HomeMy WebLinkAbout05-Finance & AdministrationFinance
and
Administration
The Finance & Administration Division serves City departments and citizens through Accounting, Administration,
Facilities Maintenance, Fleet Management, Municipal Court, Purchasing & Properties and the Utility Office. The
Division also manages the City's internal service funds for Facilities and Fleet. In 2001/02, oversight of the City’s
Sanitation Services was assigned to the Division and is managed through the Utility Office.
The primary funding sources include the Joint Services Fund (Administration, Accounting, Purchasing, Utility
Office), General Fund (Municipal Court) and the Fleet and Facilities Internal Service Funds.
Finance & Administration
Purchasing and Properties
Page 54
Facilities Maintenance
(includes Internal Service Fund)
Page 56
Fleet Management
(includes Internal Service Fund)
Page 60
Utility Office
Page 64
Sanitation
Page 66
Accounting
Page 50
Municipal Court
Page 52
Administration
Page 48
02/03 04/05
01/02 02/03 PROJECTED ESTIMATED
ACTUAL BUDGET ACTUAL BASE
Accounting 380,786 460,473 460,256 484,762 (5.3%)484,762
Administration 301,244 338,373 337,774 398,679 (18.0%)379,179
Facilities Maintenance 62,543 117,638 117,638 194,687 (65.5%)194,687
Facilities Main. Contracts 476,126 435,447 389,510 528,334 (35.6%)479,834
Vehicle Service Center 487,258 470,460 470,460 524,420 (11.5%)519,420
Capital Replacements & Ins. 812,399 1,563,855 1,563,700 1,864,174 (19.2%)996,632
Municipal Court 181,878 211,750 211,750 234,035 (10.5%)234,035
Court Fees SRF 33,971 56,097 31,435 74,837 (138.1%)35,800
Purchasing & Properties 381,050 388,514 388,514 366,937 (-5.6%)366,937
Utility Office 655,564 875,433 875,432 1,007,872 (15.1%)1,005,872
Sanitation Contracts 2,282,773 2,630,567 2,596,614 2,685,007 (3.4%)2,801,353
Division Total 6,055,592 7,548,607 7,443,083 8,363,744 (12.4%)7,498,511
* Percent change of 03/04 Adopted from 02/03 Projected Actual
01/02 02/03 02/03 04/05
PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL PROJECTED
Accounting 6.75 7.75 7.75 7.75
Administration 2 2 2 2
Facilities Maintenance 1 1 1 2
Vehicle Service Center 4/.5 4/.5 4/.5 4/.5
Municipal Court 3 3 3 3
Purchasing and Properties 6 6 6 6
Utility Office 10 11 11 13
Total (FT/PT) 32.75/.5 34.75/.5 34.75/.5 37.75/.5
7.75
2
2
37.75/.5
4/.5
3
6
13
Finance and Administration
03/04
ADOPTED
03/04
ADOPTED
(% Change*)
Operations
58%
Personnel
22%
Capital
20%
2,388,594
2,685,007
723,021
484,762
398,679
366,937
308,872
1,007,872
0 200,000 400,000 600,000 800,000 1,000,00
0
1,200,00
0
1,400,00
0
Municipal Court
Purchasing & Properties
Administration
Accounting
Facilities Maintenance
Utility Office
Vehicle Service Center
Sanitation Contracts
48
Finance and Administration
Administration
DEPARTMENT DESCRIPTION
The Administration Department provides support to City departments through leading and managing Accounting,
Facilities Maintenance, Fleet Management, Municipal Court, Purchasing & Properties and Utility Office. This
department plans and directs the City's financial activities: accounting, purchasing, tax collections, billings, financial
reporting, and debt and investment management. The department directs the City’s budgeting process; the
preparation and publication of the Annual Operating Plan Element (budget) of the Georgetown Century Plan;
monitors and updates long-term financial plan and prepares related policy recommendations; and plans and
coordinates city debt issuance, including presentations to bond rating agencies. Other projects include working
with Georgetown Utility Systems (GUS) and the Utility Office on the City’s utility services and electric deregulation
strategies.
MAJOR DEPARTMENT GOALS
h Ensure the City’s assets by maximizing available resources, minimizing costs, and protecting cash principle.
h Plan for the City’s future financial growth, thus protecting and enhancing the City’s quality of life.
h Be the leader in providing the highest level of service in administering the operating and capital budgets and
implementing innovative approaches toward budgeting.
h Evaluate and make recommendations on City operations and procedures to make the City more effective in
providing services to the citizens of Georgetown and more efficient in the use of City resources.
h Foster a “customer-oriented” philosophy toward internal and external departments in the City.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Assisted in revising the City’s Water and Wastewater Impact Fee ordinance to more adequately fund system
expansion due to development.
h Completed 2003/04 bond issues for both City Utility and GTEC projects.
h Completed annexation cost/benefit analysis model to help analyze the financial viability of future annexations.
h Completed Phase I of the patrol vehicle replacement program, utilizing Public Property Financial Contractual
Obligations (PPFCO) funding, thus reducing the average age of the City’s patrol fleet by two years.
h Completed the electric rate study and related ordinance changes.
h Finalized the Water/Wastewater agreement and the Seventh Amendment to the Development Agreement
between the City and Del Webb Corporation, ensuring repayment of infrastructure costs for Sun City.
h Worked with GISD to begin development of joint projects for the benefit of the community.
h Updated the Division web page, providing City financial information in a user-friendly format.
h Finalized the Wolf Ranch Development agreement with Simon Properties for a 750,000 sq. ft retail
development.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
h Develop a funding plan for long-term general capital projects that does not adversely impact the City’s tax
rate.
h Review implementation of GASB 34.
h Coordinate the 2003/2004 bond issues for both City and GTEC projects.
h Explore funding options to implement the Downtown Master Plan, including possible use of economic
development incentives.
h Conduct a citizen survey for feedback on City programs and services to be incorporated into the annual
budget process.
h Continue development of the City’s long-range business and financial models.
ADMINISTRATION
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
ADOPTED
004/05
PROJECTED
Division Director
Administrative Assistant
1
1
1
1
1
1
1
1
1
1
Total 2 2 2 2 2
49
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/4
1. # of bond issues outstanding
Amount of debt outstanding
13
$54,095,000
14
$57,340,700
13
$54,805,000
14
$58,105,000
16
$62,145,000
2. Utility customers 16,939 17,755 17,700 18,400 18,500
3. Adopted Annual Budget
4. Presentations to Council
$83,770,537
12
$90,149,928
15
$88,444,862
12
$85,166,405
15
$104,181,474
16
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/4
1. Receive GFOA Budget Award
2. Special projects completed/
initiated within the same fiscal year
3. Avg. cost to produce budget
document
4. Bond Rating:
Standard & Poor’s Rating Group
Moody’s Investors Service
Yes
N/A
$39.24
A
A2
Yes
95%
$40.67
A+
A1
Yes
95%
$60.00
A+
A1
Yes
97%
$59.29
A+
A1
Yes
95%
$55.00
AA
Aa3
DEPARTMENT BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
2003/04 includes additional funds for a City-wide Citizen Survey to be conducted in November 2003, as well as,
utility costs for City Hall, previously budgeted in Purchasing.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
149,406 155,238 154,639 Personnel 161,050 161,050
151,838 183,135 183,135 Operations 237,629 218,129
301,244 338,373 337,774 398,679 379,179
50
Finance and Administration
Accounting
DEPARTMENT DESCRIPTION
The Accounting Department is responsible for keeping accurate financial records for the City and providing financial
and related information to division directors, department heads, and council members when they make financial
decisions for the City. The Department pays accounts payable promptly by issuing and mailing checks weekly,
processes the City's payroll and related reports, tracks investments and cash flow of all City funds, maintains the
general ledger and monitors internal controls, prepares interim and annual financial budget and investment reports,
tracks the City’s capital improvements and grant projects, monitors bond proceed disbursements and pays the
City's debt service.
MAJOR DEPARTMENT GOALS
h Provide financial information to all users in the form, frequency and timeliness needed for management
decisions.
h Provide for accurate and timely payments to City employees and vendors.
h Provide financial reporting conformity with generally accepted accounting principles that receives the
Government Finance Officers Association (GFOA) Certificate of Achievement.
h Monitor budget revenues and expenses to ensure fiscal accountability and responsible use of City resources.
h Ensure maximum safety of invested funds while achieving a competitive rate of return.
h Foster a “customer-oriented” approach toward internal departments of the City.
h Monitor internal controls to safeguard the City’s assets.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Restated 2002 financial statements in Governmental Accounting Standards Board Statement (GASB)
Statement No. 34 format to prepare for the mandated reporting requirements for the 2002/03 fiscal year.
h Assisted with a cost of service study for the Electric Utility to provide the basis for an unbundled rate structure
in anticipation of electric deregulation.
h Assisted with an electric deregulation opt-in readiness assessment to determine the City’s current and future
requirements for being competitive in a deregulated market.
h Converted the City’s investment portfolio accounting software to a new program to save on-going costs.
h Completed the update of financial policies and procedures and provided training to divisions on the updates.
h Received the GFOA Certificate of Achievement for the 16th consecutive year for the Comprehensive Annual
Financial Report.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
h Implement GASB 34, as mandated for reporting purposes for the fiscal year ended September 30, 2003.
h Develop an internal audit program to ensure compliance with City’s financial operating guidelines.
h Implement cash handling training program for all City cashiers.
h Research benefits and requirements of implementing Federal Energy Regulatory Commission (FERC)
reporting for the City’s electric utility.
ACCOUNTING
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
ADOPTED
04/05
PROJECTED
Accountant I
Accountant III
Accounting Specialist
Chief Accountant
Controller
Payables Supervisor
Utilities Financial Analyst
Total (FT/PT)
.75
1
2
1
1
1
0
6.75
.75
1
2
1
1
1
1
7.75
.75
1
2
1
1
1
1
7.75
.75
1
2
1
1
1
1
7.75
.75
1
2
1
1
1
1
7.75
51
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Vendor checks issued 11,750 10,955 11,300 11,375 11,400
1. Invoices processed
2. Payroll checks issued
10,300
10,050
9,648
10,073
10,700
9,900
10,600
10,100
10,700
10,300
3. Annual investment portfolio $36,910,331 $26,113,197 $35,000,000 $30,000,000 $35,000,000
4. # of grants
Annual grant expenditures
17
$421,488
14
$529,346
4
$74,675
11
$191,312
4
$793,910
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Payments processed within
vendor terms N/A N/A 86% 89% 90%
2. Manual payroll check percentage N/A NA 2% 1% 2%
3. % of budgeted interest received 148% 85% 100% 40% 100%
4. Internal customer rating of
satisfied or better N/A N/A 97% 97% 97%
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
Staff resources for the upcoming year will be dedicated to the implementation of Governmental Accounting
Standards Board Statement No. 34, which mandates additional reporting requirements at the entity-wide level.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
327,613 393,068 392,851 Personnel 423,592 423,592
53,173 60,705 60,705 Operations 61,170 61,170
6,700 6,700 Capital
380,786 460,473 460,256 484,762 484,762
52
Finance and Administration
Municipal Court
DEPARTMENT DESCRIPTION
The Municipal Court handles the judicial processing of Class C
misdemeanors that originate from traffic citations, citizen complaints,
code violations, and misdemeanor arrest, occurring within the territorial
limits of the City of Georgetown. The Municipal Court processing is pre-
determined by the Texas Code of Criminal Procedure and the Code of
Judicial Conduct. In addition to the judicial processing, the Court
prepares dockets, schedules trials, processes juries, records and
collects fine payments, and issues warrants for Violation of Promise to
Appear and Failure to Appear. Municipal Court also processes code
violations as part of the citywide code enforcement effort.
The Municipal Judge holds monthly arraignment, juvenile, show cause,
and trial dockets. The Judge also facilitates the Teen Court Program in conjunction with the Georgetown High
School. One Deputy Court Clerk and Court Cashier perform administrative and clerical activities. The department
reports to the Court Clerk.
MAJOR DEPARTMENT GOALS
h Foster a “customer service” philosophy with court defendants, treating all with professional courtesy and
respect.
h Increase Court efficiency through streamlined procedures and automation.
h Protect and preserve individual liberties of court defendants.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Implemented two Autocite ticket writers to provide judicial support for the traffic deterrent program.
h Implemented a Municipal Court Policy and Procedure manual to provide consistency in application of
procedures.
h Enhanced customer service by offering forms and information on Municipal Court through the website.
h Implemented a new filing system to enhance the efficiency of the court.
h Implemented wireless network connections in the courtroom to expedite court processing time.
MAJOR DEPARTMENT OBJECTIVES FOR FISCAL YEAR 2003/2004
h Implement internet payment option for court fines to provide 24 hour payment options for customers.
h Enhance court security by providing training to court staff and mock scenarios to practice procedures in case
of threatening situations.
h Implement a paperless records storage system to enhance the efficiency of court processes.
h Increase number of court sessions to reduce case scheduling time by 30 days.
h Provide better customer service through the addition of Judge’s office hours to provide time for customers to
discuss their cases with the Judge.
h Increase percentage of citations issued through the automated ticket writers through the purchase of units
through the Court Technology Fund.
MUNICIPAL COURT
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
ADOPTED
04/05
PROJECTED
Municipal Court Clerk
Court Cashier
Deputy Court Clerk
Total (FT/PT)
1
1
1
3
1
1
1
3
1
1
1
3
1
1
1
3
1
1
1
3
NUMBER OF TICKETS/REVENUE
0
100,000
200,000
300,000
400,000
500,000
600,000
99/00 00/01 01/02 02/03 03/04*
Fi
n
e
R
e
v
e
n
u
e
0
2,000
4,000
6,000
8,000
10,000
12,000
#
o
f
C
a
s
e
s
F
i
l
e
d
Revenue # cases filed *Projected
53
WORKLOAD MEASURES
ACTUAL
00/01
ACTUAL
01/02
BUDGETED
02/03
PROJECTED
02/03
PROPOSED
03/04
1. Number of cases filed 6,054 5,767 8,438 9,132 11,000
2. Number of courtesy letters 5,082 4,678 6,604 8,280 10,800
3. Number of warrants issued 1,221 969 1,000 1,320 1,500
4. Municipal Court fine revenue:
Retained by City $336,517 $401,305 $630,833 $511,855 $550,000
Remitted to State $132,796 $175,078 $201,850 $246,400 $269,500
PERFORMANCE MEASURES
ACTUAL
00/01
ACTUAL
01/02
BUDGETED
02/03
PROJECTED
02/03
PROPOSED
03/04
1. Arraignment docket scheduling ** 90 days 90 days 60 days 180 days 60 days
2. Processing of ticket entry 6 days 3 days 5 days 3 days 3 days
3. Customer use of website NA NA 500 hits 10,560 hits 12,000 hits
4. Warrants cleared as % of issued * NA 91% 20% 57% 30%
5. Citations issued through auto
systems - % of total ***
NA 2% NA 13% 20%
6. Bailiff attendance for court NA 100% 100% 100% 100%
7. Collections per clerk – City portion $112,200 $133,800 $210,200 $170,618 $183,300
* Warrant processing was behind due to staff turnover.
** Docket delay due to relocation of court sessions while City Hall/Courts Building was renovated.
*** Two ticket writers for the motorcycle traffic units were implemented in July, 2002.
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
The Municipal Court office relocated to the newly remodeled City Council Chambers/Court Building late in fiscal
year 2003, therefore the 2003/04 budget increases slightly due to additional building costs.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
137,045 154,986 156,912 Personnel 165,044 165,044
44,833 56,764 54,838 Operations 68,991 68,991
181,878 211,750 211,750 234,035 234,035
54
Finance and Administration
Purchasing and Properties
DEPARTMENT DESCRIPTION
The Purchasing & Properties Department procures all supplies, equipment, and services for all departments within
the City organization. Procurement activities include establishing annual contracts and blanket purchase orders to
reduce cost; preparing bid specification and tabulations; conducting bid proceedings; expediting materials; and
preparing recommendations to the City Council for purchases over $25,000. The department regularly meets with
using departments to review purchasing procedures and solicit ideas for improved efficiency. This department
coordinates the purchases and installations for the 800 MHZ radio communications system and provides a
representative that serves on the County-wide Interagency Communications Board. Purchasing also oversees
communication systems currently in use by the City, including pagers, long distance and cellular telephones.
Purchasing & Properties also oversees the operation of the City's central receiving/distribution warehouses.
Purchasing is responsible for disposing of surplus items and conducting the annual Citywide auction.
MAJOR DEPARTMENT GOALS
h Develop and maintain a level of performance considered above average by our customers while maintaining
a high degree of efficiency and economy.
h Provide the City of Georgetown user departments with needed materials and services by utilizing best value
purchases in a timely manner.
h Develop and maintain a positive and productive working relationship with all user departments.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Purchased major replacement equipment, including copiers and fleet equipment.
h Completed bid process and awarded new janitorial contract for City facilities and landscape maintenance
services.
h Relocated the Purchasing Department office personnel and warehouses to a new facility at the Municipal
Complex.
h Improved Warehouse security and accuracy to reduce inventory discrepancies by installing access readers at
Municipal Complex.
h Purchased furniture and assisted with relocation of Municipal Court and Council Chambers.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
h Educate City personnel in procurement procedures and state law by conducting departmental training
sessions.
h Continue exploring and evaluating E-commerce usage for City purchases to improve efficiency and reduce
cost.
h Provide additional security by installing security cameras at City Hall.
h Purchase major replacement equipment for all City divisions.
PURCHASING & PROPERTIES
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
ADOPTED
04/05
PROJECTED
Support Services Director
Purchasing Agent
Purchasing Buyer
Purchasing Specialist
Warehouse Supervisor
Electric Warehouse Specialist
Total
1
1
1
1
1
1
6
1
1
1
1
1
1
6
1
1
1
1
1
1
6
1
1
1
1
1
1
6
1
1
1
1
1
1
6
55
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Purchase orders entered 10,177 7,400 9,500 7,000 7,000
2. Inventory items disbursed by
requisition
13,702 13,702 14,500 14,000 14,000
3. Inventory deliveries received
4. Formal bids processed
1,716
38
1,820
55
2,000
45
2320
35
2,400
35
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Purchase order process time 7 days 7 days 7 days 5 days 5 days
2. Formal bid process 55 days 55 days 55 days 55 days 55 days
3. Inventory cost of goods sold $1,322,984 $1,339,556 $1,400,000 $2,100,000 $2,000,000
4. Gross revenue from Impound/
Surplus Auction $37,000 $44,000 $35,000 $40,000 $35,000
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
The Purchasing offices relocated to the new Georgetown Municipal Complex in Spring 2003. Previously, utilities
for City Hall were allocated to this budget and are now budgeted in Finance Administration.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
268,404 283,747 283,747 Personnel 296,563 296,563
112,646 104,767 104,767 Operations 70,374 70,374
381,050 388,514 388,514 366,937 366,937
56
Finance and Administration
Facilities Maintenance
DEPARTMENT DESCRIPTION
The Facilities Maintenance Department provides building maintenance,
facilities construction management, major and minor renovations,
supervision of architects and consultants, janitorial services, landscape
services, equipment replacement and emergency repairs for
approximately 20 municipal buildings (approx. 190,000 sq.ft.). This
department is responsible for developing and maintaining the Facilities
Maintenance Internal Service Fund which provides a repair/replacement
schedule for various building maintenance items and equipment, and
charges a lease fee to each building occupant to fund the repairs. The
department conducts monthly inspections of each facility to identify
existing or potential problems and corrects those situations. Facilities
Maintenance is managed by the Support Services Director.
MAJOR DEPARTMENT GOALS
h Provide quality maintenance of City of Georgetown public facilities which fosters a safe and positive
atmosphere for our employees and citizens.
h Provide preventative maintenance services on all HVAC equipment, elevators, emergency generators,
landscaping, copiers, and fire protection systems to ensure optimum operational efficiency and extend the life
of capital investments.
h Modify and update the internal service fund to provide a perpetual funding source for facility repairs and
services.
h Annually update the five-year facility plan to ensure adequate space for customers to transact business and
for employees to work, and forecast future funding requirements.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Completed the construction of the Municipal Complex, including relocation of impacted departments.
h Completed construction of the Council Chambers/Courts Building, including relocation of Municipal Court
offices.
h Completed repairs to the San Gabriel Park foot bridge and lighting, thus reopening San Gabriel River trail
river crossing, unusable since November 2001 storm incident.
h Participated in the selection of the architect and began design work on the Animal Shelter.
h Began the renovation of the old GUS Administration building for Parks Administration.
h Coordinated the remediation of mold and the reconstruction of affected areas of the Library.
h Completed the re-roofing of the Library.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
h Complete the design phase of the Animal Shelter and provide construction coordination and oversight to the
renovations/additions to the facility.
h Complete the renovations of the Parks Administration Building and relocate Parks staff.
h Continue to monitor/supervise service contracts that provide maintenance services to 20 City buildings.
h Relocate the Human Resources department to City Hall.
FACILITIES MAINTENANCE
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
ADOPTED
04/05
PROJECTED
Facilities Maintenance Worker
Total
1
1
1
1
1
1
2
2
2
2
Facilities Maintained
0
50,000
100,000
150,000
200,000
250,000
99/00 00/01 01/02 02/03 03/04*
Sq
u
a
r
e
F
e
e
t
M
a
i
n
t
a
i
n
e
d
0
5
10
15
20
25
N
u
m
b
e
r
o
f
F
a
c
i
l
i
t
i
e
s
Square Ft # Facilities *Projected
57
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Work orders processed 326 356 356 409 409
2. Facilities maintained 18 19 20 20 21
3. Square feet of facilities maintained 123,000 130,000 190,000 190,000 195,000
4. Service contracts managed 10 10 11 11 11
5. New construction dollars $1,133,536 $420,000 $4,194,993 $4,194,993 $500,000
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Work orders / PM requests
completed N/A 80% 85% 85% 85%
2. New construction completed N/A 20% 90% 90% 100%
3. Avg. completion time per work
order N/A 6 days 6 days 7 days 7 days
DEPARTMENTAL BUDGET: FACILITIES MAINTENANCE FUND
MAJOR BUDGET CHANGES/ISSUES:
The projected completion of the Parks Administration Building and the Animal Shelter will create additional
demands on this department. A new facilities maintenance worker is added in 2003/04 to assist with facility repair
and maintenance.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
48,443 50,503 50,503 Personnel 85,354 85,354
14,100 67,135 67,135 Operations 109,333 109,333
62,543 117,638 117,638 194,687 194,687
58
Finance and Administration
Facilities Maintenance Contracts
Major building maintenance expenses as well as janitorial services, copier replacement and landscape
maintenance are included in this department. Each maintenance service is assigned an annual lease value, which
the leasing department pays into the Internal Service Fund. The annual lease value is determined by the projected
replacement cost divided into the years of useful life for each item. These lease payments enable the Internal
Service Fund to replace or repair items on a pre-planned schedule. Thus, the City maintains comfortable, safe and
aesthetically appealing City facilities.
FACILITIES MAINTENANCE CONTRACTS BUDGET: FACILITIES MAINTENANCE FUND
MAJOR BUDGET CHANGES/ISSUES:
Capital replacement items, which were postponed from the 2002/03 budget, have been reinstated in 2003/04.
These include copiers, recreation equipment and other major repairs.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
63,070 8,390 8,390 Buildings & Structures 34,005 34,005
356,246 416,057 370,120 Lease and Contracts 359,329 348,929
43,697 Bldg. Improvements 111,700 82,000
13,113 11,000 11,000 Other Operating 23,300 14,900
476,126 435,447 389,510 528,334 479,834
Facilities Maintenance
Internal Service Fund
03/04 04/05 05/06 06/07 07/08
By Function
Copier Replacement 29,400 40,300 37,200 29,400 29,400
Copier Maint. 30,700 30,700 30,700 30,700 30,700
Painting, Int. 33,000 18,000 9,000
Painting, Ext. 5,000 1,000 6,500 18,500
Roof Replacement 30,000 16,000
HVAC Replacement 21,500 35,000 45,000
Pest Extermination 2,850 2,850 2,850 2,850 2,850
Carpet Replacement 2,000 13,000
Vinyl Replacement 2,500 7,700 6,800
Landscape Maintenance 53,920 53,920 53,920 53,920 53,920
Janitorial Svcs. 183,146 183,146 183,146 183,146 183,146
HVAC Maintenance 44,643 44,643 44,643 44,643 44,643
Elevator Maintenance 3,300 3,300 3,300 3,300 3,300
Emergency Gen. Maint. 21,360 21,360 11,360 11,360 11,360
Racquetball Court Ceiling Tiles 200 200 200 200 200
Gym and Racquetball Floor Maintenance 4,700
Table and Chair Replacement 6,500
Overhead Door Maintenance 2,900 2,900 2,900 2,900 2,900
Halon/Fire Alarm Maintenance 1,200 1,200 1,200 1,200 1,200
Tennis Court Resurfacing 12,000
Treadmill Replacement 5,000
Stairclimber Replacement 2,400
Recumbent Bike Replacement 2,400
Security System Maintenance 2,300 2,300 2,300 2,300 2,300
Park Maintenance 16,415 16,415 16,415 16,415 16,415
Structural Inspection - Fire Station 1 3,900 3,900
ISF Services 20,000 20,000 20,000 20,000 20,000
Sub-Total 503,234 468,834 451,634 472,334 465,634
Non Allocated Contingency 19,400 11,000 11,000 11,000 11,000
Contract-Animal Services 5,700
Total Costs by Function 528,334 479,834 462,634 483,334 476,634
By Facilities
Airport Terminal 1,012 2,112 1,012 1,012 1,012
Municipal Court/Council Chambers 12,413 12,413 12,413 12,413 22,213
City Office Building 30,601 26,601 23,101 32,901 27,901
Community Center 43,172 6,672 6,672 6,672 10,172
Park & Rec Administration 25,478 27,778 17,978 17,978 22,978
Fire Station #1 22,898 28,698 18,998 12,498 12,498
Fire Station #2 1,567 1,567 1,567 1,567 5,567
Fire Station #3 16,729 21,729 16,729 18,729 16,729
Fire Station #4 5,867 5,867 5,867 5,867 5,867
Library 36,397 44,397 46,197 81,397 36,397
Madellia Hilliard 2,400 5,100 2,400 2,400 2,400
City Hall 41,044 31,244 76,044 68,844 40,244
Police Dept Annex 11,983 12,483 9,483 9,483 24,283
Park & Ride Facility 2,880 2,880 2,880 2,880 2,880
Police Station 39,583 33,783 29,783 29,783 62,583
Recreation Center 46,281 59,581 36,781 41,781 36,781
Municipal Complex 102,400 102,400 100,200 82,600 82,600
Industrial Building 1,200 1,200 1,200 1,200 1,200
Scenic Drive Median 4,320 4,320 4,320 4,320 4,320
Williams Drive Median 1,080 1,080 1,080 1,080 1,080
Williams Drive & I-35 Medians 1,440 1,440 1,440 1,440 1,440
University Drive & I-35 Medians 1,080 1,080 1,080 1,080 1,080
6th & Main Parking Lot Landscape Maint. 3,000 3,000 3,000 3,000 3,000
Georgetown Village Landscape Maint. 9,680 9,680 9,680 9,680 9,680
Tennis Center 34,174 17,174 17,174 17,174 26,174
Grace Episcopal Church 4,555 4,555 4,555 4,555 4,555
Sub-Total 503,234 468,834 451,634 472,334 465,634
Non Allocated Contingency 19,400 11,000 11,000 11,000 11,000
Contract-Animal Services 5,700
Total Costs by Facilities 528,334 479,834 462,634 483,334 476,634
60
Finance and Administration
Vehicle Service Center
DEPARTMENT DESCRIPTION
This department performs routine maintenance and mechanical repairs
on all City equipment and vehicles to ensure safe and efficient
operations and to prevent and minimize future repair needs. All vehicles
needing repairs are brought to the Vehicle Service Center for inspection
and either repaired in-house or referred to outside shops for specialized
service. The supervisor serves as the division’s representative to the
City safety committee. The department also manages the Fleet Internal
Service Fund, writes specifications for new vehicle and equipment
purchases, and performs new product research. The department reports
to the Support Services Director.
MAJOR DEPARTMENT GOALS
h Ensure a safe and efficient fleet for City operations.
h Preserve mechanical, electrical and hydraulic integrity of the City’s fleet, thus extending the useful life of City
assets.
h Decrease vehicle down time through efficient, cost-effective operations.
h Maintain the integrity of the City’s fleet through effective management of the Fleet Internal Service Fund.
h Foster a “customer-oriented’ approach toward internal and external City departments.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Installed equipment in 22 new vehicles and contracted with vendor to equip 12 police cars.
h Relocated Vehicle Service Center to a new larger, modern facility at the Municipal Complex.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
h Replace and/or equip 17 new vehicles, including 17 police vehicles.
h Increase professionalism for all mechanics by obtaining Automotive Service Excellence (ASE) certifications.
h Continue monitoring safety issues within the department, ensuring a safe and efficient workplace.
h Implement Phase II of the replacement program for patrol vehicles to reduce average age of patrol cars by
two years, and save on-going maintenance costs.
h Implement new fire apparatus maintenance program, outsourcing routine maintenance and thus delaying
addition of staff.
h Assist Fire department in preparing specifications and bidding of new fire apparatus.
VEHICLE SERVICE CENTER
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
ADOPTED
04/05
PROJECTED
Vehicle Services Supervisor
Lead Mechanic
Mechanic
Mechanic’s Helper
Total (FT/PT)
1
1
2
.5
4/.5
1
1
2
.5
4/.5
1
1
2
.5
4/.5
1
1
2
.5
4/.5
1
1
2
.5
4/.5
VEHICLES AND EQUIPMENT
1,900
2,000
2,100
2,200
2,300
2,400
2,500
99/00 00/01 01/02 02/03 03/04*
Wo
r
k
O
r
d
e
r
s
p
e
r
Y
e
a
r
225
230
235
240
245
250
255
260
#
o
f
V
e
h
i
c
l
e
s
/
E
q
u
i
p
m
e
n
t
Work Orders # Vehicles *Projected
61
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. # of City-owned vehicles and
equipment
2. Mechanic to vehicle ratio
3. Mechanic to Maintenance Repair
Units (MRU)
4. # of work orders per year
241
1 – 80
1 – 164
2,393
241
1-80
1 – 167
2,199
235
1 – 79
1 – 167
2,138
254
1-84
1 – 175
1,496
254
1-84
1 – 175
2,400
5. Gallons of fuel used per year
Unleaded gasoline 89,096 90,877 87,414 78,844 78,844
Diesel fuel 37,964 38,723 53,506 63,764 63,764
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. # of ASE certifications held by
m e c h a n i c s 3 23 23 43 43 4
2. % of repairs sent out for service 15% 15% 15% 15% 15%
3. Average age of City fleet:
4 Police - Patrol
4 Public Works & other dept.
4 Fire Trucks
4 Fire Prevention
4 Other Equipment
5 yrs
7 yrs
7 yrs
6 yrs
6 yrs
5 yrs
7 yrs
7 yrs
6 yrs
6 yrs
3 yrs
6 yrs
9 yrs
5 yrs
7 yrs
3 yrs
6 yrs
9 yrs
5 yrs
7 yrs
3 yrs
6 yrs
10 yrs
6 yrs
8 yrs
4. Customer satisfaction rating N/A N/A 75% 75% 75%
DEPARTMENTAL BUDGET: FLEET MANAGEMENT FUND
MAJOR BUDGET CHANGES/ISSUES:
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
197,331 212,258 210,910 Personnel 225,047 225,047
289,927 258,202 259,550 Operations 299,373 294,373
487,258 470,460 470,460 524,420 519,420
62
Finance and Administration
Vehicle Replacement & Insurance
The purchases of vehicle replacements, vehicle specific equipment and 800 MHZ communication equipment for all
City departments are accounted for in this department. All major equipment and vehicles used in providing
services to citizens of Georgetown, are purchased through the Fleet Management Fund. Each vehicle and piece
of equipment are assigned an annual lease value, which the leasing department pays into the Internal Service
Fund. The lease payments made by the departments enable the Internal Service Fund to schedule equipment and
vehicle replacements.
CAPITAL REPLACEMENT & INSURANCE BUDGET: FLEET MANAGEMENT FUND
MAJOR BUDGET CHANGES/ISSUES:
The capital outlay budget varies from year to year, depending upon the scheduled replacement of equipment and
vehicles.
The second phase of the police vehicle replacement program will be implemented in 2003/04, including eleven
patrol cars with laptop computers and six other types of police vehicles. This program reduces the average age of
the police fleet to 2 years or less, thus saving additional maintenance costs. This program is funded with tax
supported Public Property Financial Contractual Obligations (PPFCO) issued for this purpose.
In 2002/03, allocation for fire apparatus was deleted from the ISF. A long-term fire apparatus replacement program
is currently being developed, including funding related impacts and issues. A new fire quint apparatus will be
purchased in 2003/04, funded through 10-year tax supported debt.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
67,235 75,105 71,000 Insurance 85,000 85,000
73,632 82,000 85,950 Contracts & Leases 72,000 72,000
671,532 1,406,750 1,406,750 Capital Outlay 1,707,174 839,632
812,399 1,563,855 1,563,700 1,864,174 996,632
Fleet Management
Internal Service Fund
03/04 04/05 05/06 06/07 07/08
Capital Replacement
Georgetown Utility Systems
Replacement Cost 347,000 223,500 166,495 331,200 236,495
Number of Units 9 4 5 10 7
Planning & Development
Replacement Cost 21,000 0 18,500 55,500 18,500
Number of Units 1 0 1 3 1
Finance & Administration
Replacement Cost 46,200 3,700 0 50,000 35,300
Number of Units 4 1 0 1 2
Fire Services
Replacement Cost 540,000 35,000 520,000 200,000 500,000
Number of Units 3 1 2 2 1
Management Resources
Replacement Cost 36,000 25,000 0 0 0
Number of Units 2 1 0 0 0
Information Resources
Replacement Cost 17,500 0 0 0 0
Number of Units 1 0 0 0 0
Parks & Recreation
Replacement Cost 65,000 2,100 19,300 53,700 28,000
Number of Units 3 1 2 3 1
Police Services
Replacement Cost 585,600 521,000 577,200 585,600 521,000
Number of Units 17 15 16 17 15
W & WW Treatment Facilities
Replacement Cost 0 29,332 0 0 0
Number of Units 0 1 0 0 0
Total Fleet ISF Capital Costs 1,658,300 839,632 1,301,495 1,276,000 1,339,295
Total Replacements/Purchases 40 24 26 36 27
64
Finance and Administration
Utility Office
DEPARTMENT DESCRIPTION
The Utility Office Team, consisting of both office and field personnel, bills
and collects for all City utility services, as well as handling new
development services creation; utility service requests; bad debt and
non-payment issues; customer assistance with conservation and utility
programs; payment options and arrangements; maintenance of City
utility account records; and billing inquiries. The Utility Office director
also oversees the City’s sanitation services and manages the sanitation
contract.
MAJOR DEPARTMENT GOALS
h Ensure the efficient delivery of timely and accurate billing and payment information to our customers.
h Develop and maintain quality utility programs and innovative services that are administered in a friendly,
helpful manner.
h Respond to customer requests and issues quickly and fairly, with the intention of satisfying each customer.
h Increase public awareness of utility issues and topics through proactive communication with customers.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Worked with GUS and Finance Administration to complete an Electric Rate Study and the implementation of
new electric rates, which more accurately reflect service costs between electric classes.
h Worked with GUS to complete an electric system evaluation to identify any system problems; reclassify non-
residential electric service, as specified in the new electric rate structure; and notify customers of any
significant changes to their electric service account.
h Moved the Utility Office to the Georgetown Municipal Complex, providing more office and storage space,
enhanced security, and a drive-thru payment window.
h Worked with Accounting to establish a monthly Airport Billing for Airport hangers, tiedowns, and landleases,
providing more accurate and accessible records of Airport billings and payments.
h Worked with the Police Department and Municipal Court to establish new cash handling and transportation
procedures for the City of Georgetown deposits, making the process safer and more efficient.
h Worked with GUS and IT to complete the Lower Colorado River Authority (LCRA) Opt-In Readiness Audit to
evaluate our preparations in anticipation of possible entry into the deregulated electric market.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
h Complete a Revenue Code Unbundling project to simplify the tracking of revenue from specific sources.
h Evaluate and redistribute job duties within the Utility Office to provide better coverage and obtain more
efficiency in our new office environment.
h Update the Utility Office Procedures Manual to reflect revised processes resulting from the software upgrade
and changes in daily routine in the new office environment.
h Develop and implement an in-house collection program to enhance revenue collection and reduce bad-debt
revenue write-offs.
UTILITY OFFICE
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
ADOPTED
04/05
PROJECTED
Utility Office Director
Utility Billing Supervisor
Field Customer Service Rep
Customer Service Supervisor
Customer Service Rep I
Customer Service Rep-Telephone
Development Account Specialist
Utilities Accounts Specialist-Posting
Collection Agent
Total
1
1
2
1
2
2
0
1
0
10
1
1
2
1
2
2
1
1
0
11
1
1
2
1
2
2
1
1
0
11
1
1
3
1
2
2
1
1
1
13
1
1
3
1
2
2
1
1
1
13
UTILITY CUSTOMERS
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
97/98 98/99 99/00 00/01 01/02 02/03 03/04*
*Projected
65
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Work orders processed 16,748 16,352 17,800 16,750 17,200
2. Payments processed 194,195 201,943 215,000 210,000 220,800
3. Customers paying by ACH Draft 1,270 1,332 1,350 1,395 1,540
4. Families helped by the Good
Neighbor Fund (GNF) 234 252 240 200 230
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Utility payment collection rate 99.9963% 99.9943% 99.9965% 99.9953% 99.9975%
2. Avg. monthly customer service
cost per account $2.19 $2.59 $2.59 $2.90 $3.10
3. % of walk-in customers 24.3% 21.66% 20.0% 14.0% 8.0%
4. % percentage of customers
contributing to the GNF 8.54% 7.95% 8.50% 7.45% 7.5%
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
Two staff positions are added in 2003/04, including a collection agent and field customer service representative to
implement a new in-house collection program to deter non-payment of utility accounts. Additional revenue
collected through this program will offset added staff costs.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
358,046 424,770 416,785 Personnel 507,203 507,203
258,418 300,663 308,647 Operations 350,669 348,669
616,464 725,433 725,432 Subtotal - Department 857,872 855,872
39,100 150,000 150,000 Bad Debt 150,000 150,000
655,564 875,433 875,432 1,007,872 1,005,872
66
Finance and Administration
Utility Office - Sanitation
DEPARTMENT DESCRIPTION
The City contracts with Texas Disposal Systems (TDS) to provide trash
removal services to residential and commercial customers. The
Contractor provides all curbside garbage and recycling pickup for City
customers, and operational management of the public collection station.
Additionally, this department funds and participates in neighborhood
clean-up events. Also included in this department are allocated costs for
administrative and support services. Oversight responsibilities and
monitoring of these services are conducted by the Utility Office Director.
MAJOR DEPARTMENT GOALS
h Protect the environment and contribute to community cleanliness and appearance.
h Deliver consistent, reliable, convenient and safe services to the Georgetown Community.
h Protect public health by providing for regular removal of trash and rubbish.
h Increase participation in sanitation programs and events through proactive communication with citizens.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Worked with Code Enforcement to provide neighborhood cleanups in San Jose, Northeast Old Town and an
area on the south side of Williams Dr to promote community health and cleanliness.
h Worked with Code Enforcement and the Street Department on the South Austin junkyard cleanup.
h Worked with GUS and local organizations to provide sanitation services for local community events, including
the Red Poppy Festival, Christmas Stroll, Georgetown Air Show, 4th of July Celebration, Community Garden
project, UIL Soccer Tournaments, Law Enforcement Field Day, and the Habitat for Humanity project.
h Worked with Animal Services to provide sanitation services for the Annual Animal Shelter Garage Sale.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
h Work with the Street Department to develop a plan and qualifications for weather related community clean-up
needs.
h Conduct five neighborhood clean-up events in targeted areas of the community.
h Continue to provide targeted community education on sanitation requirements in conjunction with Code
Enforcement staff.
h Work with the Utility Office to publicize the Recycling Drop-off Center, located at the Collection Station, in
order to educate the public on existing recycling opportunities in Georgetown.
h Develop and implement a City-wide hazardous waste program.
h Expand advertising to promote citywide recycling program.
POUNDS OF SOLID WASTE COLLECTED
(in millions)
0
5
10
15
20
25
30
35
40
#'
s
i
n
m
i
l
l
i
o
n
s
99/00 00/01 01/02 02/03 03/04*
*Projected
67
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Avg. # of homes served monthly 11,342 11,967 12,800 12,350 12,900
2. Total pounds of residential solid
waste collected 33,615,897 36,063,300 34,250,000 34,100,000 34,500,000
3. Avg. pounds of solid waste
collected per home weekly 58 63 60 57 60
4. Avg. # of commercial accounts 638 644 675 650 665
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Recycling participation rate 38% 34% 40% 33% 40%
2. % of residential customer
complaints compared to service
opportunities .05%.03% .02% .03% .02%
3. % of commercial complaints as
compared to service opportunities .10% .08% .05% .08% .08%
DEPARTMENTAL BUDGET: SANITATION FUND
MAJOR BUDGET CHANGES:
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
79,177 174,144 187,644 Operations 174,020 174,020
50,985 56,800 55,700 Franchise Fees 57,800 60,000
46,405 38,727 38,535 General Fund Allocations 37,234 37,016
124,018 152,896 150,700 Joint Svs Allocations 167,843 167,365
1,982,188 2,208,000 2,164,035 Contracted Services 2,248,110 2,362,952
2,282,773 2,630,567 2,596,614 2,685,007 2,801,353