C i t y o f S u g a r L a n d , T e x a s

2 0 1 2 Annual Report

II

City Council and Management Team ........1

Letter to Our Residents ...........................................2

Honors ................................................................................3

Introduction ...................................................................5

Financial Overview .................................................6

Community ....................................................................8

Economic Development .....................................10

Public Safety ..............................................................18

Infrastructure .............................................................22

Recreation and Culture .......................................26

Administration .........................................................28

TABLE C O N T E N T So f

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HIMESH GANDHIAt–Large Position One

DONALD L. SMITHERSMayor Pro Tem Single Member District One

AMY L. MITCHELLSingle Member District Three

BRIDGET R. YEUNGSingle Member District Two

JOE R. ZIMMERMANAt–Large Position Two

HARISH JAJOOSingle Member District Four

JAMES A. THOMPSONMayor

KAREN GLYNNAssistant City Manager, Administrative Services

ALLEN BOGARDCity Manager

KAREN DALYAssistant City Manager, Public Services

STEVE GRIFFITHAssistant City Manager, Public Safety

(from left to right)

(from left to right)The City’s Management Team

2012 City Council

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L E T T E R R E S I D E N T SJames A. Thompson Mayor

Allen Bogard City Manager

Many are the roles and responsibilities that

come with the honor of public service.

Among them are ensuring people feel safe,

maintaining a financially responsible

government, attracting new businesses,

investing in infrastructure and supporting a diverse community.

And while this list is important, accomplishing these goals would

mean nothing if we did so without adding value to our community.

As we reflect on 2012, we are sure to reflect on both the tangible

and intangible successes. On April 26, 2012, we heard the words

“Play Ball!” as the Sugar Land Skeeters played their first game at

Constellation Field. Since that day, 465,511 people have attended

baseball games and tens of thousands more have attended special

events. What began as a baseball stadium has become a

community building venue not only having a positive economic

impact, but also creating a greater sense of pride in our City.

2012 also saw the adoption of an update to the City’s Comprehensive

Plan and the Future Land Use Map that will be integrated into the

Comprehensive Plan in 2013 after additional public input. These

strategic roadmaps will help ensure the quality of life that you enjoy

now is maintained as our City continues to grow.

We maintained a strong financial performance in 2012, as seen

through our continued financial strength, outstanding AAA credit

ratings for the second year, and the ability of our City to attract

major business development. Several major redevelopment

and economic development projects were approved. These

projects, including Imperial, Costco, Texas Instruments and Fluor,

strengthen the City’s revenue streams through enhanced property

and sales taxes. But, more importantly, they also make it more

convenient to live, work, shop and play without ever having to

leave Sugar Land. We worked hard to ensure these projects did

not require compromising Sugar Land’s beauty and high standard

of development.

We also improved existing services and infrastructure in 2012.

Our new residential solid waste program resulted in cost savings

to residents and a dramatic increase in recycling, which helped

us improve our reputation as an environmentally responsible

community. We also made a significant investment in our

sidewalk program and have committed to repairing all sidewalks

within the City by the end of 2013. The addition of Taxiway

“Juliette” was completed at Sugar Land Regional Airport, helping to

fuel future revenue growth that will become even more important

as the availability of federal funding decreases in coming years.

And finally, we made several major improvements to mobility.

Through the innovative implementation of flashing yellow

arrows and a traffic responsive signal system that automatically

adjusts to real–time conditions, we significantly increased the

capacity and efficiency of many intersections giving you and

your family more time to do the things you want instead of

sitting at red lights. We also installed 40 wayfinding signs

highlighting 26 different destinations throughout the City to help

residents and visitors find the places they are looking for, and in

Sugar Land fashion, they are not only signs, but visible, attractive

testaments to all the things that make us proud of Sugar Land!

Without a doubt, 2012 was a successful year. But what made it

such a great year isn’t that we were able to cross so many things

off a list; rather, it is that all of our accomplishments have added

such value to our City.

Congratulations to you on a successful year, and thank you for

all you have done to make Sugar Land what it is today.

t o o u r

James A. Thompson Mayor

Allen Bogard City Manager

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Sugar Land Honored in 2012

�� Sugar Land was recognized by the Houston–Galveston

Area Council with its “Best All–Around Clean Air

Leadership” award for the City’s positive impact on air

quality within the Houston Region.

�� Honored for the fourth year in a row, the Sugar Land

Development Corporation (SLDC) and the Sugar Land

4B Corporation (SL4B) were awarded a “Certificate for

Achievement of Economic Excellence” from the Texas

Economic Development Council. Achievements were

based on strong involvement with economic, real estate

and industry professional organizations, qualified

training, economic development certification training and

well organized and coordinated economic development

strategies and plans.

�� Sugar Land Regional Airport’s Global Select was among

the top 10 Fixed–Based Operator’s in the Western

Hemisphere. Sugar Land Regional Airport’s focus is on

corporate aviation while providing general aviation

needs, which has established the airport as an important

part of economic development, job creation, corporate

access to local markets, facilities and services to house

corporate aviation departments.

�� The Sugar Land Parks and Recreation Department received

an Arts and Humanities Award from the Texas Recreation

and Parks Society for the City’s Bernar Venet Sculpture

Garden, previously displayed at Oyster Creek Park. Many

citizens enjoyed the public art exhibit that enhanced the

quality of life in Sugar Land.

�� The Arbor Day Foundation recognized Sugar Land as a

Tree City USA community. Sugar Land was one of only 73

communities in Texas to receive the recognition and the

first in Fort Bend County.

�� Four years after being named the nation’s first

“Community of Respect,” the Anti–Defamation League

(ADL) again recognized Sugar Land for its ongoing

commitment to foster an inclusive and respectful

community. Sugar Land has been a recipient of the

award every year since the program’s inception. The

“Community of Respect” program is an initiative to help

governments, non–profit organizations, faith institutions,

businesses and institutes of higher learning create an

atmosphere that rejects prejudice and fosters respect and

an appreciation of diversity.

The City of Sugar Land received regional, state and national recognition for its services, init iatives and innovative programs in 2012.

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Sugar Land 2012

Population  84,511*

Area 35.12 square miles

Median household income $102,270

Industrial space 8.2 million square feet

Office space 7.5 million square feet

Retail space 7.6 million square feet

Multi–family units 2,019

Single–family homes 25,128

Assisted living units 673

Townhomes 787

*projected City estimate

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I N T R O D U C T I O N

F iscal year 2011–2012 was a productive year

of proud accomplishments. The vision and

direction of the City Council combined with a

strong management team enabled Sugar Land

to prosper. The City maintained a strong, responsible

government while attracting new businesses and

building important infrastructure to support a growing,

diverse community.

This State of the City report provides an overview of

the City’s finances, departments and services while

emphasizing current and future projects benefiting the

citizens of Sugar Land.

Sugar Land continued to demonstrate strong city fiscal

responsibility and the proven ability to manage capital

investments successfully. This was seen in proactive

fiscal strategies that focused on effective use of resources,

good value in services for tax dollars spent, and the City’s

continued top Triple A credit rating, which has allowed

us to finance projects at historically lower rates.

Public safety will always be a top priority with the City.

A strong foundation for a safe community is built through

community and interagency efforts, crime prevention

education and emergency preparedness partnerships.

Enforcing local codes and working with neighborhood

associations will continue to protect our homes.

A good quality of life involves careful planning.

Our citizens expressed the need for cultural and

entertainment venues, and we responded. Sugar Land

continues to become a destination–location. Constellation

Field hit a home run as it welcomed baseball fans in its

2012 inaugural season, breaking numerous attendance

records and clearly becoming a favorite landmark for

year–round entertainment in our community. Plans for a

new indoor performing arts center and festival site will

accommodate even more than visitors who will spend

money and help further strengthen the local economy.

Citizen input provided over years of community meetings,

surveys and other public forums continues to help us

shape our plans to offer diverse community projects that

enhance our quality of life. Plans are underway that

could bring new parks, public spaces and recreational

facilities to the area new places for the Sugar Land

community to fill with memories of family outings, rare

bird sightings and cherished cultural celebrations. A

study of the State of the City’s Cultural Arts will help

provide direction on how to enhance Sugar Land’s

cultural landscape. New green spaces and recreational

facilities will provide intrinsic environmental, aesthetic

and recreational benefits to our city and enhance

property values, generate municipal revenue and entice

businesses to relocate here. As we look ahead to 2013, we

will continue to look for opportunities to fulfill that

collective vision and ensure the highest quality of life

available. Together the future appears even more

promising and exciting than ever before.

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The City maintained a strong financial performance in 2012 with

conservative staffing levels and no new positions added, along

with our continued outstanding AAA credit ratings for the second

year in a row.

Financial Management Policy Statements approved by City

Council guide the city manager and staff in preparing the annual

budget. The City takes pride in preparing a conservative budget

and estimating expenditures that ensure spending cuts will not

be needed during the middle of the year. The City must end the

year lower than budgeted; exceeding the budget is not an option,

as it is a legally binding document.

The budget adopted by City Council provides the maximum

amount of funding for the year. The needs of the City must be

balanced to determine how resources will be spent and ensure

responsible expenditures. When revenues come in higher than

anticipated, as they did this year, those funds are available for

one–time expenditures or capital needs, or they are placed in

reserve to meet unexpected needs.

Sugar Land was again fortunate that revenues exceeded estimates in

fiscal year 2012 – sales tax receipts were slightly higher than budget

due to growth in commercial areas. The opening of Constellation Field

had a positive influence on revenues from the impact of almost half–a–

million visitors to the stadium this year. Sugar Land Regional Airport,

a self–supporting operation, exceeded estimates on fuel sales. Water

and wastewater revenues continue to support the City’s water utility

operations and were reinvested through improvements to the system.

In January 2012, the City transitioned to a self–funded medical

plan for its 642 employees and their dependents. The plan is

administered by Cigna and utilizes the benefits of Cigna’s network

of medical providers, while the City began paying claims instead

of premiums. The City placed increased emphasis on wellness

and preventative care and realized a benefit from reduced claims

and savings in future health care costs.

A mid–year review of capital needs and available funding allowed

City Council to accelerate several projects, including an emphasis

on sidewalk rehabilitation. The City combined $1.5 in savings with

additional funding allocated for the fiscal year 2013 budget to address

nearly 220,000 linear feet of sidewalk during fiscal year 2013.

REVENUES FY11 FY12 PERCENT CHANGE

Property Taxes $27,581,141 $28,242,085 2.4%

Sales Tax 39,813,970 43,201,823 8.5%

Other Taxes 6,881,459 7,603,664 10.5%

Permits 2,353,686 2,321,285 –1.4%

Grants & Other 3,236,924 4,117,799 27.2%

Charges for Service 57,369,897 61,420,536 7.1%

Fines & Interest 3,788,265 3,574,564 –5.6%

Bond Proceeds* 141,028,294 32,171,260 –77.2%

Contributions 7,802,511 7,578,014 –2.9%

Total Revenues 289,856,147 190,231,030 –34.4%

EXPENDITURES FY11 FY12 PERCENT CHANGE

General & Admin 12,714,762 13,071,886 2.8%

Public Works 8,238,480 8,564,360 4.0%

Parks & Recreation 4,804,216 4,769,751 –0.7%

Community Development 4,603,370 4,963,745 7.8%

Police 17,166,956 17,340,371 1.0%

Fire 11,325,375 10,236,810 –9.6%

Debt Payments 31,112,538 45,631,218 46.7%

Equipment & Other 9,263,320 7,758,245 –16.2%

Construction ** 160,665,473 34,985,902 –78.2%

Utilities 18,865,222 17,426,687 –7.6%

Airport 12,136,190 14,726,672 21.3%

Insurance 5,175,289 6,205,066 19.9%

Total Expenditures 296,071,191 185,680,712 –37.3%

BUDGET BREAKDOWN F Y 2012 ( U NAU DI T E D )

* Bond proceeds fluctuate from year to year depending on construction budget

** Capital projects are budgeted for project length and not fiscal year, construction is based on annual funding and not actual expenditures

FINANCIAL OVERVIEW

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EXPENDITURES FY11 FY12 PERCENT CHANGE

General & Admin 12,714,762 13,071,886 2.8%

Public Works 8,238,480 8,564,360 4.0%

Parks & Recreation 4,804,216 4,769,751 –0.7%

Community Development 4,603,370 4,963,745 7.8%

Police 17,166,956 17,340,371 1.0%

Fire 11,325,375 10,236,810 –9.6%

Debt Payments 31,112,538 45,631,218 46.7%

Equipment & Other 9,263,320 7,758,245 –16.2%

Construction ** 160,665,473 34,985,902 –78.2%

Utilities 18,865,222 17,426,687 –7.6%

Airport 12,136,190 14,726,672 21.3%

Insurance 5,175,289 6,205,066 19.9%

Total Expenditures 296,071,191 185,680,712 –37.3%

Charges for Service

Contributions

Property TaxesBondProceeds

Sales Tax

Other Taxes

Permits

Grants & Other

32%

4%

15%17%

23%

4%1%

2%

Construction

General & Admin

Community Development

Parks & Recreation

Police

Fire

Equipment & Other

Debt Payments

Public Works

Utilities

Airport

Fines & Interest

Insurance

19%

7%

3%3%

9%

5%

4%

25%

5%

9%

8%

2%

3%

O P E R AT I N G R E V E N U E S

O P E R AT I N G E X P E N D I T U R E S

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The City of Sugar Land’s P L A N N I N G a n d E N V I R O N M E N TA L S E R V I C E S D E PA R T M E N T helps ensure a safe, beautiful and

livable city through the enforcement of codes and standards that ensure well

planned quality developments. Department divisions include development

planning, code enforcement, residential rental licensing, food inspection and

the Community Development Block Grant (CDBG) program.

Key achievements in 2012:

�� Several key planned development applications were approved by

the Planning and Zoning Commission and City Council during 2012,

including the Imperial/Tract 3 and Telfair developments.

1. City Council approved the Imperial General Land Plan

Amendment 1 and zoning applications for 690–acres. The

majority of the development in Imperial was Constellation Field

and the associated street construction.

2. Several key projects continue within the Telfair commercial area

near U.S. Highway 59 – these include a Costco store, the future

office campus for Texas Instruments and Fluor and planning for a

performing arts center.

�� The Future Land Use Plan map was updated in June. The map was part

of a project that provided land–use recommendations for property south

of the Brazos River. City planners also participated in a project to update

the City’s Master Thoroughfare Plan.

�� The Department’s CDBG program assisted with funding for the

rehabilitation of the City’s Community Center into a multi–purpose

Senior Center/Community Center.

�� Public safety and customer service were priorities for food inspection,

residential rental and code enforcement programs during 2012.

C O M M U N I T Y

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PERMIT VALUATION & REVENUE:

New single–family homes permitted 391

Average residential construction value $299,180

2011 average residential appraised value $273,826

2012 average residential appraised value $275,435

Total valuation permitted (residential and commercial) $141,652,789

(*Average appraised value is from tax rolls of all residences within the City limits.)

HOUSING

Single–family homes 25,128

Multi–family units 2,019

Townhomes 787

Assisted Living units 673

LAND USE MIX

Residential 70.89%

Commercial 16.05%

Retail 13.06%

10.6%

35.3%Asian

52%White

7.4%

2.3% Other*

The T R A N S P O R TAT I O N a n d L O N G -R A N G E P L A N N I N G D E PA R T M E N T leads

the development, maintenance and implementation of the

City’s Comprehensive Plan and ensures quality growth by

facilitating the development of the City’s master plans. The

department is also responsible for implementing the City’s

Comprehensive Mobility Plan that establishes the City’s

long–term mobility vision, as well as coordinating regional

efforts to facilitate implementation of the City’s transportation

objectives.

Key achievements in 2012:

�� The City completed an update to chapters one through 5

of the City’s Comprehensive Plan, establishing a common

vision, goals and objectives to guide the City’s activities.

The new Comprehensive Plan incorporates the principles

of the City’s Vision 2025 document and is the culmination

of extensive input from the community.

�� The City is well underway with an update to the

City’s Pedestrian and Bicycle Master Plan. This plan

will identify a network of trails, sidewalks and other

facilities to connect walkers and cyclists to destinations

throughout the City. The plan’s development included

extensive outreach to stakeholder groups and the

community and has been guided by a Pedestrian and

Bicycle Task Force, an 11–member group comprised of

Sugar Land citizens. The plan is scheduled for adoption in

the summer of 2013.

The P E R M I T S a n d I N S P E C T I O N S D E PA R T M E N T is committed to public safety and

enhances quality of life by providing plan review and other

permit and inspection services that ensure code compliance

in the development and redevelopment of buildings and their

components. Key highlights in 2012:

�� Completed 21,047 inspections

�� Issued 7,583 permits

�� Reviewed 876 commercial plans, plus 35 irrigation plans,

and 1,438 residential plans, plus 509 irrigation plans

�� Contributed significant resources toward building code

compliance and completion of Constellation Field

E T H N IC I T Y*Includes American Indian and Alaska Native, Native Hawaiian and Other Pacific Islander, some other race and two or more races.

**According to the U.S. Census, people who identify their origin as Spanish, Hispanic or Latino may be of any race, so the total of all race categories will equal to more than 100 percent.

SOURCE: 2010 Census

Black or African American

Hispanic or Latino**

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E C O N O M I C D E V E L O P M E N TThe O F F I C E o f E C O N OM I C D E V E LO PM E N T works to create a sustainable

business environment that promotes a consistent, quality

economy that enhances residents’ standards of living

and provides the City with necessary financial resources

through an expanded and diversified tax base. The

Sugar Land Development Corporation and Sugar Land 4B

Corporation (SL4B) each collect a quarter cent sales tax that

directly funds economic development programs and City

activities. The focus of SLDC is business recruitment and

retention initiatives, while SL4B focuses more on quality–

of–life initiatives and strategic development projects.

R E L O C AT I O N , R E T E N T I O N A N D E X PA N S I O NSugar Land’s stable local economy provides an excellent

location for relocating and expanding firms to thrive. In

fiscal year 2012, significant relocations were announced,

including several Fortune 500 firms that operate

internationally and other national and local firms. These

combined projects will result in more than $221 million in

new capital investment, 1000 new jobs, 2,000 retained jobs

and more than 423,000 square feet of newly constructed or

leased space.

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FORT U N E 50 0 F I R M S�� Costco Wholesale Corporation operates 592 clubs in 9 countries with

92,000 employees. It was identified by a survey conducted in 2009 as Sugar

Land’s most desired retailer. In 2011, the company began looking for a site in

the Houston area. Costco plans to open its retail club at the northeast corner

of U.S. Highway 59 and University Boulevard next summer. More than $10

million in new capital will be invested and 150 jobs created.

�� Fluor Corporation is the largest U.S.–based, publicly traded engineering,

procurement, construction and maintenance services firm. One of Sugar

Land’s long–time employers, Fluor Enterprises is in the process of purchasing

additional land in Sugar Land and developing a plan to remain in Sugar

Land in Telfair’s commercial development. Fluor’s current lease expires

in 2021, and it plans to build a new multi–building corporate campus to

operate more efficiently. The site will be on 50 acres at the southeast corner

of U.S. Highway 59 and University Boulevard in Telfair. More than $165

million in new capital will be invested and 2,000 jobs retained. Next

steps include Fluor’s finalization of a land purchase agreement with

Newland Communities and formal applications for incentives outlined

in a recently approved memorandum of understanding.

�� OptumRx is a division of United Health Group, a company that provides

pharmacy benefits management. It will be hiring 330 claims processers,

pharmacists and various training and management positions at its new

53,000–square–foot Granite Towers II location, which opened in fall 2012.

�� Schlumberger is the world’s leading supplier of technology, integrated

project management and information solutions to customers working in

the oil and gas industries. The product centers at the Sugar Land campus

support field operations by developing and manufacturing products to

find and produce hydrocarbons more effectively. The company added a

new division for research and development to support oilfield operations

in a new office building on the property. This project is anticipated to

add 25 new jobs to the Sugar Land facility.

�� Texas Instruments, Inc. serves the world’s most innovative

electronics companies with analog and digital semiconductor design and

manufacturing. It operates in more than 35 countries serving more than

90,000 customers worldwide. Texas Instruments has approximately 35,000

employees worldwide. The company will build a new 155,000–square–

foot business and development facility at the northeast corner of U.S.

Highway 59 and University Boulevard in Telfair in early 2014, resulting in

more than $35 million in new capital investment and more than 375 jobs.

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OTHER INTERNAT IONAL , NAT IONAL AND LOCAL F IRMS

�� ICAP Energy LLC, a broker of global financial market

information, relocated in July and occupies 4,045 square

feet. It is a leader in the energy and shipping industries,

providing brokering and advisory capabilities to a broad

spectrum of businesses worldwide. The company

employs approximately 350 staff in London, North

America, Amsterdam, Bergen, Singapore and Sydney. The

company cites the surrounding hotels and restaurants in

Sugar Land Town Square as attractive amenities for its

employees and clients.

�� Unique Industrial Products is a local company

that supplies engineered products to manufacturers in

the plumbing, gas, electrical, fire protection and HVAC

industries. The company is planning an expansion on a

new site adjacent to the company’s current facilities on

Cardinal Meadow. The company plans to add 100,000

square feet of warehouse space to expand its current

operations.

�� World Trading Company is an Internet retailer that is

adding 140,000 square feet to its existing building located

at 12999 Executive Drive, adjacent to U.S. Highway 59

south of Corporate Drive.

�� Noble Drilling Services is a leading offshore drilling

contractor for the oil and gas industry. It has maintained

offices in Granite Towers in Sugar Land since 2001. In

addition, Noble houses its corporate aircraft at the Sugar

Land Regional Airport. Noble announced the location of a

new training facility in 29,000 square feet of leased space in

the Sugar Land Business Park. The facility, planned for mid

2013, will provide simulator– and classroom–based training

for its offshore oil exploration and development crews. The

company is investing more than $7.5 million in new capital.

�� Team Industrial Services, Inc. offers industrial services

related to the construction, maintenance and monitoring of

piping and associated systems. The company announced

plans to relocate its global headquarters to 27,000 square

feet in Granite Towers II with a projected move–in date

during the first quarter of 2013.

�� Validas Inc., a software service company that offers

solutions for helping businesses and consumers save

money on wireless bills, relocated its headquarters to

Sugar Land Town Square in August. In its new 5,725–

square–foot office space, Validas currently employs about

20 workers and has plans to grow and add to its existing

workforce. Chief Executive Officer Tom Pepe stated that

Sugar Land’s great local amenities and talent were driving

factors in the relocation decision.

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EXPANDING COMMERCIAL BASEAt the end of fiscal year 2012, Sugar Land had more than 23

million square feet of commercial space; this included 7.5

million square feet of office space, 7.6 million square feet of

retail space and 8.2 million square feet of industrial space. Sugar

Land residents benefit from the location of corporations and

other businesses. In addition to the local jobs for residents, they

provide substantial financial support to the City that translates

to tax savings for residents. While the estimated cost of City

services for the average household was $2,290 in fiscal year

2012, the average tax bill was $784 due to commercial properties

and sales taxes effectively subsidizing $1,506 for each household.

See Table 1.

The City property tax rate remains one of the lowest in the state

for communities of similar size due to the strong commercial

presence in the City. Valuation per capita is a way of calculating

the inherent taxable value or wealth of a community; it is the

total taxable value divided by the number of residents. At

$112,400, Sugar Land has a valuation per capita far higher than

any Texas city in its population size group, 60,000–110,000. Of

the 16 cities in that population size group, the average valuation

per capita is approximately $67,134. See Table 2.

P E R F O R M I NG A RT S C E N T E RDesign began on the future performing arts center proposed

for a 21–acre site near the intersection of U.S. Highway 59

and University Boulevard. A letter of intent with ACE SL, LLC

approved in August by the Sugar Land Development Corporation

and Sugar Land City Council established the process to begin

programming and schematic design for the facility. The City

intends to create a financially feasible, operationally self–

sustainable signature facility that will promote economic

development, create jobs and enhance educational offerings. To

help give them input on the facility’s amenities, appearance and

function, 2 planning charrettes were held in the fall with team

members from ACE, the architects and the City. The schematic

designs are expected to be completed and ready to share with

the community in March 2013. No timeline has been set for

completion of the project. The venue will be located in Telfair

within a larger mixed–use development that includes the future

campuses of Fluor Enterprises, Inc. and Texas Instruments, Inc.,

and other proposed uses, such as a hotel and restaurant.

IM PER IAL DEVELOPM ENTThe first project to open within the Imperial Development

was Constellation Field. Major collector streets of Imperial

Boulevard and Stadium Way were constructed to support

the ballpark and future development. A new traffic signal

was installed at State Highway 6 and Imperial Boulevard as

well as a dual–lane roundabout at Imperial Boulevard and

Stadium Way. Water, wastewater and drainage infrastructure

was also completed. The City’s continued goal is to guide the

redevelopment of the Imperial Sugar refinery site and the Tract

3 property to accomplish a balanced, quality development.

Important objectives include historic preservation of key

buildings, continued aesthetic/architectural quality and

economic development to create a successful and vibrant

community project.

IMPACT OF COMMERCIAL DEVELOPMENT ON RESIDENTIAL HOMES7.5 million square feet Office space

7.6 million square feet Retail space

8.2 million square feet Industrial space

23.3 million square feet total – an average annual 5–year growth of 5 percent

Source: CoStar

$2,290 Average City services cost per home

$784 Average City property tax bill

$1,506 Commercial subsidy per home

Source: City of Sugar Land Office of Budget & Research

Table 1

SUGAR LAND VALUATION PER CAPITA

Total tax base (billions) $9.50

Valuation per capita 112,400

Average valuation per capita of Texas cities with population 60,000–110,000 67,134

Source: City of Sugar Land Office of Budget & Research

Table 2

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2 01 2 T OU R I S M M A R K E T I NGThe City of Sugar Land has completed year one of a 3–year tourism marketing

pilot program. The goal of this program is to establish Sugar Land as

a regionally, nationally and internationally recognized destination for

conventions, meetings, events, trade shows and leisure travel. Sugar Land’s

hotels, attractions, restaurants and retailers will all benefit from the sales

and marketing efforts. Funding for the tourism marketing pilot program

is generated by the City’s hotel occupancy tax, funds restricted to tourism/

marketing programs and historic preservation for Sugar Land initiatives. This

program is focused on increasing visitors to Sugar Land and will contribute

to increased sales tax revenues, economic growth and development of the

community. Year one focused on building the foundation of the Sugar Land

visitor brand as well as exploring the long–term structure of the program.

In addition to promoting events and attractions in publications, Sugar Land

also contracted with Belmont Icehouse advertising agency to establish the

look and feel as well as key messages for the Sugar Land visitor brand.

By utilizing these branding guidelines, Sugar Land’s tourism program

will present a cohesive brand, ensuring that the VisitSugarLandTX.com

website, tourism publications and ads have the same look and feel.

HOUSTON MUSEUM OF NATURAL SC IENCE AT SUGAR LAND The Hall of Paleontology has been expanded and is now twice its original size.

Arranged in chronological order, it features a triceratops and many exquisite

fossils from the Paleozoic era, as well as a large collection of trilobites, extinct

arthropods, Stenopterygius, Holzmaden and a sea crocodile. A brand–new,

saltwater aquarium includes a wide variety of fishes and aquatic life, such as

tangs, triggerfish, butterfly fish, live coral, sea anemones, starfish, sea urchins,

cleaner crabs, banded coral shrimp, harlequin shrimp and hermit crabs.

S UG A R L A N D T OW N S QUA R E Sugar Land Town Square is a 32–acre, award–winning, mixed–use, public–

private development. It is now fully developed and contains upscale

retail and restaurants, Class A offices, a hotel and conference center,

residential condominiums and City Hall. Retailers that opened in Town

Square in fiscal year 2012 included Sur la Table, Gem and Bead Gallery,

Pinot’s Palette, Brilliant Sky Toys and Books and Revolution Studio. New

restaurants included Ruggles Green, Guru Burgers & Crepes and BLU. The

1.3–acre plaza hosted 200 free events in fiscal year 2012 attended by

nearly 100,000 people a 3 percent increase in turnout over fiscal year

2011. Events included Fitness in the Plaza, Halloween Town, Christmas

Tree Lighting and the New Year’s Eve event, as well as art and fashion

shows, international festivals and awareness campaigns.

Constellation Field

Houston Museum of Natural Science at Sugar Land

Sugar Land Town Square

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E DUC AT I O N A N D WO R K F O RC ESugar Land’s workforce continues to be one of the highest educated in the state.

Fifty—four percent of adults have attained a bachelor’s degree or higher more than

twice the state and national levels. This highly educated workforce also translates

into a highly paid workforce. The City’s median household income in 2012 was more

than double the state’s median. Median income is typically used by municipalities

and measures the midpoint in the entire range of household incomes. At the end of

the fiscal year, Sugar Land’s annual unemployment rate was 4.5 percent, significantly

lower than the state–wide unemployment rate of 6.3 percent and the national rate of 7.6

percent. See Table 3.

Sugar Land is home to several higher education institutions, including the University of

Houston System at Sugar Land and Wharton County Junior College, located on the same

campus and offering undergraduate and associate programs. In addition to working

to meet the demand for graduate degree programs, the campuses also offer non–credit

courses responsive to community and business needs including language, computer

training, healthcare and business classes.

S U G A R L A N D S K E E T E R S A N D C O N S T E L L AT I O N F I E L DOpening Day at Constellation Field of the Sugar Land Skeeters’ inaugural minor league

baseball season was April 26. It was a successful season that included unprecedented

records and recognition.

�� The ballpark set an Atlantic League attendance record of 465,511.

�� When compared to minor league teams affiliated with Major League Baseball,

Sugar Land ranked third in Texas behind the Triple A Round Rock Express and

Double A Frisco Roughriders.

�� In a national comparison of all professional minor league baseball teams, both

affiliated and independent, Sugar Land’s average game attendance was in the

top 25, with 6,751 guests per game.

�� Constellation Field was chosen via fan vote for Baseball America’s

2013 Great Parks Calendar.

�� The Skeeters organization was named a runner–up for Baseball Digest’s 2012

Organization of the Year.

�� The stadium was selected to host the Southland Conference Baseball

Tournament in May 2013.

Constellation Field serves as a year–round venue for community events, such as

concerts and sports tournaments. It has a variety of dynamic settings, accommodating

intimate catered events to large–scale stadium seating of up to 5,000 for on–field

events. The stadium offered a variety of indoor and outdoor meeting and party rooms

for businesses, weddings or other events. The stadium’s first 2 concert events were

performances by REO Speedwagon and ZZ Top.

Table 3WORKFORCE COMPARISON

Sugar Land Texas U. S.

2011 Educational Attainment(Bachelor’s degree or higher)*

54% 25.2% 27.5%

2012 Median Household Income**

$102,270 $47,622 $50,157

Average Unemployment FY12***

4.5% 6.3% 7.6%

*Source: Claritas Deomographic Report 2011** Source: ESRI Community Profile (2012 Data)***Source: Texas Workforce Commission Sept. 2012

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W E BS I T EThe Office of Economic Development

launched a new website –

www.sugarlandecodev.com – that

highlights the City’s economic development

successes and will keep the City competitive

for new jobs and capital investment. Site

selectors and other decision–makers who

browse the site have access to useful

information such as demographics, available

properties, research reports, site selection

data, incentives, partner agencies and

community/quality of life amenities. The

site also highlights the City’s major corporate

businesses and top employers.

S UG A R L A N D R E G I O NA L A I R P O RTSugar Land Regional Airport (SLRA) is the fourth largest airport in the greater

Houston area and the foremost general reliever airport in the southwest

sector. Approximately 250 operations (takeoffs and landings) occur each

day that accommodate the largest business jets and serve more than 100

Fortune 500 companies annually. SLRA’s close proximity to the Houston/

Gulf Coast region as well as on–site U.S. Customs service minimizes “chair

to air” travel time for busy regional and international corporate executives.

As an enterprise department of the City, SLRA does not rely on property

tax support. Hangar leasing and fuel sales are the airport’s main revenue

sources. Accomplishments during fiscal year 2012 follow:

�� The Federal Aviation Administration (FAA) has developed a new

system for designating the 3,000 general aviation airports within

the United States. Sugar Land Regional Airport was designated a

“National General Aviation” airport, one of 84 in the country and one

of only 8 in Texas. The designation emphasizes SLRA’s importance

within the overall aviation system.

�� On Jan. 19, a formal ribbon cutting ceremony was held at the completed

Taxilane Juliett site, a project that accommodates aviation departments

interested in relocating to Sugar Land. An FAA grant administered by

the Texas Department of Transportation Aviation Division funded 90

percent of the $7.8 million project. Taxilane Juliett includes 10 acres of

16–inch–thick concrete taxilane and associated aircraft parking apron.

The project provides 7 leasable sites for corporate hangars ranging in

size from 120 x 120 feet to 150 x 250 feet. A portion of a street renamed

Lee Duggan Drive was reconfigured to accommodate Taxilane Juliett.

The new roadway will serve 8 corporate hangars and honors the

former mayor who was instrumental in the purchase of the airport.

�� Café Select, the airport–managed coffee shop, opened for business on

March 5. After months of negotiations with Starbucks, the popular

brand is now available to airport patrons and visitors. Breakfast,

lunch and snack items are also available 7 days a week.

�� Anson Air began construction of a new $3 million general aviation

flight training facility.

�� Business aviation grew by 30 percent over fiscal year 2011. Parking

improvements completed during 2012 included a new 20–space,

secure, covered valet parking lot for aviation customers and a 70–

space public parking lot for the general public and airport staff.

�� Texas Department of Transportation Aviation awarded SLRA

a $1 million grant in May for the engineering portion of a

project to relocate Taxiway Foxtrot to the east to meet FAA

clearance requirements.

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P U B L I C S A F E T Y

S UGA R L A N D P O L I C E DE PA RTM E N T

During 2012, the S U G A R L A N D P O L I C E D E PA R T M E N T (SLPD) secured $126,000 in grant funds

for efforts intended to reduce crime. The criminal investigations

division maintained a clearance rate for Part I crimes that was

above the state and national averages.

Other accomplishments and highlights during 2012 follow:

�� The department increased its focus on the apprehension of

online child predators by working with the Internet Crimes

Against Children task force in the greater Fort Bend/Harris

County region. To aid in processing crime scenes, two civilian

employees were certified as crime scene investigators by

the International Association for Identification.

�� A Special Response Team (SRT) was created to address

large–scale events. Equipment was purchased for the team,

and SRT training throughout the department continues.

Additional training in 2012 focused on the following areas:

1. All sergeants received training for officer–involved

shooting investigations.

2. Reality–based training for all officers is being implemented.

3. Additional firearms training for handguns and rifles

was initiated.

�� In 2012, the response time for 93 percent of all priority 1

calls (i.e., urgent calls such as shootings or armed

robberies in progress) was less than 7 minutes, and 89

percent were under 5 minutes.

�� As part of an initiative to reduce crime, an additional officer

was added to SLPD’s impact team, a group of officers who

focus on “hot spots” of criminal activity such as vehicle

burglaries or residential burglaries. This team has been

successful in catching criminals before they commit crimes.

�� Residential burglaries increased in 2012 compared to 2011, so

the police department created a task force that included the

impact team, the criminal investigations division, the special

crimes unit and crime prevention and patrol officers. The task

force’s patrol and surveillance efforts resulted in numerous

arrests. The team widely distributed crime prevention

messages that emphasized tips to avoid burglaries.

The police department created a task force

that included the impact team, the criminal

investigations division, the special crimes unit

and crime prevention and patrol officers

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S UGA R L A N D F I R E DE PA RTM E N T

Safety for residents is the number one priority of the S U G A R L A N D F I R E D E PA R T M E N T (SLFD). This is accomplished by providing

superior fire protection and emergency services that protect lives, health,

property and the environment keeping Sugar Land a “Safe City.”

Accomplishments and highlights during 2012 follow:

�� Fire extinguisher training and fire evacuation drills were provided

to an increased number of schools and businesses.

�� Three additional personnel were trained to the EMT–I level

(intermediate emergency medical technicians are trained to

perform advanced lifesaving techniques such as intubation and

defibrillation), with two more planned.

�� Implemented a new entry policy called Entry Standard Operating

Procedure (ESOP) this process ensures proper safety procedures

and resources are in place before firefighters enter a burning

structure. This ESOP outlines steps necessary to stabilize an

incident, such as securing utilities (i.e., electrical, gas, etc.) prior

to entry.

�� In 2012, the average response time for calls in the City was 5.2

minutes, and responses to calls in the ETJ (Extraterritorial Junction)

averaged 5.5 minutes.

�� Developed countywide “May Day” procedure and training

this allows a consistent process to be used by all Fort Bend

County agencies when a responder becomes lost or trapped

inside a structure.

�� Trained 26 additional Incident Safety Officers this is a 16–hour

course developed by the National Fire Academy that focuses on the

officer in charge and driver positions.

�� Increased training hours by 20 percent SLFD achieved a 100

percent passing rate for annual the Physical Performance Test.

During 2012, SLFD responded to 6,671 calls for services, including 4,109

emergency medical responses, 101 hazardous materials responses and 26

structural fires.

Safety, quality training and public education ensure Sugar Land remains a

“Safe City.”

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The S U G A R L A N D D E PA R T M E N T o f E M E R G E N C Y M A N A G E M E N T was busy

during 2012. It began with an update of the City’s Emergency

Operations Plan (EOP). The state’s approval of the EOP signified

that the City has achieved an “Advanced Preparedness” level,

the highest possible, through the year 2017.

Assistance was provided to many departments, including

the following:

�� The Public Works Department was assisted with the

renewal of the City’s debris management contract.

�� The Fire Department benefited from a $250,000 grant to

replace all radios with the latest digital models.

�� A new program was coordinated with the police and

fire departments to recycle older public safety radios.

These radios were made available to non–public safety

departments. This program extended the life of existing

radios and greatly enhanced citywide communications.

�� Support was provided to the engineering department to

identify flooding issues facing the City. An addendum

to the City’s EOP addressed coordination with the

City’s 9 Levee Improvement Districts during floods.

Several training activities were conducted with the

Levee Improvement Districts to ensure each agency

understands emergency response responsibilities.

Emergency management coordinates the City’s All Hazard

Incident Management Team. The team includes members from

most City departments who are trained to work in various

incident management positions. The team utilized during

planned special events and emergency incidents. Members

also deploy when needed to locations around the state

and nation. Emergency management skills are honed and

experience is gained during deployments that benefit Sugar

Land during local emergency situations.

The City implemented a local emergency radio station during

2012. The station enables the City to broadcast emergency

information to citizens and visitors on AM 1650. This new

tool will provide another way to communicate important

information during emergencies. Signs were installed at

locations along major thoroughfares throughout the City.

E M E RGE NC Y M A NAGEM E N TEm

ergenc y

management

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SLPD

Emergency Calls for Service

568

Non–Emergency Calls for Service

25,516

Sworn Officers

149

Response Time for Emergency Calls

4:33

Citations Issued

20,325

Adult Arrests

3,681

Charges Filed

25,888

Texas Department of Transportation Grant for Speed Enforcement

69,997

Training Hours

15,238

Graduates of Citizen Police Academies

51

Graduates of Community Assistance Support Team

10

P U B L I C S A F E T Y BY T H E N U M B E R S

SLFD

Free Smoke Alarms installed

303

Inspections

2,164

Citizen Contacts (Fire Drills, Stations Tours, Etc.)

62,537Response Time for Emergency Calls

5:21Personnel holding Intermediate/Advanced/Master Certifications

75Personnel Holding EMT I or Higher

42

Personnel Holding HazMat Certifications/Techs

36

ISO Rating

2

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I N F R A S T R U C T U R EThe City of Sugar Land’s E N G I N E E R I N G D E PA R T M E N T ensures a high standard for public

infrastructure. Engineering oversees development plan

review of public infrastructure; design, development and

construction of capital improvement projects; development

of public infrastructure master plans; regional coordination

of public infrastructure; interagency coordination; and

engineering support. Accomplishments during 2012:

�� The 2012 wastewater master plan was completed.

�� The thoroughfare master plan was adopted.

�� Major revisions were implemented to City

design standards.

�� The design and construction of the Lexington

Boulevard extension continued.

The P U B L I C W O R K S D E PA R T M E N T

is responsible for the operation and maintenance of the

City’s public streets, traffic control devices, sidewalks and

drainage system and for right–of–way permitting. Other

public works divisions include facilities, fleet, animal

services and solid waste and recycling.

S T R E E T S A N D T R A F F ICSugar Land was the first city in the Houston area to install

flashing yellow left turn arrows to improve intersection

efficiency and alleviate congestion on several of the City’s

busiest thoroughfares. Public works implemented flashing

yellow arrows at 31 intersections.

Other accomplishments and highlights during 2012:

�� The new responsive signal system was completed in

2012 and is the first in the region that enables traffic

signals to respond to real–time traffic conditions.

“Smart” technology enables the system to intuitively

adjust traffic signals along State Highway 6, Williams

Trace Boulevard, Sweetwater Boulevard and U.S.

Highway 90A. Sensors installed along these critical

corridors gather traffic volumes and transmit the data

to pre–programmed signals with timing plans that

accommodate traffic conditions.

�� The installation of wayfinding signs allows tourists

and visitors to more easily find destinations

throughout the City. This program was created

to direct visitors along several major corridors

throughout Sugar Land.

�� A citywide sidewalk assessment was completed that

identified 220,000 linear feet of deficient sidewalks.

Construction to address all deficiencies was started

in 2012 and will continue through 2013.

�� Repairs to Harman Street Bridge were completed in

2012 as the first project in the implementation of

a yearly bridge repair and maintenance program.

Repairs to Kempner, Lexington, Gillingham,

Greenfields bridges are planned for repair in 2013.

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Sugar Land A N I M A L S E R V I C E S had another record breaking

year with 500 adoptions, breaking the previous adoption record of 376.

Other accomplishments during 2012:

�� Animal services had its first Mega Adoption Event at the Fort Bend

County Fairgrounds. The event was a partnership with other Fort

Bend County animal services agencies and helped adopt more than

80 animals in Fort Bend County, including 43 from Sugar Land.

�� Animal services volunteers gave more than 4,486 hours of

their time to shelter animals and made a positive impact to the

community. With volunteer help, staff members were able to

participate in several off–site adoption events.

�� The Bark in the Park event at Constellation Field was a great success.

Many of the shelter dogs hit home runs in finding new homes.

S O L I D WA S T E A N D R E C YC L I NGIn December 2011, the City implemented an enhanced solid waste and

recycling program that saves residents $800,000 per year.

�� Since implementation of the new solid waste and recycling program,

residents recycled an average of 1,022 tons per month, a substantial

increase over the previous program average of 340 tons per month.

�� More than 31 percent of waste has been diverted from landfills

since the program’s implementation in December a 210 percent

increase over the old program.

�� Prior to launching the new program, residents recycled 34 pounds

per household per month. Residents are now recycling 81 pounds

per household per month.

Thanks to citizen participation, the City’s enhanced solid waste and

recycling program has been a huge success. The City will continue to

educate residents in hopes of increasing the diversion rate to 40 percent.

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The WAT E R U T I L I T I E S D E PA R TM E N T

ensures the City’s water is safe to drink and manages the

Groundwater Reduction and Storm Water Management

plans, as well as Environmental Protection Agency and Texas

Commission on Environmental Quality regulatory compliance

programs. The department oversees the City’s water supplies;

water production, treatment and distribution; wastewater

collection and treatment and customer service.

Significant progress was made on the City’s new surface

water treatment plant, the first plant in the City’s potable

water system that will treat raw surface water into drinking

water standards.

The surface water plant is being built to meet the Fort Bend

Subsidence District’s mandated 30 percent reduction of

groundwater use by 2014. The City has partnered with local

private well owners and communities within Sugar Land’s

extraterritorial jurisdiction to follow the City’s planned

strategies for meeting the groundwater reduction mandate as

outlined in the City’s Groundwater Reduction Plan.

The $69 million surface water treatment plant at Voss and

Burney roads, expected to be operational by mid–summer

2013, will supply 9 million gallons of water per day from

the Brazos River through the Oyster Creek canal system.

The plant represents more than 10 years of planning and

is one of Sugar Land’s largest and most complicated capital

improvement projects.

Other 2012 accomplishments include:

�� The water utilities department has 36 employees eligible

for state licenses. Of those 36, 30 have licenses. Twenty–

five of these employees have double licenses in water and

wastewater. 3 employees acquired their “A” water operators

license; there are only 826 “A” water licensed people in the state.

�� Scheduled preventative maintenance was completed for

5,225 valves, 3,737 manholes and 6,353 hydrants.

�� The completion of a Gulf Coast Water Authority settlement

agreement will save the City more than $100,000 per year

in water costs and allow the City to use its Oyster Creek

water right for irrigation and lake filling.

�� The New Territory Water Use Study and the Texas Water

Development Board Scalping Plant Study were completed.

�� A $13,000 grant funded the installation of equipment for

the RiverPark Fluoridation System.

�� An energy curtailment agreement generates revenue of

approximately $60,000 per year.

�� The Texas Comission on Environmental Quality (TCEQ)

Stormwater Program Audit and a TCEQ–required corrosion

study for the City’s groundwater and surface water supply

were successfully completed.

�� Revisions to the Drought Contingency Plan and updates to

the water conservation program were completed.

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WATER UTILIZATION

Annual system demand (billion gallons) 6.05

Maximum peak daily demand (million gallons) 29.97

System capacity (million gallons per day) 46.6

Daily average demand (million gallons) 16.26

Daily average demand per capita (gallons) 196

Number of wells 17

Average well depth (feet) 1,250

Ground storage capacity (million gallons)(15 tanks @ 7 storage and distribution facilities) 12

Elevated storage capacity (million gallons)/4 towers 4.3

Miles of distribution line 421

Number of water meters 27,857

Number of fire hydrants 3,817

Number of valves 5,225

Number of bacteriological samples each year 1,247

Number of grease trap inspections each year 500

WASTEWATER

System treatment capacity (million gallons per day) 13.5

Daily average treated wastewater (million gallons per day) 8.07

Pretreatment permittees 6

Miles of sanitary sewer collection lines 395

PUBLIC WORKS

Miles of storm sewer/ditches maintained 338

Number of storm sewer inlets maintained 7,635

Number of inlet inspections 15,270

Lane miles of streets maintained 782

Square yards of pavement replaced 16,514

Linear feet of repaired sidewalk 52,000

Traffic signals maintained 79

Linear feet of pavement markings re–striped 178,277

FY 1 2 F I GU R E S

Table 1

Table 2

Table 3

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R E C R E A T I O N A N D C U L T U R EFiscal year 2012 was another year of accomplishments and accolades for the parks and

recreation department.

One of the most significant events during 2012 was the grand opening of the T.E.

Harman Center, formerly known as the Community Center. The completely renovated

11,000 square foot facility is now home to senior adult activities and is available for

community use. The public’s response to the new center has been tremendous – hours

of operation were increased to meet the growing demand.

The Imperial Park Recreation Center also had stellar participation this year. Day Camp

2012 was so popular that 25 additional spots were added, and participation increased

in every athletic league and camp.

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Guests at the opening of the T.E. Harman Center

The 27th annual Red White and Bluefest

New Year’s Eve on the Square

27

Partnerships flourished during 2012. The Sugar Land Legacy

Foundation (on behalf of the City) accepted a grant from the

Darden Foundation for the expansion of Eldridge Park Trail,

expanding the trail to one mile and adding benches, signs

and trash receptacles. The City also partnered with Fort Bend

Levee Improvement District10 and SL4B to create the new

RiverPark Playground.

Phase III of landscape improvement were completed along

U.S. Highway 59 from State Highway 6 to the Brazos River.

The City acquired 75 acres at the intersection of Easton

Avenue and Chatham Avenue in Telfair for a future

sports complex.

Events held during 2012 included the following:

�� More than 6,000 people attended the City’s Cultural

Kite Festival at Sugar Land Memorial Park.

�� The 28th Annual Eggstravaganza at Eldridge Park

attracted more than 6,000 children and parents for a

day full of fun egg scrambles.

�� More than 1,000 people attended the 4th Annual

Memorial Day Ceremony at Sugar Land Memorial Park.

�� The 27th Annual Red, White and Bluefest brought

more than 35,000 people to Oyster Creek Park to

witness the largest fireworks display in the county!

This event was also the recipient of an International

Festival and Events Association award.

�� Sugar Land Town Square was transformed into

Halloween Town and taken over by 15,000 friendly

pirates, princesses, goblins and ghouls, all of whom

enjoyed candy cannons, a costume contest and

much more.

�� The 9th Annual Christmas Tree Lighting put nearly

15,000 people in the holiday spirit with the lighting

of a 40–foot Christmas tree, appearances by Santa and

festive performances throughout the night.

�� To ring in the New Year, the City again hosted New

Year’s Eve on the Square in epic fashion. State of the

art lighting, fireworks, music, performances, walk–

around entertainment and the world famous 3D

midnight countdown mesmerized a crowd of more

than 20,000.

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A D M I N I S T R A T I O NThe City’s Administration is responsible for executing the

City’s day–to–day operations in an efficient, cost–effective

manner while ensuring the superior delivery of public

services to residents. The City of Sugar Land operates as a

council–manager form of government, the most successful

and widely used form of government in cities with

populations of more than 10,000.

The City Council is the legislative body elected to

ensure and carry out the best interests of the City and

its constituents. The city manager handles the day–to–

day City affairs, overseeing the budget, employees, the

enforcement of laws and ordinances and implementing

Council’s vision.

The City’s Administrative departments and offices are

described here along with fiscal year 2012 highlights.

The O F F I C E o f t h e C I T Y S E C R E TA R Y

builds public trust and confidence in local government.

This is done through management of the decision–making

processes; conducting elections; and striving to build a

culture of transparency toward the vision of an open and

accessible city. Key achievements in 2012:

�� Managed agenda process, enabling City Council to

debate, hear from the public and make decisions in

an open and accessible manner

�� Posted video snippets and formal actions of

government meetings to the City website within

24–hours

�� Launched integrated intranet policy site for

publishing citywide procedures, guidelines

and standards for internal business processes

that fulfilled statutory, contractual and

regulatory requirements

�� Managed the administrative process and response

to filings for initiative/referendum petition

�� Processed 29,162 records in response to public

requests for information under the Public

Information Act and collected $2,000 in response to

requests resulting in large amounts of personnel time

�� Provided support for implementation of a citywide

electronic document management system in all

city offices and departments by the end of fiscal

year 2013

�� Provided service to 30,271 residents, visitors,

vendors, consultants, city employees, offices and

departments seeking information, directions,

telephone communications and facilitated meeting

communications between citizens and appropriate

city personnel

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The O F F I C E o f t h e C I T Y AT T O R N E Y handles legal matters, including the preparation of legal

documents, property acquisitions and the supervision of

outside legal counsel. Key achievements in FY 2012 include:

�� Processed 563 written legal requests

�� Provided legal services acquiring land for the Telfair

Regional Park and Airport expansion

�� Drafted and negotiated economic development

agreements with Costco, Noble Drilling and

Team Industrial

�� Negotiated memorandum of understanding with Fluor

Enterprises for economic development incentives

�� Provided legal oversight for the Imperial general land

plan and re–zoning process

�� Provided legal oversight for the baseball stadium

�� Conducted supervisory training on employment laws

�� Defended the City with regard to adverse claims and

managed outside legal counsel for special projects.

Municipal Court Prosecutor:

�� Coordinated with traffic and patrol divisions to

improve trial process

�� Worked with code enforcement division to ensure

compliance with ordinances

The O F F I C E O F B U D G E T a n d R E S E A R C H

works with the city manager to prepare the annual

operating budget, including the funding for the 5–year Capital

Improvement Plan and the 5–year financial forecast. The

office is responsible for producing accurate financial analysis

so that City Council has a full understanding of the financial

impact of decisions. The objective is to ensure the stability

of the City’s short– and long–term financial health. Key

achievements in 2012 include:

�� Identified capital project savings to allow funding of

additional sidewalk rehabilitation and avoided the

issuance of tax–backed debt

�� Worked to minimize the impact of a surface water rate

increase by spreading over two–year period – fiscal

years 2013 and 2014

�� Avoided water, wastewater and solid waste rate

increases in 2013

�� Led the review and adoption of revised Financial

Management Policy Statements

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The C O L L E C T I O N S a n d P R O C U R E M E N T D E PA R T M E N T includes purchasing, treasury and municipal court

and ensures the City’s capability to accomplish these essential functions

of government while maintaining the financial abilities of the City. This

ensures these functional areas operate in a timely and efficient manner.

Key achievements in 2012:

�� Increased the number of e–bills to 4,063 for utility customers, allowing

residents to obtain their statements by email. The e–bills are an

environmentally friendly and convenient option available to residents.

�� Implemented a new Interactive Voice Response system for outbound

phone calls to remind defendants of court dates or non–appearance

of court dates, allowing for a more streamlined process

�� Processed 648 City contracts

The O F F I C E o f A C C O U N T I N G maintains the City’s fiscal

integrity by ensuring all City resources are effectively managed in compliance

with all legal and policy requirements. By operating in a transparent

environment and providing consistent, effective and efficient services, this

department promotes mutual trust. Key accomplishments for 2012 include:

�� Received Certificate of Achievement for Excellence in Financial

Reporting for the 28th year

�� Received unqualified audit opinion for fiscal year 2011

�� Developed a procedure to recognize and record developer assets

The H U M A N R E S O U R C E S D E PA R TM E N T is

responsible for employee and risk management programs that develop a

“Championship Workforce.” Human resources partners with managers

and employees to provide programs and services that support the City’s

organizational culture, including the following “Champion Employees”

values: honest and open communication, accountability, multicultural,

people first and superior services. Key achievements in 2012 include:

�� Implemented an electronic document management system that

increased accessibility and management of employee files

�� Developed and implemented a citywide safety program to include an

accident review board, online training and a robust inspection program

�� Negotiated group benefits contracts; managing the City’s first year

for self–funded health insurance resulted in an overall 2 percent

increase for all benefits with no added cost to staff

�� Enhanced wellness activities to include wellness challenges,

incentive points and a citywide employee wellness fair

The I N FORM ATION TEC H NOLOGY DE PARTME NT

provides the technology infrastructure,

training and support to allow the City to

thrive, succeed and efficiently operate.

Key achievements in 2012 include:

�� Installed high speed communication

fiber along State Highway 6 to allow

the use of high–resolution traffic

cameras for traffic management

�� Completed a 3–Tier Wireless Project

that gives traffic engineers the ability

to remotely manage traffic signals

and view real–time cameras at

intersections throughout the City

�� Developed an application for the

emergency management department

that allows City staff to view and

update various emergency operations

plans required by the Texas Division

of Emergency Management

�� Implemented an online

volunteer management system

that allows citizens to view

volunteer opportunities, sign up for

assignments and tracks

volunteer hours

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SERVE SUGAR LAND – THE CITY’S VOLUNTEER PROGRAM

Registered volunteers Active 2,880

Total volunteer hours 22,644

Value to City of Sugar Land* $493,413.00

*Independent Sector Guide 2010

The mission of the O F F I C E o f S T R AT E G I C PLANNING a n d INTERGOVERNMENTAL R E L AT I O N S is to ensure the operations of the

City are aligned with the vision and priorities

established by the City Council and to ensure the City’s

interests are protected and enhanced through active

involvement in the legislative process and strong

intergovernmental relationships.

Key achievements in 2012 include:

�� Facilitated City Council adoption of the 2013 State

Legislative Agenda

�� Completed 14 regional/local intergovernmental

relations key agency charters

�� Facilitated City Council adoption of the 2013

Strategic Work Plan

�� Received first donation from Sugar Land Legacy

Foundation

�� Made significant progress on a cultural arts study

�� Implemented “Communication & Service in

Sugar Land,” an internal multicultural training

program for employees

C I T I Z E N I N VO LV E M E N TThe City offers several opportunities for residents to become

involved in their government. These include:

�� Boards and Commissions

�� Citizens Police Academy

�� Community Assistance Response Team

�� Citizens Fire Academy

�� Community Emergency Response Team

�� Mayor’s Youth Advisory Council

�� Serve Sugar Land

�� Sugar Land Airport Academy

�� Sugar Land 101

Sugar Land 101 Citizen Class touring Constellation FieldCity Secretary office welcoming citizens to a public meeting

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The O F F I C E o f C O M M U N I C AT I O N S manages all citywide communications with residents and

businesses through the City’s website (www.sugarlandtx.gov);

Sugar Land Today newsletter and other printed publications;

social media; and the City’s municipal television station,

SLtv16. The department also manages the City’s public relations,

branding and media relations; acts as liaison to the City’s

homeowners associations; and manages communications for all

emergencies and major interruptions of important city services.

Key accomplishments during 2012 include:

�� Communicated opening and success of Constellation Field

�� Coordinated communications and quarterly meetings

with neighborhood homeowners and property

management associations

�� Coordinated Citizen Satisfaction Survey, a statistically

valid survey representing opinions across Sugar Land’s

diverse community

�� Solicited extensive citizen input for the update and redesign

of the City’s main Website with expected completion in 2013

�� Managed and expanded online citizen access

and engagement:

1. Enhanced and expanded the use of social media tools

including Facebook, Twitter, Flickr, YouTube and

Pinterest; updated the City’s Social Media policy

2. Implemented Online Town Hall, a civil, moderated

forum to receive citizen feedback

3. Obtained citizen feedback from other online surveys

focusing on recommendations for a new citywide park,

the 2012 Comprehensive Plan and a future land use map

4. Produced monthly e–news and crime prevention

newsletters available at www.sugarlandtx.gov to

keep residents informed of important City news and

crime alerts

5. Maintained emergency management website

6. Created new parks and recreation online guide

�� Coordinated public safety communications, including

updated emergency guide, hurricane awareness and

creation of various brochures

�� Coordinated communications on important issues such as

the Imperial Development and multifamily developments.

�� Created numerous publications:

�� Four Sugar Land Today newsletters, distributed to

more than 28,000 homes and businesses

�� More than 50,000 educational brochures, flyers and

posters distributed throughout the community

�� Annual Report

�� Annual calendar with photos contributed from

the community

�� 2012 Election Guide

�� The updated 2012 Comprehensive Plan

Interview for SLtv16 on the annual neighborhood meet and greet, National Night Out A sample of 2012 city publications