Mission
The City Council’s Vision is “Georgetown: A caring community preserving our past and
innovating for the future.” Councilmembers developed this statement as part of a visioning
process for the City in 2017 and have adopted it to signify their goal as a council for the City
of Georgetown.
The mission of the Georgetown Economic Development Department is to purposefully support a
business-friendly environment where companies can and want to grow.
What does business-friendly mean in Georgetown?
A “business friendly” environment can mean varying things to different people. In
Georgetown, “business friendly” is often described as predictable and solution-oriented.
It is a culture of consistency, collaboration, and problem-solving. It does not mean
saying “yes” to every request, but rather seeking to understand what makes a project
successful and looking for ways to align the goals of the business and the City’s Vision and
long range plans.
When a community is seen as being “business-friendly” it becomes a destination for
organizations and workforce. The collaborative culture extends outside of City staff,
through elected and appointed officials, and into the business community and workforce.
By seeking to be “business-friendly,” Georgetown seeks to be a unique destination for
companies and their employees.
Page 23 of 77
Page 6
Our Strategy
Georgetown’s strategic four strategic goals that are identified and a final, over-arching
objective. These strategic goals describe major themes from the findings of the planning
process for which specific improvements and innovative practices have been identified. In
addition to the strategic goals, best practices in each area have been identified as a way to
spur creation of new initiatives and action items in Georgetown.
The Economic Development Department will focus its resources to achieve these goals in
the coming years, while continuously tracking and evaluating the action items in each
strategic goal. The strategy will be revisited each year and action items may be updated
and changed to be more effective.
Strategic Goal 1: Support Existing Businesses and Industries.
An effective economic development program starts with a strong business retention
program. Without understanding the local business climate, it is difficult to identify the
needs and assets of a community for future growth. Georgetown’s business retention and
expansion program provides an opportunity to partner with the Georgetown Chamber of
Commerce to utilize the strengths of both organizations to build relationships with and
assist Georgetown businesses.
1.1 Build strong relationships with businesses through the business retention and expansion
program visits.
Identify and contact Georgetown businesses for formal business retention visits to
build relationships and collect information on the business climate. Target major
employers, businesses within the identified target industries, and businesses
located in the Historic Downtown Overlay District. Partner with chamber volunteers
and Main Street Advisory Board members, when appropriate, for business visits.
Monitor trends and issues that come from the visits and look for ways the City can
assist with needs.
1.2 Enhance industry cluster groups.
Look to extend industry cluster groups into other industries within Georgetown, in
addition to the Georgetown Manufacturers Alliance. Explore creating a life science
industry group as well as other industries where clusters exist within Georgetown.
Use the group to maintain contact with local businesses, identify industry trends,
and bring in relevant guest speakers.
Page 24 of 77
Page 7
1.3 Continue to develop and refine the Breakfast Bites event for downtown stakeholders.
Look for ways to increase attendance and value for the events. Combining Breakfast
Bites and Downtown Lowdown increases the reach of both events, but stakeholders
must be kept engaged. Seek out speakers and topics that are relevant to the
audience and provide economic value to businesses and developers.
1.4 Grow the Annual Business Appreciation event.
Continue hosting an Annual Business Appreciation event to serve as an outlet to
connect with businesses and maintain relationships. Look for creative ways to
encourage attendance and promote the event (i.e. tournaments or competitions).
1.5 Create a resource for small businesses and entrepreneurs.
Work with the Georgetown Chamber of Commerce and other agencies to create an
all-inclusive resource event and/or directory for small businesses and
entrepreneurs. Explore speakers for specific programs.
Work with the Georgetown Public Library to cross-promote small business
resources including public computer access and meeting rooms.
Best Practice Example: Kansas City, MO -KCBizcare
The Kansas City Business Customer Service Center or “KCBizcare” opened
June 1, 2009, and was established as a separate entity under the City Manager’s
Office to provide enhanced services to new and existing small businesses in the
community.
KCBizcare, with a staff of three, provides business-specific “roadmaps” for
opening a business; public access to city computers to look up property and
zoning information, access city records, and submit applications online;
referrals to city departments, agencies, and partner organizations involved in
regulation or business assistance; and guidance and assistance in navigating
the city’s licensing, permitting, and approval processes. This information has
also been compiled into a Business Resource Guide by KCBizcare to help
reduce obstacles to starting and operating a business within the community.
Ultimately, KCBizcare makes it easier for businesses to understand and
comply with city, state, and federal regulations regarding opening and
operating a small business.
(Source: Avalanche Consulting, 2017)
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Page 8
1.6 Enhance the program’s online presence and develop a printed marketing piece.
Outline the purpose of the Business Retention and Expansion Program and improve
the online information and collateral materials to help promote the program and
answer the question “why would I want to meet with the City?” Utilize testimonials to
show examples of the program’s needs and prior successes. Use the materials to
promote the program at events and meet with Georgetown companies.
Best Practice Example: Richmond, VA -Business First
Recognizing a need to better support businesses already operating within
the region, the Greater Richmond Partnership created a premier BR&E
program. Greater Richmond Partnership developed their Business First
Program as a collaboration between the regional Partnership, economic
development organizations, local governments, and chambers of commerce.
Business First is funded by public and private investors, and most Business
First services are provided at little to no cost to the region’s businesses.
The Business First Program places a strong emphasis on customer service.
Business First has a dedicated, professional staff that meets with local
companies on a regular schedule and provides training options. Primary
business retention visits are conducted by the Partnership staff, but they share
their survey with local partners and train them to conduct independent visits
with primary employers to maintain relationships and show appreciation.
Ultimately, the Greater Richmond Partnership uses information gathered
through their company visits to identify interventions for companies and
inform and update their strategic plan.
(Source: Avalanche Consulting, 2017)
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Page 9
Strategic Goal 2: Enhance targeted recruitment of identified industries.
2.1 Work to grow and locate companies in Georgetown to create jobs.
Responding to leads and directly targeting businesses within the identified
industries of advanced manufacturing, life sciences, professional development, and
destination retail. Use targeted recruitment techniques to pinpoint potential
companies within the City’s target industries in areas that are favorable for
relocation or expansion into Georgetown.
2.2 Continue developing and maintaining relationships with businesses, site selectors,
brokers, developers, and land owners.
Continuously work to identify ways to maintain relationships and “tell our story” to
people that have roles in the development and recruitment process, such as
businesses, site selectors, brokers, developers, and land owners. Keep them
updated on activity and opportunities in Georgetown.
2.3 Create a signature commercial broker event.
Create an event that attracts commercial brokers and developers to Georgetown for
a unique experience to expose them to the opportunities the City can provide for
their clients. This event, or events, could take the form of a VIP table at the annual
Red Poppy Festival and/or “Fam Tours” for brokerage offices.
2.4 Enhance our online presence.
With the majority of site selection performed online by businesses and site
selectors, it is vital for the City’s online presence to be clear, concise, and readily
available. Work to regularly refresh the City’s economic development online
materials to maintain up-to-date information in a dynamic and user-friendly
interface. Look for new and innovative ways to display information and showcase
Georgetown’s unique identity.
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Page 10
Strategic Goal 3: Diversify workforce development and recruitment initiatives.
3.1 Develop stronger relationships with educational institutions that serve Georgetown’s
workforce.
Explore workforce training, internship, and project opportunities through
partnership with the Georgetown Chamber of Commerce Workforce Alliance. Seek
to utilize the Georgetown Independent School District and regional colleges,
including Southwestern University, Texas State Technical College, Texas State
University Round Rock, Texas A&M Health Science Center, Austin Community
College, and the University of Texas.
Best Practice Example: Miami, FL -Academic Leaders Council
In 2012 regional leaders in Miami launched the One Community One Goal
initiative to reinvigorate Miami’s economy. The initiative identified 7 specific
target industries—aviation, creative design, hospitality & tourism, information
technology, international banking & finance, life sciences & health care, and
trade & logistics. The availability of an enhanced workforce development
pipeline across each of these industries was critical to the project’s success.
Only by embracing a regional approach to talent production could Miami’s
colleges and universities meet the needs of local employers. Historically,
however, the region’s many colleges and universities were defined more by
fierce competition than close collaboration.
The creation of an Academic Leaders Council helped usher in a new climate
of cooperation within the community. The Council is comprised of the
Presidents of six local institutions of higher learning, including Barry
University, Florida International University, Florida Memorial University, Miami
Dade College, St. Thomas University and the University of Miami. The
Superintendent of Miami-Dade County Public School is also a member.
Together, the Council works to ensure that academic programs at
participating schools are aligned with employer needs and support target
industry growth. Members also meet regularly with industry representatives
to identify areas of strength, as well as potential weaknesses. The Council has
also helped launch a regional talent development network that provides
internships to students in target industries.
(Source: Avalanche Consulting, 2017)
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Page 11
3.2 Tap into the veteran population in Georgetown’s northern labor shed.
Partner with the Texas Workforce Commission’s veteran’s program to look for ways
to engage with the veteran population outside of Georgetown and expose them to
opportunities within the City. Explore local and on-site job fairs, job placement
programs, and available incentives for businesses that hire veterans.
3.3 Work to make Georgetown more desirable and well-known to young professionals.
Support the creation of a young professionals association that can be used to
expose participants to employment and leadership possibilities in Georgetown. Use
the association as a resource for new initiatives and to promote Georgetown
outside of the community to reach a larger audience.
Best Practice Example: Nashville, TN -WorkIT Nashville
WorkIT Nashville is a multi-pronged approach toward talent recruitment.
WorkIT Nashville is a collaborative community initiative managed by the
Nashville Area Chamber of Commerce. Partners include the Chamber, the
Nashville Technology Council, the Metropolitan Government of Nashville and
Davidson County, and Williamson County. WorkIT Nashville helps recruit
skilled professionals to fill the growing number of positions in the IT industry
and thus advance the local economy.
Attracting talent to the region is as much about livability amenities and
community culture as it is about having a thriving industry sector and job
opportunities. The WorkIT Nashville campaign employs an omnichannel
strategy to communicate its message to job seekers and their families across
multiple mediums. An online job-matching portal, The WorkIT Nashville
Guidebook: A Guide for Recruiting Tech Talent provides a comprehensive
guide to the Nashville region and its abundant livability offerings. Social media
messaging, including Facebook, Twitter, LinkedIn, and Google+, helps reinforce
this message.
In its first year, the WorkIT Nashville campaign reached over 3,600 cities and
130 countries. Over 200 businesses posted jobs on the site and over 180,000
job searches were conducted. Nearly 2,000 people across 42 states and 45
countries registered on the site.
(Source: Avalanche Consulting, 2017)
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Page 12
3.4 Utilize partnerships to aid in the creation apprenticeship program framework.
Work with the Georgetown Chamber of Commerce Manufacturers and Workforce
Alliances to bring together manufacturers in Georgetown that have expressed the
desire for an apprenticeship program. Partner with workforce organizations that
have experience in this area to work with the manufacturers to create an
apprenticeship framework that they can take advantage of. The program would aid
in filling vacant entry-level positions in the Georgetown manufacturing sector.
3.5 Create an executive relocation portal.
Collaborate with local businesses, real estate agents, and title companies to develop
a comprehensive executive relocation portal on the economic development with a
robust index of information designed to recruit employees and assist with
relocation. Provide information in an electronic portal that can be accessed by
multiple parties and updated regularly.
3.6 Better engage active retirees in existing programs.
The City will continue to seek out opportunities to engage active retirees in existing
programs including the manufacturers or workforce alliances, as well as others that
have yet to be developed. Typically, the people that attend these are currently
working in the industry, but attendance by knowledgeable retirees when their
availability allows would be beneficial to the group for advice on issues that they
have experience with.
Best Practice Example: Broward County, FL –Re-engage for Good
Broward County, Florida is home to a sizable population of retirees. Too often,
however, retirees and baby boomers nearing retirement are disconnected from
the broader community. Recognizing that seniors have a lot to offer, including
years of professional experience and plentiful free time, the Community
Foundation of Broward County, Florida developed a program to help seniors
engage in new opportunities after retiring.
To promote part-time jobs and volunteer opportunities available to seniors in
the community, the Foundation created a community plan of action. Dubbed “Re-
engage for Good,” the initiative helps coordinate funding and community efforts
towards engaging retirees or soon-to-be retirees with professional, civic, and
volunteer opportunities in Broward County. The plan emphasizes opportunities
for seniors planning to pursue “encore careers,” flexible, part-time positions that
provide a continuing source of income and personal fulfillment, as well as
creating opportunities for seniors to volunteer. The plan includes strategies to
help seniors and retirees transition from full time employment to retirement,
while encouraging them to be an active member of the community.
(Source: Avalanche Consulting, 2017)
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Strategic Goal 4: Encourage speculative development.
4.1 Evaluate incentive programs for speculative development.
Approach speculative development incentives creatively, without relying on initial
job creation. Look for appropriate mechanisms to assist with and encourage
speculative development across all industry sectors in Georgetown.
4.2 Identify and vet available land favorable for development.
Work in partnership with landowners and developers to identify favorable land sites
in Georgetown. Complete due diligence and assist in preparing sites for potential
development projects. Highlight development-ready sites on the economic
development website.
Best Practice Example: The Woodlands, TX
The Woodlands is a master planned community located 45-minutes from
downtown Houston. Since its initial development more than 40 years ago, the
Woodlands has carefully and intentionally adhered to a master plan to create a
quality location for people to live, work, and recreate.
Notably, the Woodlands has achieved it vision while also remaining flexible
and responsive to economic changes during the past several decades. When
the Lone Star Community College was developed, for example, the Woodlands
renamed the surrounding area College Park to provide a cohesive brand
identity to adjacent education and residential facilities.
Similarly, over time the Woodlands has shifted its economic development
focus towards encouraging more commercial and office development to
complement existing residential development. With changing market demand,
it is now also focusing on creating a Town Center with mixed-use residential,
commercial, and office.
Throughout the 40 years of development, one constant has been the
careful planning of road, water, and sewer infrastructure to serve the existing
population growth and encourage commercial and office development in
preferred areas.
(Source: Avalanche Consulting, 2017)
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Page 14
Tell our story to a broader local audience.
The most recurring theme with the community leaders in the strategic planning sessions
was that residents and outsiders alike were often unaware of the Economic Development
Department’s initiatives and the opportunities available to the City of Georgetown. To
combat this, one of the over-arching objectives through all of the strategic goals for the
economic development strategy will be to effectively “tell our story” to a broader local and
regional audience. While prospective and existing businesses may have heard
Georgetown’s opportunities promoted, that same message has not been effectively
broadcasted to the broader local and regional audience. There are several ways this can be
accomplished, including the action items below.
A.1 Continue to grow the Annual Economic Development Symposium.
Increase the reach of the audience by scheduling national speakers with a regional
pull on timely topics. Seek out ways to continue to add value to the program and
present the Georgetown story in unique and innovative ways.
A.2 Grow the quarterly Twelve@12 roundtable program.
Hold quarterly small-group, diverse, invite-only, roundtable discussions with specific
groups including downtown property owners, commercial developers, residential
developers, large property owners, major employers. Create a setting where candid
conversations can take place and their needs can be addressed to enable future
development in Georgetown.
A.3 Utilize the annual Swirl event to promote Georgetown.
Look for ways to add elements to the annual Swirl wine walk event in Downtown
Georgetown. This event has the potential to be a draw for young professionals and
brokers. Utilize VIP tickets for prospects and brokers to continue building
relationships and exposing people to Georgetown’s character.
A.4 Continue to participate in regional partnerships.
Continue participation in Opportunity Austin and the Williamson County Economic
Development Partnership to reach a larger audience.
A.5 Develop a quarterly newsletter.
Use the newsletter as a communication tool with existing companies, community
leaders, and site selectors. Highlight recent announcements, ground breakings,
programs, and business retention projects.
Page 32 of 77
Page 15
Economic Trend Metrics
Goal Area Performance
Metrics
Overall Strategy
Total employment
Annual new jobs
Ratio of Jobs per 10 Residents
Total new business establishments
Small business (<10 employees) establishments
Target industry employment
Advanced Manufacturing
Life Sciences
Professional Services
Total corporate investment by all target industries
Total announcements in target industries
Engagements through internal communication
campaign
Objective 1: Support Existing
Businesses and Industries.
Total annual BR&E visits with existing businesses
Tracking of jobs added/lost with existing
businesses
Attendance at industry cluster groups
Attendance at Breakfast Bites event
Attendance at Annual Business Appreciation
Event
Establishment of a small business and
entrepreneur resource
Number of requests for small business assistance
Tracking of hits to the small business program
website
Objective 2: Enhance targeted
recruitment of identified
industries.
Number of new firms in targets established in
Georgetown
Number of leads in the pipeline
Number of active prospects
Number of announcements
Number of direct contacts with site selectors
Number of target related conferences attended
Page 33 of 77
Page 16
Goal Area Performance
Metrics
Objective 3: Diversify workforce
development and recruitment
initiatives.
Number of students enrolled in local post-
secondary school programs
Post-secondary education institution expansion
and new program/facility establishment
Post-secondary educational attainment of
population
Number of internship and apprenticeship
participants
Students enrolled in CTE programs
Contacts with the veteran population
Establishment and size of young professionals
association
Creation of and hits to executive relocation portal
Objective 4: Encourage speculative
development.
Square footage of office space available
Square footage of office space under construction
Square footage of office space coming online
Square footage of industrial space available
Square footage of industrial space under
construction
Square footage of industrial space coming online
Tracking of incentives used and resulting footage
built
Tracking of available, appropriately zoned land for
development
New housing construction by type - i.e.
multifamily, single-family, mixed-use, executive
Page 34 of 77
Page 17
Goal Area Performance
Metrics
Tell our story to a broader local
audience.
Number of local events created or sponsored by
the City's economic development office
Attendance of Annual Economic Development
Symposium
Attendance of Twelve@12 roundtable
Social media posts
Tracking of website and social media visits
Number of earned media mentions and articles
Number of social media followers
Other marketing and business dev metrics currently
tracked by City
*Listing of the above metrics is intended to reflect potential measurements for each strategic
goal, but is not intended to suggest the Economic Development Department will collect or track
data on a monthly, quarterly or annual basis for publication.
Page 35 of 77
Economic
Development
STRATEGIC PLAN 2018
Page 36 of 77
Special Thanks
Georgetown City Council
Georgetown Economic Development Corporation
Georgetown Main Street Advisory Board
Georgetown City Manager’s Office
Georgetown Department Directors
Georgetown Economic Development Staff
Georgetown Chamber of Commerce Board
Georgetown Development Alliance
Georgetown Active Retiree Focus Group
Page 37 of 77
Summary
City Council Vision
Georgetown: A caring community honoring our past and innovating for the
future
Economic Development Mission
To purposefully support a business friendly environment where companies can
and want to grow
Our Strategy
Tell our story to a broader local audience.
Strategic Goal 3: Diversify workforce
development and recruitment initiatives.
Strategic Goal 1: Support existing
businesses and industries.
Strategic Goal 4: Encourage speculative
development.
Strategic Goal 2: Enhance targeted
recruitment of identified industries.
Page 38 of 77
Opportunities
Business Climate
Georgetown is increasingly viewed as an attractive and affordable location
Proactively supportive of growing new businesses
Large manufacturing sector
Surprisingly strong maker culture
Commitment to renewable energy resources
Workforce
Wealth of talent
A labor force of 700,000 workers
Large veteran population
Education
Retired residents
Others
Location along Interstate 35 and Toll 130
High quality of life
Page 39 of 77
Challenges
Growth
Extremely low unemployment rate
Low vacancy rates, limiting options for companies looking for existing space
Perception
Perception of Georgetown as solely a retirement community
Viewed as being “too far north”
Page 40 of 77
Our Vision & Mission
City Council’s Vision
Georgetown: A caring community preserving
our past and innovating for the future
Economic Development’s Mission
To purposefully support a business-friendly
environment where companies can and want
to grow
Page 41 of 77
What is business-friendly?
Predictable
Solution-oriented
Culture of consistency, collaboration, and
problem solving
Does NOT mean saying “yes” to every request
Page 42 of 77
Our Strategy
Four Strategic Goals
Best Practice Examples
One over-arching objective
Metrics
Page 43 of 77
Strategic Goal 1
Support existing businesses and industries
1.Build strong relationships with businesses through the
business retention and expansion program visits.
2.Enhance industry cluster groups.
3.Continue to develop and refine the Breakfast Bites
event for downtown stakeholders.
4.Grow the Annual Business Appreciation event.
5.Create a resource for small businesses and
entrepreneurs.
6.Enhance the program’s online presence and develop
a printed marketing piece.
Page 44 of 77
Strategic Goal 2
Enhance targeted recruitment of identified
industries
1.Work to grow and locate companies in Georgetown
to create jobs.
2.Continue developing and maintaining relationships
with businesses, site selectors, brokers, developers, and
land owners.
3.Create a signature commercial broker event.
4.Enhance our online presence.
Page 45 of 77
Strategic Goal 3
Diversify workforce development and
recruitment initiatives.
1.Develop a stronger relationships with educational
institutions that serve Georgetown’s workforce.
2.Tap into the veteran population in Georgetown’s
northern labor shed.
3.Work to make Georgetown more desirable and well-
known to young professionals.
4.Utilize partnerships to aid in the creation of an
apprenticeship program framework.
5.Create an executive relocation portal.
6.Better engage active retirees in existing programs.
Page 46 of 77
Strategic Goal 4
Encourage speculative development.
1.Evaluate incentive programs for speculative
development.
2.Identify and vet available land favorable for
development.
Page 47 of 77
Over-Arching Objective
Tell our story to a broader local audience.
1.Continue to grow the Annual Economic Development
Symposium.
2.Grow the quarterly Twelve@12 roundtable program.
3.Utilize the annual Swirl event to promote Georgetown.
4.Continue to participate in regional partnerships.
5.Develop a quarterly newsletter.
Page 48 of 77
Metrics
Goal Area Performance Metrics
Overall Strategy
Total employment
Annual new jobs
Ratio of Jobs per 10 Residents
Total new business establishments
Small business (<10 employees) establishments
Target industry employment
Advanced Manufacturing
Life Sciences
Professional Services
Total corporate investment by all target industries
Total announcements in target industries
Engagements through internal communication campaign
Objective 1: Support Existing
Businesses and Industries.
Total annual BR&E visits with existing businesses
Tracking of jobs added/lost with existing businesses
Attendance at industry cluster groups
Attendance at Breakfast Bites event
Attendance at Annual Business Appreciation Event
Establishment of a small business and entrepreneur resource
Number of requests for small business assistance
Tracking of hits to the small business program websitePage 49 of 77
Economic
Development
STRATEGIC PLAN 2018
Page 50 of 77
City of Georgetown, Texas
City Council Workshop
February 13, 2018
SUBJECT:
P resentation and discussio n on Fire Station No. 6 and No . 7 – Eric Johnson, CIP Manager and Laurie Brewer, Assistant
City Manager.
ITEM SUMMARY:
This is an update regarding the Emerge nc y Services District #8 funded Fire Station No. 6 and the City o f George to wn
Funded Fire Station No. 7. Specifically, Council will be given an update on the pro gress of the Design for Fire Station No.
6. The Emergency Services District #8, the architect and City Represe ntatives have been working through the design
process and have co mpleted and approved the Sche matic Design
Council will also be pre sented with an update on the Statements of Qualifications received and the selection committe e ’s
recommendatio n for the Design of Fire Station No. 7
FINANCIAL IMPACT:
The design and co nstruction of Fire Station No.6 is co mpletely funded through Eme rge ncy Services District #8.
The design co ntract for Fire Station No.7 is a fixed fee contract of $478,400 , funded through certific ates of obligation,
approved in the FY 2 01 8 budget that will be issued Spring 2 01 8.
SUBMITTED BY:
Eric Johnson, CIP Manager and Laurie Brewer, Assistant City Manager
ATTACHMENT S:
Description
F ire Statio n 6&7 Up d ate
Page 51 of 77
February 13, 2018
Fire Station No. 6 & No. 7
Update
Page 52 of 77
Fire Station No. 6 Background
Fire Station No.6 is an Emergency Services District
#8 funded project that includes construction of a
new Fire Station located at 6700 RM 2338 and
contracting with the City of Georgetown Fire
Department to provide emergency services for the
benefit of both the residents and businesses
residing in ESD #8 and the City of Georgetown.
City of GeorgetownPage 53 of 77
Fire Station No. 6 Background
•2/28/2017 -Council approved ILA with ESD #8
–Construction
–Operation
•7/28/2017 -ESD #8 Board executed Design
Contract with BRW
•1/17/2018 –ESD #8 Board approved Schematic
Design of Fire Station No. 6
City of GeorgetownPage 54 of 77
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City of GeorgetownPage 56 of 77
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City of GeorgetownPage 58 of 77
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City of GeorgetownPage 60 of 77
Fire Station No. 6 Schedule
Construction Documents –Early Summer 2018
Award construction contract –Late Summer 2018
Construction –10-12 months
Completion –Summer 2019
City of GeorgetownPage 61 of 77
ESD8 Agreement
•ESD8 has increased the project scope to allow for
future expansion of services and other community
amenities.
•The existing agreement to provide emergency
services for the ESD will expire in 2018. We will
propose to extend the agreement to 2019 to get
through construction and bringing the new fire
station online
•Contract revisions will be discussed in upcoming
year
City of GeorgetownPage 62 of 77
Fire Station No. 7 Background
Fire Station No. 7 is a City of Georgetown funded
project that includes construction of approximate
12,000 SF Fire Station located near the intersection
of Hwy 29 and Inner Loop to provide emergency
services that will reduce response times and
decrease demand on other stations.
City of GeorgetownPage 63 of 77
Fire Station No. 7 Background
•11/06/2017 –Release RFQ to vendors
•11/21/2017 –Received 10 SOQs
Scoring committee consisted of representatives
from Fire, Facilities and CIP. The committee
individually and unanimously scored Brown
Reynolds Watford Architects (BRW) as their top pick
for the design of Fire Station No. 7.
City of GeorgetownPage 64 of 77
Scope and Fees
•Scope
–Programming
–Schematic Design
–Design Development
–Construction Documents
•Architectural/Landscape/Irrigation/Civil/Structural/MEP
–Bid Phase
–Construction Administration
•$478,400 –Fixed Fee
City of GeorgetownPage 65 of 77
Fire Station No. 7 Schedule
Schematic Design -Early Summer 2018
Construction Documents –Late Summer 2018
Award construction contract –Fall 2018
Construction –10-12 months
Completion –Fall-Winter 2019
City of GeorgetownPage 66 of 77
Next Steps
•Fire Station No. 6
–Continue with the Design Development Phase
–Public meeting in the next few months
–Complete Construction Documents Summer 2018
•Fire Station No. 7
–Award Design Contract
–Begin Programming and Schematic Design
•Update Council
–Summer 2018
City of GeorgetownPage 67 of 77
City of Georgetown, Texas
City Council Workshop
February 13, 2018
SUBJECT:
P resentation and discussio n of the propo sed Budget Calendar fo r the FY2 019 Annual Budget and Five year CIP -- P aul
Diaz, Budget Manager
ITEM SUMMARY:
Discussion and directio n relating to the FY2019 Calendar.
FINANCIAL IMPACT:
N/A
SUBMITTED BY:
P aul Diaz, Budget Manager - SP
ATTACHMENT S:
Description
Bud get Calend ar P res entation
Page 68 of 77
FY2019 Annual Budget
Page 69 of 77
FY2019 Annual Budget
Budget Approach – Council Strategies
1. Become a destination for unique experiences
2. Create a strategy to increase mobility
3. Promote greater diversity in our population and our businesses
4. Create and maintain outstanding aesthetics and a welcoming
appearance and spirit
5. Review the annexation and MUD strategy
6. Monitor, promote, and communicate a long‐term water and
utilities plan and strategy
7. Expand on our reputation as a City of Innovation
8. Increase our influence with State Government
9. Expand our role to develop collaborative strategies with GISD,
Southwestern, and other entities
Page 70 of 77
FY2019 Annual Budget
Budget Calendar Process
•Similar process to the last few years.
•April, May, and June we will have
presentations at workshop about budget.
•Certified Tax Rate on July 25th
Page 71 of 77
FY2019 Annual Budget
Budget Calendar
•July 17th & July 18th –City Council Work
Sessions *SPECIAL MEETING*
•Aug. 7th –City Manager’s Proposed Budget and
Set Max Tax Rate *SPECIAL MEETING*
Page 72 of 77
FY2019 Annual Budget
Budget Calendar
•August 14th ‐1st Reading on Tax Rate &
Budget
•August 21th –2nd Reading on Tax Rate &
Budget *SPECIAL MEETING*
•August 28th –1st Budget Ordinance Reading
•Sept. 11th –2nd Budget Ordinance Reading
Page 73 of 77
FY2019 Annual Budget
Questions and Direction from Council
Page 74 of 77
City of Georgetown, Texas
City Council Workshop
February 13, 2018
SUBJECT:
Sec. 551.071: Consul tati on w i th Attorney
Advice from attorney abo ut pending or co ntemplated litigation and o ther matters on which the attorney has a duty to
advise the City Council, including agenda items
-Briefing related to PUCT Docket #45866
Sec. 551:074: Personnel Matters
City Manager, City Attorney, City Secretary and Municipal Judge: Consideration of the appointment, employme nt,
evaluation, reassignment, duties, discipline, or dismissal
- Evaluation Process fo r Direct Reports of the City Co uncil - Tadd Phillips, Human Re so urces Director
- City Attorney Evaluatio n - Update from the City Atto rney to the City Council
ITEM SUMMARY:
FINANCIAL IMPACT:
NA
SUBMITTED BY:
Shelley Nowling, City Secretary
ATTACHMENT S:
Description
Current Volume & Rate S heet
2014 Permit Volume & Rates
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