Advocate News • City Insider: Town & Country April 2019

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When you want the REAL story!

WilCo a Hard 'No' on Water District

by Ann Marie Ludlow

S

ince 1949, Texas has been engaged in deliberate and legislative management of water-related needs across the state. Bills have been regularly introduced since that time, regardless of drought conditions, to operate the Texas Water Development Board and fund our supply and conservation needs through local Water Conservation Districts (WCDs). There were no fewer than 110 water-related bills filed in the 2019 session alone.

Conflict arises, as it often

does in Texas, when the government attempts to augment its ability to appropriate funding, through tax dollars, for programs upon which municipalities and landowners disagree.

One such landowner is Jim Schwertner, whose family has been in agriculture since founding the town that bears his name more than 100 years ago.

Schwertner owns and manages 23,000 acres of farm and grazing land in Bell, Williamson, Travis, Bastrop, and Caldwell counties and he is one of the largest

Gonzalez: Experience-Based Solutions Georgetown Councilman Tom-

my Gonzalez learned about problem solving from his father. “My father always said, ‘If there’s a problem, tell me what the solution is going to be,’” explains Gonzalez; and decades later, he still lives his life by this principle.

From a young age, Mr. Gonzalez knew he wanted to serve his community. Shortly after moving to Georgetown, he became a member of the Historical Architectural Review Committee (HARC), and it was then he realized, “While I knew I didn’t have all the answers, I knew a bunch of the wrong ones.” So, he threw his hat in the ring for City Council. Nine years later, Gonzalez feels he has gained the wisdom and maturity to have an extensive overall knowledge of city operations.

District 7 Council Member Tommy Gonzalez with GISD Trustees Andy Webb and Scott Stribling

“Throughout your first term, you learn a lot,” says Gonzalez. “Coming from the corporate world, it’s hard to understand how a city operates. When you’re first elected, it takes about a year to understand the reports and conclusions of staff. You learn how to make the most intelligent decision based on the information you’re provided.”

As for his second term, “I spent

Continued Page 2

much of it working to land HEB. Now they have purchased land on the southeast side of Georgetown.” And of his most recent term, Gonzalez points to the multiple awards Georgetown has received, from the library to the finance department. He is also proud of the abundance of new job opportunities from major employers, including Holt Caterpillar.

Describing a future that has Gonzalez continuing to represent Georgetown’s District 7, he says, “I’ll work hard to keep Georgetown as one of the safest cities in the state of Texas and keep taxes on residents low. I’ll also concentrate on the unique charm that makes Georgetown what it is, even while it is continuing to grow. Finally, I work for the citizens of Georgetown, and, as always, I’ll take my cues from them!”

Georgetown Electric Fund — By the Numbers

by Kevin Pitts City Council District 5

T

he City of Georgetown Electric Fund has been a topic of discussion in the news, social media, and among residents. The information floating around has created confusion among many. I was one of those, and was under the impression that our electric utility had lost anywhere from $6-$26 million, as reported by multiple sources.

I am a commercial banker and review financial statements on a daily basis. Being on council since May 2018, I did not have historical knowledge of the electric utility performance. I asked

city staff to provide me with the approved budget and the year-end actual fund schedules (or financial statements) from 2014-18. I wanted to review the numbers for myself, without any outside influence. My goal was to try and answer three questions: • What happened?

• Why did it happen?

• How can council set policy to ensure it does not happen again?

When reviewing the fund schedules one must first understand how to read them. The way I view a fund schedule is by breaking it into two sections.

The first section is a traditional—revenues minus expenses—statement. The second section is similar to a statement of cash flow that reflects sources and uses of funds. Sources of funds are operating profits and bond proceeds. Uses are operating losses and Non-Operating Expenses (Capital Improvements, Debt Payments, and Debt Issuance Costs).

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Figures 1 and 2 show fund schedules that were budgeted and what was actually booked at fiscal year-end.

Three observations in regard to the actual fiscal year end numbers: • Our fund balance started at almost $12M in 2014, and was just below $2M at year-end 2018.

• The electric fund had an operating profit (added for my analysis) in 2014-17 and a $3.2M operating loss in 2018. The fund had not lost money outside of 2018 as was my previous impression.

• The Purchased Power* line item increased substantially from 2016-18.

What happened

Based on my analysis of actual numbers, the electric fund brought in $15M in operating profit from 2014-18. However, our fund balance decreased by roughly $10M. As mentioned above, operating profit is a source of cash to our electric fund. So

what happened to the fund balance?

Figure 3 tracks the fund balance to locate the use of the funds. I made another chart to determine the difference in bond proceeds, which are used for capital improvements, versus the amount of capital improvement.

As stated previously, capital improvements are one of three line items that make up the Non-Operational Expenses.

Based on data in Figure 4 the primary reason our fund schedule was reduced by roughly $10M was to cashfund our capital improvements.

I observed what appears to be a change in strategy starting in 2017, which also coincides with a change in leadership in our finance department. I wanted to understand why we chose to cash fund approximately 30% of our capital improvements, instead of funding the entire amount from bond proceeds.

Figs. 5 and 6 helped me

locate a reason for the cash funding.

Those final two charts show that if the approved budget would have been achieved over a five-year period, we would have produced $22.7M more in cash than we actually did. Therefore, I would assume that the decision makers at the time made the assumption that the electric fund would be replenishing its cash at a much higher rate than what actually occurred. The largest deviation was in the purchase power cost line item. Our forecasting appears to have been very poor. So...

What happened? The city electric fund was reduced by roughly $10M from 20142018.

Why did it happen? It appears we cash-funded our capital improvements at too high a rate because we assumed our operations would be a source of $37.8M in cash rather than the $15.1M actually generated. The pri-

mary cause for missing the projected operating performance was poor forecasting of our purchase power costs.

How can council set policy to ensure it does not happen again? My fellow council members and I will continue working this question.

However, the city currently has two requests for proposals outstanding. One seeks an outside firm to manage our electric portfolio and should help our forecasting of purchase power cost. The other is for an outside firm to assess our management within the electric utility and should help with forecasting and overall management. *The Purchased Power line item is a net number that represents the total cost to purchase power less the sale of the excess power not used by the City of Georgetown.

See Page 3 for charts and figures.

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A recent article in the Texas Monthly paints a bleak picture of water reserves, management, and the ongoing debate between Bell and Williamson Counties over the idea that a Water Conservation District is needed for equitable use of the Edwards Aquifer. In contrast, Schwertner says, "This is nothing more than a land grab.

We aren't short on water, there are people who just don't want to pay for it. When I go up to just 3,000 feet in my helicopter, I see surface water everywhere, which is as common as it is critical for rural farmers because we do not have the [transfer] infrastructure that the cities do. The problem is some cities do not want to buy surface water because it is expensive.

"In either case, the answer is not more government and bureaucracy. [Senator Charles Schwertner, Sonny Kretzschmar and I] got proactive and built a pipeline from Stillhouse to Granger Lake and enabled cities like Jarrell and Salado to tap into it. We did such a good job on the project, we have

so much water, we have trouble finding customers to buy it."

Schwertner is referring to the Lone Star Regional Water Authority, created by the Texas Legislature in 2011 to design, finance, construct and operate wholesale water infrastructure projects for public and private retail water providers. The Authority is a private company and does not operate from taxpayer funds, unlike a Water Conservation District that can—and in many places, does— tax landowners for the water on their property as well as dictating how much they are allowed to pump from it.

Schwertner added that the Texas Supreme Court affirmed, more than once, that landowners have water rights on their own land; i.e., the water belongs to them. He believes WCDs are a government means to create programs and, unconstitutionally, collect taxes for its own sake. "It's not really about water," Schwertner says, "It's about people justifying their jobs.

It could be a turtle shortage for all I know, as long as they can find a way to tax my land for it."

County Judge Bill Gravell affirmed the notion that the cre-

This is Texas, where you don't mess with my wife or my water. ~Jim Schwertner ation of a Conservation District amounts to little more than too much government infringing on the rights of landowners and said, "Water rights are one of those things that, in old Texas, landowners would stand on the edge of their property with a firearm to defend. I want the people of Williamson County to know that I believe this to be nothing more than a new tax and as long as I am County Judge, we will not become or be part of a water conservation district. In short, no new taxes."

Georgetown Mayor Dale Ross is in full agreement that the legal system has long since settled the argument that favors property rights; “This is the government creating tax revenue and I don’t believe it is helpful to have another taxing entity in Williamson County, especially if the residents of Georgetown will be expected to pay more. The courts previously determined that whoever owns the land owns the water—if they have not sold the rights to it—so a

conservation board is unnecessary here.”

Sonny Kretzschmar, known to many as "Mr. Water," grew up and owns a home in Bell County. He has worked at all levels, in many regions, for soil and water conservation for more than 40 years.

Kretzschmar agrees; "We don't need more government, we need more water. We are a mud-anddust state that goes from dry to flood and we must be willing and able to warehouse more water than we have in the past. Unfortunately, crises have to get tough before people are willing to open their billfold."

As an expert, he believes ground water districts are an excellent means of managing water in some areas, and perhaps a few individual landowners may benefit, but in Williamson County it is "...too high handed. The Texas Constitution provides for Districts created by local governing bodies.

For the state to mandate it is out of order."

Schwertner also has science on

his side. "People in Bell County want us to have a Conservation District because our more-populous areas get water from the same aquifer and they don't think it is fair. But saying Williamson County is using up too much water doesn't explain how Bell County is able to sell some of their water to Waco." The Waco Tribune Herald reported that Bell County sells water to Killeen, Ft Hood, Copperas Cove and Belton.

"We also have to examine the aquifer itself. It is limestone, which is porous, so even if Williamson County stopped using it entirely, it wouldn't suddenly be available to people in Bell; the water will naturally leech into the ground and go downstream to the Gulf of Mexico. It's use it or lose it."

Kretzschmar added, "There may be some logic in taxing the amount pumped out, but we already have ad valorum taxes based on the value of the land.

All a groundwater district does is limit and handcuff people who are already paying taxes to support existing water programs all over the state. In this case [a WCD] is not an answer."

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Election Day Q&A 4

AdvocateNewsTX.com 

The Advocate asked all candidates the following questions to enable voters to review "apples-to-apples" responses regarding issues and platforms. Answers appear in the order in which they were received.

1. What motivated you to run for office?

2. Please describe any previous experience serving your community.

3. What qualities do you bring to the table for the office you seek?

4. If elected, what are your top priorities once in office?

Steve Fought (I) Council District 4

► 1. Georgetown is the best place Gina and I have ever lived, and we have lived in a lot of good places. It didn’t get this way by accident. It took a lot of work, by a lot of folks, over a long period of time, to make Georgetown what it is today. I am retired, I don’t have “an agenda”. I have time to contribute, a base of experience, an open mind, a willingness to learn, and a personal promise to do my part to keep Georgetown wonderful, and just maybe make it even better. I enjoy public service. I enjoy working with people to resolve problems. Nothing gives me more thrill than jumping in the middle of a contentious issue, helping those involved figure out what is REALLY the problem, then crafting a solution that will last. That, to me, is what this is all about. ► 2. I bring a long record of public service, leadership, and problem solving skills to the table. I have represented my constituents in a wide range of forums including: Georgetown City Council (6yrs); Georgetown Economic Development Corp (5yrs, President in 2015); General Gov't and Finance Advisory Board (5yrs, Chair in 2014); Georgetown Utility System Advisory Board (5yrs), Citizen Task Force, Public Safety Bond (2011); Georgetown Citizen Academy (2010). In Sun City, VP Board of Directors (3yrs), Vice Chair Nominating Committee (3yrs), NRO Sec'y (3yrs).

Professor Emeritus and Dean of Academics (Air War College); Professor, Director of Electives, Chair of Public Diplomacy (Naval War College); Retired USAF (B-52 Pilot, Lt Col); Better Business Bureau Arbitrator/Mediator (25-years); Numerous Non-Profit Boards.

Professional Qualifications — Ph.D. (Brown University); Graduate, Harvard Program on Negotiations. ► 3. I communicate, I am accessible, and I respond. My campaign logo is “The Newsletter Guy”. My newsletter reaches nearly 6,000 readers in Sun City and beyond. I use it to explain my understanding of the major contending views on important issues, garner the views of others, and explain my vote. The newsletter masthead expresses my personal commitment to communication: “Earnest, open, informed debate leads to good public policy”.

No Council Member can be an expert in all of the various topics we address. When I write on a contentious subject, I regularly find residents who have spent their career in the field we are discussing. They call and offer their insights. I listen, I learn, and I cast a more informed vote as a consequence. No other candidate can match that newsletter in its ability to communicate, for making City Government open and transparent, and for seeking public input. ► 4. I list 7 objectives on my web site (stevefought.com). I’ll condense those into three priorities here. First, maintain Public Safety as the highest priority—because if you lose the bubble on public safety, you may never get it back. I am a consistent advocate for and supporter of, our police, fire and EMS capabilities. Second, maintain the “small town” character of Georgetown.

I supported HARC retaining its authority. I have consistently supported tailored downtown economic development. Finally, set aside monies in the “good times” to prepare

for “difficult times” when they come. I am a fiscal conservative. I believe in building reserve funds, constraining debt, regulating development, and “making growth pay for growth” by passing the financial burden of expansion to developers through impact fees, development agreements and assessments. I also want an in-patient, residential setting, Hospice Facility in Georgetown.

More on that later.

Joe Reedholm Council District 4

► 1. The present Georgetown council's lack of transparency, poor oversight, and unethical behavior were encapsulated by the Wilco Sun reports on the GUS energy plus the mayor's threats. However, this behavior was not new to us. Our company was recruited to central Texas in 1994 by the LCRA, so we have seen lots of questionable dealings, though none as spectacular as the energy debacle. While the threats made to the Sun bothered me, I was still not tempted to run.

Instead, I was going to back someone with far more direct experience within the community. However, some woman warned him against running for council, and that if he did, dirt on him would be made public.

With no one else in the wings, I decided to file on the last day. ► 2.When I worked for other companies, I found time to do things like run my sons' Little League franchise, fund raise for United Way, etc. As important as volunteer work is, there was no time for it once our company was started. My focus was on customers, none of whom were in Georgetown. Fortunately, my wife was able to take on the role of community ambassador.

She served in Rotary and was involved in the startup of The Georgetown Project, where she served on the first two boards of directors. That was a great time, when "All Kids Are Our Kids" guided the city. ► 3. My degree in electrical engineering led me to development engineering positions in the leading test and measurement instrumentation companies. That let me put my education to full use, instead of having it lie fallow in academia. It also taught me how to break down complex problems into comprehensible components. Success as a design engineer led to management positions, with the last one being responsible for operations roughly the size of Georgetown. In 1983, I started a company making electronic test systems for semiconductor processing, and ran it for 33 years. So I have experience in all aspects of organization management in the private sphere, much of which applies in city governance. City management should be able to help me learn what I don't know. ► 4. Energy Debacle: In hindsight, trying to outsmart energy suppliers like the LCRA doesn't look so smart. Unless the present city council sweeps their mistakes under the rug before the election, figuring out what to do about the energy situation will occupy everyone on council. Growth That Puts Infrastructure First, Not Last: Georgetown is a bedroom community that is going to grow as long as Austin does. We need to make sure that new, large developments do not impact quality of life for businesses and people already here, plus make sure that absolute taxes do not rise to pay for growth--that is, rapid appreciation of property values should be balanced by lower tax rates.

Enforcement of HARC and UDC: Georgetown's small town charm will be lost if the council continues to override decisions and recommendations in favor of development.

Hopefully, the council will not resurrect the drive to "de-fang" HARC once the election is over. Those who want to reap the benefits of developing in Georgetown, and its ETJ, need to play by the rules.

Tommy Gonzalez (I) Council District 7

► 1. My desire to try to see to conclusion several city projects that I have been working on. Also the knowledge I have acquired over the last nine years will be very valuable going forward. ► 2. I have been on the Georgetown City Council just shy of nine years, I have served on HARC, served and chaired the Georgetown Economic Development Corp., served on the Georgetown Transportation Enhancement Corp., Current Chair of the Georgetown General Government and Finance Board, Served on board of the YMCA of WPB., Treasurer for the Summercrest Home Owners Association, and Ambassador for the Greater Austin Hispanic Chamber of Commerce. ► 3. 25 Years of financial services industry. Working with Business' of all sizes to help them achieve their growth goals. Managed people at many different levels and learn to work with individuals to achieve a goal or result. Able to work with others to achieve consensus. ► 4. Continue to maintain top quality public safety departments in the City. Manage all city resources to achieve the highest level of efficiency while providing the best quality to our Citizens. Focus on quality growth of commercial and retail amenities throughout the city with a focus on Dist 7.

Jaquita Wilson Council District 7

► 1. I believe I bring a unique experience and perspective to the city council. My years of teaching, educational administration, and local involvement in Georgetown, have demonstrated the need for effective change in our community that creates tangible solutions for people in the realms of accessibility to grocery stores, expansion of public transportation, and improvement of our infrastructure. ► 2. I received my Bachelor’s degree in English from Montclair State University, I passed my Secondary Education Praxis test from the State of New York. I have lived in Georgetown, TX for seven years as a military wife, mother of five, and active member of the community. Prior to my family moving to Georgetown, I was a middle-school teacher and Education Coordinator for Casa Guadalupe in Pennsylvania for four years where I developed student curriculum, managed the budget, wrote and received 6 figure grants and organized personnel training. Locally, I taught with Head Start of Georgetown for several years before becoming Director of Liberty Hill Head Start. ► 3. I bring an educator’s perspective to the board, I will ask questions and get answers! My campaign is centered on transparency and accessibility thus, I plan to increase the amount of social media content and contact between the city of Georgetown and its citizens. I will do quarterly town halls based on the priorities of my district and will keep an active website and dedicated Facebook page for ease of communication for my constituents. ► 4. We need to prioritize transparency and communication to our constituents.

The people of Georgetown TX, and District 7 in particular, have voices that our local government needs to hear and assist. One area our city council needs to focus on is sustainable water and greenspace planning and flood prevention as we update and expand out city infrastructure. Securing fresh fruits and vegetables for District 7 over gas stations is a huge priority for me, as well.

APRIL 2019

Mike Triggs Council District 3

► 1. The issues with Gus first brought my attention to the City Counsel. Long term fixed price contracts are not a free market approach and have now created a problem that is very difficult to correct.

While other communities will benefit from improved technology, and better delivery systems that will predominantly lower prices, we will live with contracts that keep prices above market for many years.

I also feel development should be more smartly planned. Infrastructure should be considered prior to development not after. It shouldn't be "build it and they will come" and then worry about traffic etc. The community should have some say in the type of development that is needed in the community. I've heard numerous comments like "We need ...instead of what is being proposed." ► 2. I have served on the Minnesota Economic Development Association (MEDA) Twin Cities Neighborhood Economic Advisors (NEA). The volunteer work I am most proud of is 16 years of tutoring inner city students to pass their state High School math equivalency tests. ► 3. I am a graduate of the University of Wisconsin, and have had a successful 38 year career in the financial industry. The last 30 years with two large Midwestern banks: TCFBank fsb, and The Bank of Montreal, DBA BMO-Harris Bank in the United States. The last 27 of those years working in the Troubled Assets Departments. 17 years as the leader of the regional Departments. Gus is obviously a troubled assets, and I have years of experience of dealing with troubled developers and builders. I think this brings a different perspective to that the council currently has and a perspective that is needed at this time. ► 4. Priorities are: Bringing back fiscal responsibility to Gus and preventing spill over to other fiscal issues in the City. Helping create better street and pedestrian safety in my district. Letting "Georgetown be Georgetown" through well planed development and preservation of HARC.

John Hesser (I) Council District 3

► 1. I have served as the District 3 Councilman for the past 6 years and this will be my last term. Simply, my reason for running is unfinished business. The current situation with GUS is unfinished and staff is working though the problems and I believe there will be a satisfactory solution. However, the circumstances which contributed to the failure still need to be addressed and it will be up to Council to write new policy to prevent a repeat. The city is currently installing financial software which when completed will need new policy to improve transparency and accountability. Both issues will require historic information and council experience. ► 2. Charter member of Sun City Gardens. I worked with the other members to raise financing and assisted in the garden’s construction. I served two terms as Vice President and President. Served 2 and a half years on the Georgetown Parks and Recreation Board and chaired the board my last year. Served in my church as a small group leader and financial counselor for families with a negative cash flow. As a council member, I have served on the following boards or commissions: Georgetown Transportation Advisory Board, Georgetown Transportation Enhancement Corporation, Georgetown Economic Development, Georgetown Utilities System, General Government & Finance Advisory Board.

APRIL 2019 ï‚« AdvocateNewsTX.com

5

Q&A, Continued ► 3. During my business career I worked in auto finance and banking the industry and was exposed to various training programs in finance, problem solving and leadership. I launched 4 companies and turned around 6 failing organizations. This pathway tested my training and as councilman has shown me that the same skills apply to government which is needed. The fundamentals are the same; good people, good policy and good procedure produce good results. ► 4. 1. GUS Solution 2. Public safety.

3. Maintain the tax rate: Manage growth so costs do not burden homeowners and balance commercial/residential tax burden through economic development. 4. Maintain the city’s infrastructure to include roadways, sidewalks, parks, buildings, sewers, power and water lines.

Brian Ortego GISD Trustee Place 2

► 1. I’m motivated to become a candidate for GISD Board of Trustees, Place 2 because after 15 years of building new schools and achieving some goals, we still have unmet academic needs and financial challenges ahead. I believe my knowledge and experience is needed now to add a perspective on the board that isn't being represented now. We need to move forward on achieving academic success for all students and the strategic goals that the community agreed upon five years ago. Progress has been slow and many aspects of the Learner Profile have not yet been implemented into instruction and accomplished yet. If elected, I will work with the other Trustees and Dr. Brent to implement changes that are necessary to provide the customized and personal learning educational experience that each student needs, in order to achieve the knowledge and skills required to be life ready for college, a career, or the military. ► 2. I have been honored to serve on the GISD District Performance Council, the 2005 Citizens Bond Advisory Committee, Band Boosters, Math Pentathlon, Capitol Best Robotics, and in the creation of the Learner Profile. I’ve enjoyed volunteering and participating in our schools and helping

out principals and where needed at PTA events, in order to provide kids with the opportunity to be successful academically and through participation in extracurricular and fundraising activities. If elected, I look forward to using these experiences in my service on the Board or Trustees to aid me in engaging and making meaningful contributions that will be needed to advantage opportunities and find solutions for the challenges we face today. I've also served the City of Georgetown on the Planning & Zoning Commission, Housing Advisory Board, and on the Georgetown Village Public Improvement District Advisory Board. ► 3. I have gained great experience and knowledge by attending school board and city council meetings and engaging with Trustees, City Council, and staff members over the past 17 years on academic goals, board policy, facility needs, bond debt, elections, tax rates, and budgets that has prepared me to be effective on day one as a Trustee. I now have the knowledge and information required to be an effective School Board Trustee in Georgetown ISD. If elected, I am interested in the continued learning and training that is needed and required to be on the GISD Board along with promoting our mission statement, strategic goals, academic performance, financial transparency, as we are accountable to the students, parents and community members in Georgetown ISD for achieving excellence. I have 30 years of relevant management experience that will enable me and analyze data and issues before the school board, in order to make the decisions that are necessary, benefit students and the community now and in the future. ► 4. My top priorities will be to work with the community and all members of the Board or Trustees and the Superintendent to ensure that every student, parent, and community member has the information, opportunity, and a voice to weigh in on the future growth of Georgetown ISD and how exactly we design, build, and modernize our school facilities along with how we design teaching and learning for the benefit of all students and at all levels. Public transparency is essential and all decisions at all levels must be student-centered and driven, in order to provide the academic and financial accountability to students, parents, community members, and certainly taxpayers.

Elizabeth McFarland GISD Trustee Place 2

► 1. I have been active in the Georgetown school community for years, participating in GISD Citizens Advisory Committees, GISD District of Innovation Committee, GISD Strategic Plan Review Committee, and as a Board member of the GISD Education Foundation. I also have four children of my own in GISD, spread across three campuses. I have learned much about the great work our district is already doing, and I’d like to serve in a greater capacity in the hopes that I can effectuate meaningful progress. ► 2. In the Georgetown community, in addition to several GISD-specific committees, I am on the Boards of the Rotary Club of Georgetown, Chase the Chief, and the Samaritan Center. I am the legal advisor for A Gift of Time. I serve on the Compliance and Grants Committee for Seeds of Strength. I actively participate in events with Team Red, White, and Blue.

And finally, I serve our broader nationwide community as an officer in the Army Reserves. ► 3. The top qualities I will bring to the School Board are my collaborative teamwork, strong leadership skills, and my analytical mind and attention to details. Being an attorney and Army officer has given me a distinct opportunity to combine experiences in building strong, effective teams, and then leading those teams through difficult tasks, while also enabling me to hone my ability to quickly filter through voluminous information and spot the important issues and details. These skills will serve me well as a Trustee as I grapple with the numerous demands placed on our district. ► 4. First and foremost, our children must be safe at school, and a very important step in accomplishing this is to address the mental health needs and well-being of our students and educators. Secondly, I would focus my efforts as Trustee on finding better ways to measure student and educator achievement. Third, I’d like to see an expansion of programs of innovative learning, especially by incorporating more volunteer adult mentoring in the classroom to provide every child with a strong support system at school.

Jennifer Wood GISD Trustee Place 5

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► 1. I am running for GISD Board of Trustees, Place 3 to influence change; to be a voice that asks many (and hopefully) the right questions prior to decision implementation. Decisions should be made based on data and the unbiased input of those affected. I am committed that every child receives an equal and appropriate education. We must ensure that we have the appropriate training in our schools to support the behavioral, academic, physical, and/or artistic needs of all our students. ► 2. I am the mother of three sons, whose ages are eight, six, and three. My most recent years have been spent investing in and caring for them. Now that they are older, I am looking forward to increased participation in the Georgetown community. Notably, my professional career as an optometrist has been spent in service to others. I have worked in both the clinical and research realms to improve the visual outcomes of Veterans who sustained ocular and/or traumatic brain injuries in Afghanistan and Iraq. I continue to work and support increased awareness of the effects of visual disabilities in an aging population.

I also examine visually impaired students and provide guidelines for their success in a classroom setting, which calls for collaboration with school districts and communities. Finally, I am an active parent in my

children’s school and provide support in a variety of ways. ► 3. As the daughter of a military service member, I moved extensively and had to quickly adapt to new environments and people. As the daughter of a teacher, I learned about curriculum, childhood development, and perseverance. Professionally, as an optometrist, I have spent my career serving blind and low vision individuals.

My role as an invested parent, my desire to serve, my ability to collaborate and work well with others, and my perseverance all bring strength to my candidacy position. ► 4. For the past three years, the Texas Education Agency has rated GISD’s Special Education Determination Status as “Needs Intervention.” I believe that this is a concern to many in our community. Our district would benefit from the development of an objective task force to determine the effectiveness of our special education programs. Additionally, I believe that GISD would benefit from a systemic, effective approach to addressing disruptive behavior. Finally, I support the creation of a centralized Early Childhood Center for district supported Pre-Kindergarten students and would like to explore the option of a tuition-based PreK that can be offered to those students who do not meet eligibility requirements.

Andy Webb (I) GISD Trustee Place 5

► 1. I was very fortunate to have the chance to be engaged at a campus level for many years with both of my kids. I was also able to coach youth baseball for many years, giving me the chance to work with kids and parents from all over Georgetown and learn how to lead and manage a team effectively (albeit 4-11 year olds).

During this time, I had opportunities to be involved with District-level initiatives and learn more about how a committee works in GISD. These experiences gave me the background and base with which to run a campaign, and the principles I learned on the fields in San Gabriel Park influence me in every single day of my volunteer and professional life. ► 2. Parent of two GISD students • GISD Board of Trustees (2013-present) • GISD Education Foundation (2015-present) • City of Georgetown Planning & Zoning Commission (2014-18) • City of Georgetown Williams Drive Planning Cte (2017) • Williamson County A&M Club and Foundation (2000-present) • Zion Lutheran Church Council VP & President (4 years) • Round Rock Chamber of Commerce Board (4 years) • Chairman of Leadership Round Rock Planning Committee (9 years) ► 3. I am incredibly proud of the Georgetown Community and have been blessed with many opportunities over the years to be involved with the leadership of GISD, as well as serve in other capacities here.

Like many others, I was not raised here but moved here—intentionally—for the betterment of my family and a chance to build my business. Over the past several years, it has been a privilege to see Georgetown flourish. I feel a true responsibility to be a steward of the special community of excellence I was able to move to and to do whatever I can to make it better for the children we serve in our district. My strengths in building positive relationships, connecting leaders in the community and making sure we are all doing the right kind of work makes me very proud. There are countless opportunities here and it has been a privilege to see the positive impact of this special place on those around me. ► 4. To continue our proactive approach and preparations for growth. I want to do this while creating a learning organization that serves our community and prepares the leaders of tomorrow—our students and employees. To provide this leadership in a culture and environment that is safe, nurturing and challenges everyone on our campuses and in our administration to achieve what they might not have previously thought possible.

The Last Word APRIL 2019  AdvocateNewsTX.com

OP-ED Protect Public Safety from “Revenue Caps”

by Mayor Dale Ross

Texas must not cap Georgetown’s ability

to protect public safety and other critical and basic needs.

Right now, state legislators are advancing a “revenue cap” proposal that could be disastrous for people in Georgetown and across Texas.

Revenue caps do not reduce anyone’s taxes. But they do severely limit what cities can spend on police, firefighters, roads, economic development, and other quality-of-life needs that residents demand and that attract the employers and workers at the heart of the “Texas Miracle.”

Like all of us, legislators are concerned about property taxes. Public schools, and the state’s broken school finance system, make up the biggest part of the tax bill by far. That’s why Texas’ leadership and legislature are to be applauded for their work on legislation to increase education funding and create real property tax savings for homeowners.

But revenue caps help with none of that.

Instead, provisions of House Bill 2 and Senate Bill 2 impose a 2.5 percent cap on what cities can raise from property taxes.

This “cap” would make it impossible even for cities and counties to maintain existing services — forget about things like additional police officers or new roads that growing cities need.

If the legislature insists on imposing revenue caps, it must allow exemptions for public safety, roads, and other basic priorities that the city and state share.

HB2 and SB2 have no such exclusions.

Instead, just in Georgetown, these bills would create a $2.1 million budget deficit in three years, considering inflation and built-in cost drivers such as health insurance and public safety wages. And most Texas cities — including Georgetown — spend about 60 to 70 percent of their budgets on public safety. It’s impossible to absorb a $2.1 million impacting public safety.

In Georgetown, a $2.1 million deficit equates to the salaries of 27 police officers.

That has life-or-death implications — without those first responders, response times go up. That endangers lives. If that sounds dramatic, imagine telling someone who has called 911 that it will be a few more minutes before an ambulance or police officer arrives.

Other basic services would also suffer — with real-life implications for how people live. A $2.1 million deficit means delaying or eliminating miles of road building and street maintenance. Worse roads mean worse traffic, which makes cities like Georgetown less attractive to people here now and the businesses or families who might want to move here. And economic development activities that support jobs, investment, local small businesses and major employers would be among the first things that get cut.

In average years, such low caps would trigger budget crises. But even in relatively good years, conservative city leaders would feel pressured to raise taxes in ways that create a cushion to protect citizens in less-prosperous times.

Even worse, to negate the damage that caps cause, Texans in every community would have to go to the polls year after year, jurisdiction-by-jurisdiction, just to protect their own communities. Such election schemes create tremendous uncertainty for Georgetown. They invite out-of-town political operatives to poison our politics, and they undermine our credit rating by making it impossible to make long-term commitments.

Cities in Texas are among the fastest growing in the country. They propel the state’s economy. State leaders often talk about the people and companies moving to Texas — cities and counties provide the basic services that allow for that growth.

We’ve created a better quality of life for all of us. We’ve kept each other safe, made it easier to get around and provided the quality of life make people proud to call Georgetown home.

HB2 and SB2 would endanger all of that.

Revenue caps are bad for the people of Georgetown, especially without exemptions for public safety and other necessities. Contact your legislators and state leaders — tell them public safety and basic needs must be protected.

7

PUBLISHER'S CORNER

Making Experience a Priority

by Mike Payne

Thomas Jefferson stat-

ed, “Everything yields to diligence.” I do not believe there has ever been an election in Georgetown that requires this admonition more. It is critical that we sort out all the mis-information from local media, and even some confusion in reporting from the City, to determine who can best lead us as Georgetown works to maintain its unique charm and character, while establishing financial guidelines that keep it affordable. In that regard, there are three City Council incumbents who have labored diligently for many years.

District 7 Councilman Tommy Gonzalez is seeking his fourth term for all the right reasons. If you agree that experience is the key to success, then you will vote for Mr. Gonzalez.

He has steadfastly led the charge to put in place those things that enhance the quality of life in Georgetown. He has worked to keep taxes low, and is a staunch advocate of our schools, police, and fire protection. His opponent who promotes herself as an

educator has been soundly rejected by the citizens of Georgetown in two previous Board of Trustees elections. That certainly begs the question, “What is it in her positions that is so strongly in opposition with the wishes of parents who have children in Georgetown schools?”

District 4 incumbent Steve Fought brings an extensive list of qualifications and past successes. His military background (Air Force Lt. Col. Ret.) along with his PhD-level education have provided Georgetown residents with a man who is at the top of his game, both in experience and knowledge. Mr. Fought has an analytical style that any city in the United States would be proud to have as a councilman or Mayor. He is one of many treasures to come out of Sun City. Mr. Fought’s far-left opponent espouses “change”, but with no apparent solutions, and admittedly, no experience.

Anyone who understands the zeitgeist of Georgetown understands that this is not the right place or time for him, and he is certainly not the right man for this job.

John Hesser is unquestionably the best candidate to represent District 3. During his time on Council, he has consistently embodied steady, thoughtful, and reliable leadership.

He has decades of the highest-level financial experience, and considers the pros and cons of every issue thoughtfully, through the lens of facts and truth. Mr. Hesser is another man who could serve in executive capacities throughout the country; another treasure of Sun City. His opponent,

Mike Triggs is a very likable person. My recommendation to Mr. Triggs would be to serve on some City boards and commissions to gain experience and learn more about Georgetown. A future run for City Council would be more appropriate.

Now is simply not the time to change horses. And to the complainers (who will never stop): when you add up the sum total of the costs of living in Georgetown, it ranks in the top three most affordable places to live in central Texas.

As for the School Board Trustee races in the GISD, The Advocate’s picks are Andy Webb and Elizabeth McFarland. Incumbent Webb, a local businessman with unimpeachable integrity, has done an exemplary job on the board. There is no reason for change.

Newcomer McFarland is seeking the seat vacated

by Scott Alarcon. Ms. McFarland is an attorney, a volunteer, and a Veteran who views public education as “…the great opportunity maker…and allows students from all backgrounds and circumstances the opportunity to excel in school and life.”

For these reasons, the editorial board of The Advocate newspaper endorses John Hesser, Steve Fought, and Tommy Gonzalez for Georgetown City Council; and Andy Webb and Elizabeth McFarland for Georgetown ISD Board of Trustees. Let’s keep Georgetown as one of the most affordable and unique places to live in America today, tomorrow, and in the future. Go vote—it matters!

8

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TOWN & COUNTRY

JUVENILE SERVICES INNOVATING AGAIN FOR

EMERGING ADULTS In January, Williamson County

was awarded a grant, via the Lone Star Justice Alliance (LSJA), to support a new program, Second Chance Community Improvement Program (SCCIP), which provides an alternative to incarceration for emerging adults.

Defined as individuals age 1724 years, these offenders are too old for juvenile detention, but, because of their age and maturity, it is believed adult incarceration is less likely to fully rehabilitate them. Data show emerging adults represent 10 percent of our population, but make up nearly 30 percent of arrests and 21 percent of the adult prison population.

This age group is distinguished in the justice system because, as is generally understood, our brains do not fully mature until we are about 25 years old. As such, more than 75 percent of offenders in this demographic will re-offend in the short term, and their probations are revoked at a rate three times higher than older adults.

SCCIP will establish a formal process to divert young adults from "grown-up" prison after be-

ing charged with a felony offense.

Individuals will be referred to and connected with myriad services that support positive health and safety outcomes most likely to reduce the need for incarceration, or recidivism.

Juvenile Services Executive Director Scott Matthew explains, "Under the law, a district attorney may only process a person arrested for possession of cocaine or meth. With this program, we can look at this as a drug problem; a symptom of something bigger, perhaps triggered by childhood trauma, so we can start by getting to the root of the issue."

Judge Stacey Mathews, 277th District Court, championed the program in Williamson County and will preside over the specialty court. Through her collaborative efforts, the program has a central site and received support from Commissioners Court and County Judge Bill Gravell. She also built new partnerships with Bluebonnet Trails, Juvenile Probation, District Attorney Shawn Dick and several private attorneys.

"This is not a halfway house, nor is it a move to be soft on

crime. It is a plan to be proactive about the behavior of an individual," Judge Mathews says. "We now have the flexibility to partner with any agency or program that will provide what these young adults need. Many are disenfranchised from their parents, are parents themselves, or they may be homeless. We will find them educational resources, job skills training, mental health support; anything they might need to help them back on a path to being contributing members of our community."

County Judge Gravell said, "The Program ensures individuals most at risk for ongoing involvement with the criminal justice system are given the support they need to remain positively engaged with their communities. Critical to my vote was the commitment by our health and human service providers to address the needs of these young people in the community. Their support and willingness to tackle these issues will be essential for this program to succeed."

Participants will be assigned social workers or case managers to help them navigate their

judicial and social accountabilities. "The ultimate goal," Director Matthew says, "if requirements are met, is to have the relevant charges dismissed and these young people will not have a felony conviction attached to everything they do for the rest of their lives."

Judge Mathews and Williamson County Juvenile Services Assistant Director Matthew are Director Matt Smith, 277th District Judge Stacey pleased to have been Mathews and Executive Director Scott Matthew chosen by LSJA, not saving our taxpayers the costs of only for the benefit to incarceration, which total about our county but also to be part of $400 daily per inmate." the study that includes Dallas, to Director Matthew agrees, examine variations in needs and "When we understand the demoservices in different demographgraphics and diversity between ics. Judge Mathews said, "The a large urban city and our more hypothesis is that if we identify suburban area, we can be better specific services that provide the advocates for social justice, using most benefit in a certain area and trauma informed care, with a fobeef them up, they will always cus on this particular age group." serve our citizen population better The program is still in the early than prison. Services here will stages but anyone can contribute look different than the ones in Dallas; someone might need more to its success by supporting local education in one place, but mental organizations of all types that provide resources and referrals for health services in another. Knowing how social determinants affect life skills and independent living. our population will help everyone. Visit LoneStarJusticeAlliance.org for more information.

As well, we consider the cost of these services a big investment,

9

APRIL 2019

10

CITY INSIDER

MAYOR'S UPDATE • DALE ROSS

Red Poppy Festival 20th Anniversary

Georgetown celebrates the 20th

anniversary of the Red Poppy Festival this year on April 26-28.

I hope you will join me at this free, family-friendly festival for a weekend of fun with our friends, family, and neighbors on the Most Beautiful Town Square in Texas.

Pat Green is the headliner at the Saturday night concert and the Friday night concert features Dysfunkshun Junkshun. Other festival highlights include the Red Poppy Parade on Saturday at 10am and the Car Show at 11am. Concerts, parade, car show, kids’ fun zone, and street festival are all free.

The official 2019 Red Poppy Festival poster is on sale for $5 starting April 5 at the Visitors Center at 103 W. Seventh St. A new sculpture commemorating the 20th anniversary of the Red Poppy Festival will be unveiled at 6 p.m. on Friday, April 26 during the event. The new sculpture will be in front of the building at 101 E. Seventh St. For all the details about the festival, go to RedPoppyFestival.com.

Parking and shuttle service

Over the course of the festival, we expect more than 60,000

attendees. We love showing off Georgetown to the region, but with that many people, parking can be a challenge. We do ask that people avoid parking in the neighborhoods, blocking driveways, or parking in fire lanes. For the best experience, plan to carpool or use a ridesharing service to get to the festival. There also is a free shuttle from the First Baptist Church all day on Saturday.

Zero-waste event

The City is working to reduce waste generated by the event.

Food vendors are using only compostable plates, dishes, drinking straws, napkins, and cutlery.

Composting and recycling stations will be available throughout the festival area. We can all help to reach the zero waste goal by bringing reusable shopping bags and personal water containers to the event and using the recycling and composting stations at the festival.

Volunteers are needed at our eco-stations where recycling, composting, and landfill materials are collected. You will help direct festival goers to put items into the correct collection bin and you will learn about the positive effects of diverting waste for reuse and recycling. Don’t worry, no experience is needed and you’ll get a free Red

Poppy Festival shirt! For more information and to sign up visit poppy.georgetown.org/volunteer.

Red Poppy Taste cooking competition

The Red Poppy Festival includes the annual Red Poppy Taste Awards, which is a cooking competition open to chefs, bakers, and cooks of all kinds, levels, and backgrounds. There are two categories: sweet and savory. Winners will be announced and presented their trophy on the Red Poppy Stage on Saturday evening, April 27. To see the rules and to enter, look for the Red Poppy Taste Awards page at RedPoppyFestival.com.

Red Poppy Ride & 5K

Two additional events are a part of the Red Poppy celebration in April. The Red Poppy Ride is a recreational bike ride on Saturday, April 13, with routes of 12, 30, 40, 62, and 100 miles. The ride starts at Richarte High School and ends at Rentsch Brewery.

The Red Poppy 5K is on Sunday, April 14. The timed 5K walk/run starts in San Gabriel Park with a route along the San Gabriel River.

Go to RedPoppyFestival.com to find out more and register for the Red Poppy Ride or the Red Poppy 5K.

Red Poppy flowers

The Red Poppy Festival is inspired by the red poppy flower, which has become an integral part of Georgetown history. During the First World War, a young soldier from Georgetown sent red poppy seeds home to his mother who planted them in her yard on Seventh Street.

They began to grow wild and then spread all over the town.

To recognize the history of red poppies in Georgetown, the Texas Legislature certified Georgetown as the Red Poppy Capital of Texas in 1990.

During the month of April, you can tour Georgetown's Old Town District and see red poppies growing in residential yards north of the Square. Go to RedPoppyFestival.com to see an interactive or printable map that shows where you can see

red poppies in Old Town in April.

There are so many ways to experience what makes Georgetown such a special, caring community in April. I hope you will join me April 26-28 on the Square for a memorable 20th edition of the Red Poppy Festival.

Photos: Rudy Ximenez

CITY INSIDER

APRIL 2019

Loyce J. Graham MD, PLLC 181 Town Center Blvd. Suite 400 � Jarrell � 512.746.2690 Office Hours: Mon., Wed., Thurs., Fri. 8 am - 5 pm | Tues. 8 am - Noon

NEWS FOR PAWS & CLAWS News For Hooves & Snouts Too! Large Animal Vaccinations

by Dr. Nathan Carlton

A

s part of the veterinary industry, I feel we have failed our livestock owners in the area of preventive plans.

We should be helping cattle producers stay on top of their preventive vaccination plans to help safeguard their investment a lot more than we have been. What should your cows receive annually for vaccinations? What vaccinations do calves really need, and when?

Last month I shared about preventive plans for dogs and cats; this month I want to talk about preventive plans for cattle.

Before I came to Jarrell, I went on a call for several cows that had aborted their calves, late term. The owner had not vaccinated or dewormed the cows for a few years, and calves only got a single 8-way Black Leg shot before going to sale. The list of differentials for this case is long, and

the owner did not see the value in investigating further. A few weeks later, more cows aborted, so I went out again to try to figure out what was going on. I drew blood on the cows that aborted and determined that they were positive for Bovine Viral Diarrhea (BVD). This is a virus that can cause abortions—usually early—but can also cause respiratory disease and diarrhea. If a cow is infected with this at the right stage in her pregnancy, the fetus she is carrying can become a persistently infected (PI) calf that recognizes this virus as “normal” and will not clear it from its body. This calf will infect all the other cattle in the herd for as long as it lives. Since this owner had a BVD positive herd, we needed to identify all the positive animals and cull them. Most of the cows were positive, and because this family had a small herd, selling these cows was tough on them both financially and emotionally (all the cows had names).

This event stirred me to implement a new vaccination plan for livestock.

Obviously, I recommend cattle be vaccinated against BVD every year. I also recommend protecting against infectious bovine rhinitis (IBR). This is a disease that can cause later term abortions in cows, respiratory disease in calves, or pink eye.

Bovine respiratory syncytial virus (BRSV) is another respiratory disease that is mainly a calf problem, but every cow should get this vaccine yearly, as well. Parainfluenza (PI3) is a virus that is part of the respiratory disease complex that leads to pneumonia, and should be included in the vaccine plan.

Leptospirosis is transmitted by the urine of wildlife, and can infect dogs, pigs, and humans, as well. Lepto can cause abortions, still births and weak calves.

Another large group of diseases are the “Black-Leg diseases”. These are clostridial diseases that cause an array of problems from muscle disease to liver and intestinal problems. You should protect your cows from this group every year.

This list of diseases is long, and you might be anxious about what it would take to implement a vaccination plan like this. It’s not as complicated as it sounds.

CattleMaster Gold + L5 protects your cows and calves from IBR, BVD, BRSV, PI3 and five types of leptospirosis in a single shot. I recommend this every year prior to breeding to make sure you miss out on PI calves; however, the vaccine is safe for any cow or calf at any stage of life. Ideally, I’d give CMG + L5 to calves at three months and then again at weaning, but one shot at weaning is acceptable.

I also recommend One Shot Ultra 8 to prevent clostridial diseases. This shot should be boostered four weeks after the initial shot, and cows at increased risk for exposure should be re-vaccinated every six months. At a minimum, I recommend annual immunization; calves at weaning should also get this shot.

My wife and I are passionate about our cattle. We have planned and dreamed of the day we could have our mamas calve out, sell the calves, and start all over again.

I’m sure many of you can relate to the

feeling of satisfaction, pride and fondness for the livestock you raise. I hope this helps someone protect their investment and avoid some of those nasty diseases that can devastate a herd.

After graduating from Michigan State University College of Veterinary Medicine, Dr. Carlton served four years in the United States Army as a Veterinary Corps Officer.

He honed his clinical skill set working on these unique animal populations, and now brings that special knowledge to the community at Jarrell Animal Hospital.

Dr. Carlton is a member of the American Association of Bovine Practitioners, American Association of Equine Practitioners, Texas Veterinary Medical Association, and he continues to serve in the United States Army Reserve.

Jarrell Animal Hospital 191 Town Center Blvd. Jarrell JarrellAnimalHospital.com and Facebook

CITY INSIDER

APRIL 2019

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CITY INSIDER

APRIL 2019

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CITY INSIDER

APRIL 2019

JARRELL CHAMBER OF COMMERCE Monthly Networking Luncheon

WEDNESDAY, APRIL 17, 2019 11:30 AM - 1:00 PM A Shot of Texas Ranch | 201 Cobb Creek Rd. | Georgetown Guest Speaker: Jarrell Police Department, Lt. Roger Thompson

www.JarrellCOC.com • info@JarrellCOC.com • 512-677-5501 www.JarrellCOC.com

512-677-5501

COUGAR LUBE & WASH F U L L S E RV I C E O I L & LU B E

512-746-4274 AUTO MAINTENANCE

• STATE INSPECTIONS • CAR WASH

14-Month CD

MON-FRI: 8am-6pm SAT: 8am - 5pm SUN: 10am - 4pm

www.CougarLubeandWash.com

171 Town Center Blvd | Jarrell Northbound IH-35 EXIT 275 | Southbound IH-35 EXIT 274

F R EE

CAR WASH with Full Service Oil Change

2.35% Interest Rate 2.38% Annual Percentage Yield Penalty for Early Withdrawal $1,000 Minimum Deposit CD Rates are current through the date of this issue.

Cougar Lube and Wash

12345 N. IH-35 • Jarrell (512) 746-2531 2250 North A.W. Grimes Blvd.

Round Rock (512) 218-3903

Come in Today

to check out our products & excellent customer service!

Checking & Savings Accounts Senior & Student Checking Mobile Banking & Deposit IRAs & CDs

Ask About Home Loans Conventional USDA • VA • FHA Home Equity Construction Builder Spec

MILL DIRECT Carpet & Floor Covering

Ceramic | Carpet | Laminate | Wood

512.930.3811

900 North Austin Avenue

Suite 113

Georgetown

15

CITY INSIDER

APRIL 2019