The URL can be used to link to this page

Home My WebLink About07-Finance and AdministrationFinance and Administration The Finance & Administration Division serves City departments and citizens through Accounting, Administration, Facilities Construction and Maintenance, Fleet Management, Information Technology, Municipal Court, Purchasing, and the Utility Office. The Division also manages the City's internal service funds for Facilities, Fleet and Information Technology. The primary funding sources include the Joint Services Fund (Administration, Accounting, Purchasing, Utility Office), General Fund (Municipal Court) and the Fleet, Facilities and Information Technology Internal Service Funds. Finance & Administration Purchasing Page 86 Fleet Management (includes Internal Service Fund) Page 90Municipal Court Page 84 Accounting Page 74 Administration Page 72 Information Technology Page 80 Facilities Construction and Maintenance (includes Internal Service Fund) Page 76 Utility Office Page 88 08/09 08/09 09/10 PROPOSED BUDGET AMENDED PROJECTED NEW % CHANGE BUDGET ACTUAL BASE PROGRAMS TOTAL (PROJ. ACTUAL) General Fund Municipal Court 556,351 538,608 536,252 536,252 -0.4% total General Fund 556,351 538,608 536,252 536,252 -0.4% Special Revenue Funds Court Fees SRF 120,157 120,157 44,252 44,252 -63.2% Juvenile SRF 53,430 52,571 52,696 52,696 0.2% total Special Rev. Funds 173,587 172,728 96,948 96,948 -43.9% Internal Service Funds Facilities Maintenance 649,744 635,086 610,771 610,771 -3.8% Facilities Maint. Contracts 1,486,909 1,420,609 1,241,667 1,241,667 -12.6% Fleet Contracts 1,993,188 894,458 579,188 579,188 -35.2% Vehicle Service Center 906,501 893,402 878,931 878,931 -1.6% Accounting 585,890 583,192 525,774 525,774 -9.8% Finance & Admin. 780,348 765,002 945,712 945,712 23.6% Purchasing 543,845 534,129 527,489 527,489 -1.2% Utility Office 1,855,067 1,938,834 1,907,921 1,907,921 -1.6% Information Technology 963,758 949,965 881,945 881,945 -7.2% I/T Contracts 1,176,220 847,166 1,174,346 1,174,346 38.6% total Internal Svc. Funds 10,941,470 9,461,843 9,273,744 9,273,744 -2.0% Division Total 11,671,408 10,173,179 9,906,944 9,906,944 -2.6% PERSONNEL SUMMARY PERSONNEL OPERATING CAPITAL TOTAL (FTE's) General Fund Municipal Court 427,301 108,951 536,252 6 total General Fund 427,301 108,951 536,252 6 Special Revenue Funds Court Fees SRF 44,252 44,252 Juvenile SRF 52,696 52,696 1 total Special Rev. Funds 52,696 44,252 96,948 1 Internal Service Funds Facilities Maintenance 491,440 119,331 610,771 7 Facilities Maint. Contracts 1,122,167 119,500 1,241,667 Fleet Contracts 207,188 372,000 579,188 Vehicle Service Center 391,917 487,014 878,931 6 Accounting 472,463 53,311 525,774 8 Finance & Admin. 544,193 401,519 945,712 6 Purchasing 425,246 102,243 527,489 7 Utility Office 940,885 967,036 1,907,921 18 Information Technology 689,274 192,671 881,945 9.5 I/T Contracts 2,925 890,981 280,440 1,174,346 total Internal Svc. Funds 3,958,343 4,543,461 771,940 9,273,744 61.5 Division Total 4,438,340 4,696,664 771,940 9,906,944 68.5 Uses & Expenses 09/10 PROPOSED BUDGET Finance & Administration 72 Finance and Administration Administration DEPARTMENT DESCRIPTION The Administration Department provides support to City departments through leading and managing Accounting, Facilities Construction and Maintenance, Fleet Management, Municipal Court, Purchasing, Information Technology 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 budget; monitors and updates long-term financial plan and prepares related policy recommendations; plans and coordinates city debt issuance, including presentations to bond rating agencies, and monitors the City’s utility rate structure to ensure financial stability of the City’s utility systems. The department also provides financial management and support to the both of the City’s economic development corporations, the 4A Georgetown Economic Development Corporation (GEDCO) and 4B Georgetown Transportation Enhancement Corporation (GTEC) as well as, various Public Improvement Districts and Tax Increment Reinvestment Zones. MAJOR DEPARTMENT GOALS • Ensure the City’s assets by maximizing available resources, minimizing costs, and protecting cash principle. • Plan for the City’s future financial growth, thus protecting and enhancing the City’s quality of life. • Be the leader in providing the highest level of service in administering the operating and capital budgets and implementing innovative approaches toward budgeting. • 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. • Foster a “customer-oriented” philosophy toward internal and external departments in the City. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/09 • Re-certified the City’s Investment Policy through the Government Treasurer’s of Texas (GTOT). • Assisted Water Services in updating the Water and Wastewater Impact Fees. • Assisted in conducting a review of all development related fees collected by the City of Georgetown. • Coordinated the 2009 Internal Customer Service Survey. • Conducted franchise audits on the City’s agreements with Atmos and Suddenlink. • Prepared and presented financial information resulting in an upgrade to the City’s bond rating from AA to AA+. • Coordinated an application for grant funding for technology enhancem ents for the upgrade of the City’s utility meter reading system. • Integrated the Information Technology (IT) department into the Finance Division. • Conducted a review of the City’s technology infrastructure to ensure it will meet the future needs for growth and services, and facilitated the development of an IT Master Plan. • Provided analysis for optional changes to the City’s retirement plan through Texas Municipal Retirement system to meet the goal of reducing the City’s unfunded pension liability. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/10 • Develop a funding strategy to implement the Wastewater Regional Master Plan. • Assist in creation of Tax Increment Reinvestment Zones for areas identified as growth corridors or redevelopment areas within the City. • Analyze the cost / benefit of purchasing commercial property for an industrial park to promote jobs and increase tax base. • Enhance the internal audit function to include review of utility billing, purchasing, accounts payable, investments and accounting. • Update the Bi-annual Citizen Survey to solicit feedback on City services to ensure the best use of resources. • Work with the General Government and Finance Subcommittee to solicit proposals and select the City’s external auditor. • Review the City’s depository contract and solicit bids for depository services. • Implement the City’s recently developed IT Master Plan. 73 ADMINISTRATION 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED Director of Finance 1 1 1 1 1 Asst. Director of Finance 0 0 1 1 1 Chief Utilities Analyst 0 1 1 1 1 Project Manager 0 0 0 1 1 Administrative Analyst 1 1 1 1 1 Administrative Assistant III 1 1 1 1 1 TOTAL 3 4 5 6 6 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. # of bond issues outstanding Amount of debt outstanding 28 $124,465,000 27 $116,053,477 27 $137,348,588 29 $120,880,533 31 $135,110,311 2. Utility customers 22,784 23,825 24,157 24,271 25,052 3. Adopted Annual Budget 4. Presentations to Council 5. # of total division employees $160,203,159 19 51 $158,532,151 18 48 $214,712,611 25 51 $170,493,171 28 56 $189,090,035 25 70 PERFORMANCE MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Receive GFOA Budget Award 2. Special projects completed/ initiated within the same fiscal year 3. Cost to produce budget document 4. Bond Rating: Standard & Poor’s Rating Group Moody’s Investors Service Yes 95% $86.42 AA- A1 Yes 95% $83.81 AA- Aa3 Yes 97% $90.00 AA AA3 Yes 95% $108.00 AA+ AA3 Yes 97% $110.00 AA+ AA3 DEPARTMENT BUDGET: JOINT SERVICES FUND MAJOR DEPARTMENTAL ISSUES: A project manager position was transferred from City Manager’s Office to provide oversight for the $15M in major technology projects currently underway. 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 249,880 406,146 405,766 Personnel 544,193 551,577 350,059 374,202 359,236 Operations 401,519 378,521 599,939 780,348 765,002 945,712 930,098 74 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 • Provide financial information in the form, frequency and timeliness needed for management decisions. • Provide for accurate and timely payments to City employees and vendors. • Provide financial reporting conformity with generally accepted accounting principles that receives the Government Finance Officers Association (GFOA) Certificate of Achievement. • Monitor budget revenues and expenses to ensure fiscal accountability and responsible use of City resources. • Ensure maximum safety of invested funds while achieving a competitive rate of return. • Foster a “customer-oriented” approach toward internal departments of the City. • Monitor internal controls to safeguard the City’s assets. • Reviewed cash handling procedures at the city’s Recreation Center to ensure good control while meeting the needs for providing expanded services. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/09 • Maximized credit card rebate program by encouraging use of credit cards for purchases under $1,000. • Implemented software options to expand electronic payments to vendors. • Coordinated franchise fee audits of external utility providers. • Expanded the auditing of City processes and internal controls to comply with all required auditing standards. • Segregated human resource and payroll duties to meet an audit mandate. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/10 • Evaluate the reporting needs of each department in relation to the internal control program. • Facilitate bi-annual City-wide training for relevant topics at the time. • Continue to develop internal control audits to identify possible loss revenues and handling of City assets. • Evaluate the City’s depository needs and assist in solicitation of bids for depository services. • Assist in the Request for Proposal process to solicit proposals for the City’s external audit. • Coordinate a City-wide committee to review possible changes to the City’s cell phone policy to continue to meet IRS regulations while reducing administrative cost and other difficulties in administering the policy. 75 ACCOUNTING 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED Controller 1 1 0 0 0 Accounting Manager 0 0 1 1 1 Chief Accountant 1 1 0 0 0 Accountant III 0 0 1 1 1 Accountant II 1 1 0 0 0 Accountant I 0 0 1 1 1 Accounting Specialist III 3 3 3 3 3 Accounting Specialist II 3 3 2 2 2 Utility Financial Analyst 1 0 0 0 0 TOTAL 10 9 8 8 8 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Vendor checks issued 11,960 10,794 13,500 15,400 16,000 2. Invoices processed 3. Payroll checks issued 17,500 12,611 15,774 13,800 20,800 13,800 21,000 14,000 21,500 14,200 4. Annual investment portfolio $56,267,152 $53,215,379 $75,000,000 $51,500,000 $53,000,000 5. # of grants Annual grant expenditures 11 $1,248,515 12 $494,950 4 $46,000 13 $1,563,600 3 $9,966,000 PERFORMANCE MEASURES ACTUAL 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Payments processed within vendor terms 92% 94% 96% 96% 96% 2. Manual payroll check percentage 3. # of securities purchased .17% 36 .29% 25 .15% 38 .15% 25 .15% 25 4. Internal customer rating of satisfied or better 87.7% N/A* 90% 94.4% N/A * The Internal Customer Service Survey is a bi-annual survey. DEPARTMENTAL BUDGET: JOINT SERVICES FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 576,138 516,600 515,877 Personnel 472,463 478,730 88,041 69,290 67,315 Operations 53,311 53,311 664,178 585,890 583,192 525,774 532,041 76 Finance and Administration Facilities Construction and Maintenance DEPARTMENT DESCRIPTION The Facilities Construction and 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 27 municipal buildings (approx. 377,000 sq.ft.). This department is responsible for developing and maintaining the Facilities 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 Construction and Maintenance is managed by the Support Services Construction Manager, who also oversees coordination and project management for construction and renovation of City buildings. MAJOR DEPARTMENT GOALS • Provide effective project management of all construction and renovation of City buildings and facilities. • Provide quality maintenance of City public facilities which fosters a safe and positive atmosphere for our employees and citizens. • Provide preventative maintenance services on all Heating Ventilating and Air Conditioning (HVAC) equipment, elevators, emergency generators, landscaping, copiers, and fire protection systems to ensure optimum operational efficiency and extend the life of capital investments. • Modify and update the internal service fund to provide a perpetual funding source for facility repairs and services. • Assist in the annual update of the 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 2008/2009 • Completed the construction/renovation of the Recreation Center. • Completed the installation of phase II of the wayfinding signs. • Provided construction management for the renovation to the unfinished kennel space at the Animal Shelter. • Completed the design and construction of the parking lots at McMaster Fields/Bark Park, Municipal Complex, the Community Center, 8th Street across from the Library, and City Hall. • Completed the installation of the “Watering Mules” statue on the City’s historic square. • Completed the relocation and upgrading of the Police impound lot. • Completed the installation of an energy management system at City Hall and the Municipal Complex. • Purchased and installed a complete security system, including cameras and door access readers for the Recreation Center. • Selected an architect and began the design of renovations to the Municipal Complex. • Initiated a site plan and building approval for the construction of a metal building to house the Facilities Maintenance Department. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Select an architect and initiate the design of Fire Station 5. • Complete the construction of the Facilities Maintenance/Police storage facility. • Select an architect for the design of the new Police Station and begin the design process. • Continue the process of purchasing equipment and implementing processes that reduce energy consumption. • Continue identifying security inadequacies and provide and implement solutions. • Complete renovations to the Municipal Complex to provide more efficient use of existing space. 77 FACILITIES MAINTENANCE 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED Support Services Construction Manager 1 1 1 1 1 Building Maint Tech Senior 2 2 2 2 2 Building Maint Tech 2 2 2 2 2 Facilities Coordinator 1 1 1 1 1 Capital Projects Manager 1 1 1 1 1 TOTAL 7 7 7 7 7 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Work orders processed 648 1097 1000 1156 1200 2. Facilities maintained 24 26 27 27 27 3. Square feet of facilities maintained 222,000 328,000 377,000 377,000 377,000 4. Service contracts managed 12 15 16 16 16 5. New construction dollars $12,980,000 $27,080,000 $12,000,000 $11,575,000 $1,489,000 PERFORMANCE MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Work orders / PM requests completed within 3 days 95% 96.5% 95% 97% 97% 2. New construction completed 60% 60% 90% 100% 90% 3. Avg. completion time per work order 4. Internal Customer Service rating of satisfied or better 5 days 89.2% 5 days N/A* 5 days 90% 5 days 97.4% 4 days 95% * The Internal Customer Service Survey is a bi-annual survey. DEPARTMENTAL BUDGET: FACILITIES FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 426,565 513,131 512,550 Personnel 491,440 491,440 109,094 133,113 119,036 Operations 119,331 119,331 17,041 3,500 3,500 Capital 552,700 649,744 635,086 610,771 610,771 78 Finance and Administration Facilities 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 CONTRACTS BUDGET: FACILITIES FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 19,555 31,500 31,500 Buildings & Structures 34,500 54,000 677,161 882,521 882,521 Lease and Contracts 826,209 845,309 240,210 330,990 366,588 Bldg. Improvements 320,958 320,958 27,552 241,898 140,000 Other Operating 60,000 60,000 964,478 1,486,909 1,420,609 1,241,667 1,280,267 By Function 09/10 10/11 11/12 12/13 13/14 Copier Replacement 34,500 54,000 34,500 34,500 34,500 Copier Maint. 32,013 29,113 29,113 29,113 29,113 Painting, Int. 29,000 35,000 13,000 7,000 7,000 Painting, Ext. 5,000 20,000 Roof Replacement 40,000 HVAC Replacement 25,000 85,000 70,000 Parking Lot Maintenance 13,500 31,500 10,000 18,000 Water Softer Maintenance 1,500 1,500 1,500 1,500 1,500 Pest Extermination 8,387 8,387 8,387 8,387 8,387 Carpet Replacement 44,000 41,000 10,000 47,000 Vinyl Replacement 13,500 5,000 Landscape Maintenance 124,987 124,987 124,987 124,987 124,987 Landscape Maintenance - PID 77,070 77,070 77,070 77,070 77,070 Tree Trimming 23,900 23,900 23,900 23,900 23,900 Fountain Maintenance 4,800 4,800 4,800 4,800 4,800 Janitorial Svcs. 392,640 392,640 392,640 392,640 392,640 Janitorial Supplies 36,484 36,484 36,484 36,484 36,484 HVAC Maintenance 53,845 53,845 53,845 53,845 53,845 Elevator Maintenance 17,880 17,880 17,880 17,880 17,880 Emergency Gen. Maint. 25,844 25,844 25,844 25,844 25,844 Racquetball Court Ceiling Tiles 4,500 Gym and Racquetball Floor Maintenance 25,000 Table and Chair Replacements 16,000 6,500 Overhead Door Maintenance 8,700 8,700 8,700 8,700 8,700 Halon/Fire Alarm Maintenance 1,700 1,700 1,700 1,700 1,700 Tennis Court Resurfacing 10,000 Dry Deck Security System Maintenance/Phone 47,599 47,599 47,599 47,599 47,599 Fire Extinguisher/Inspection 27,950 27,950 27,950 27,950 27,950 Seal Kennels floors 3,500 Audio Maintenance 1,000 1,000 1,000 1,000 1,000 Preventative Maintenance 86,178 86,178 86,178 86,178 86,178 Gate Maintenance 5,090 5,090 5,090 5,090 5,090 Total Costs by Function 1,162,567 1,261,167 1,058,667 1,148,167 1,072,667 By Function Airport Terminal 8,045 21,045 8,045 8,045 8,045 Airport Tower 17,762 17,762 17,762 17,762 17,762 Animal Shelter 18,906 20,406 18,906 18,906 22,406 Municipal Court/Council Chambers 34,674 23,674 18,674 18,674 30,174 City Office Building 35,829 25,829 25,829 47,329 25,829 Community Center 25,344 25,344 34,844 25,344 25,344 Park & Rec Administation 27,318 62,018 26,518 42,518 26,518 Fire Admin. 27,655 23,355 11,855 11,855 11,855 Fire Station #1 21,227 21,227 21,227 21,227 23,727 Fire Station #2 18,191 36,691 6,691 24,691 6,691 Fire Station #3 20,374 35,374 30,374 45,374 20,374 Fire Station #4 45,327 13,327 13,327 30,327 13,327 Old Library 5,445 5,445 5,445 5,445 5,445 Library 153,316 153,316 164,816 153,316 165,316 Madellia Hilliard 2,776 2,776 2,776 2,776 2,776 City Hall 52,275 112,275 52,275 63,775 63,775 Police Dept. Annex 7,675 32,675 10,675 7,675 7,675 Park & Ride Facility 1,957 4,957 1,957 1,957 1,957 Police Station 48,093 59,593 34,593 34,593 46,093 Recreation Center 177,209 186,909 175,409 175,409 200,409 Municipal Complex 132,386 146,886 132,386 155,386 109,386 Chamber Building 2,163 2,163 2,163 2,163 2,163 Scenic Drive Median 3,740 3,740 3,740 3,740 3,740 Williams Drive Median 824 824 824 824 824 Williams Drive & I35 Medians 824 824 824 824 824 Country Club Rivery 1,030 1,030 1,030 1,030 1,030 University Drive & I35 Medians 824 824 824 824 824 6th & Main Parking Lot Landscape Maint. 2,163 2,163 2,163 2,163 5,663 9th & Main Parking Lot Landscape Maint. 3,708 3,708 3,708 3,708 3,708 Fueling Station 4,635 4,635 4,635 4,635 4,635 4th & Austin Parking Lot Landscape Maint. 10,090 3,090 3,090 3,090 3,090 Industrial Lot 2,060 2,060 2,060 2,060 2,060 Main Street Landscape 12,000 12,000 12,000 12,000 12,000 Interway Signs 10,000 10,000 10,000 10,000 10,000 Tree Trimming at Parking lots 3,500 3,500 3,500 3,500 3,500 Georgetown Village Landscape Maint. (City Portion) 19,440 19,440 19,440 19,440 19,440 Georgetown Village Landscape Maint. (PID Portion) 77,070 77,070 77,070 77,070 77,070 GCAT 48,370 48,370 48,370 59,870 48,370 Grace Heritage Center 5,990 11,990 25,990 5,990 5,990 Tennis Center 72,352 22,852 22,852 22,852 32,852 Total Costs by Facility 1,162,567 1,261,167 1,058,667 1,148,167 1,072,667 Facilities Maintenance Internal Service Fund 80 Finance and Administration Information Technology DEPARTMENT DESCRIPTION The Information Technology Department (IT) provides information and technology management services in support of all City divisions. This includes: 1) Information Technology Adm inistration; and 2) Information Technology functional services that include Network Administration, Technology Training, Computer and Peripheral Support, Replacement, and Maintenance, Telephone System Management and Support, and Systems Administration. The department also manages the Information Technology Internal Services (ISF) Fund. MAJOR DEPARTMENT GOALS • Assist all City divisions in streamlining work processes through the use of technology. • Provide timely and accurate public information via the City’s websites. • Increase City-wide employee efficiency and effectiveness through technology training. • Provide cost-effective information technology management services. • Provide excellent customer service and support to all departments. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009 • Completed implementation of the new Active Network ACR ticket system. • Continued deployment of fax server for City-wide department use. • Successfully implemented Downtown Square Free Wireless Project in the City’s downtown square area. • Successfully implemented Council laptop project. • Continued with VMware server implementation. • Continued with City-wide fiber project and connection of facilities on new network. • Expanded free Wifi services to include Airport, Teen/Seniors Center, Emergency Operations Center (EOC), and Georgetown Municipal Complex (GMC). MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Complete priority systems failover project at the GMC to ensure continued operations. • Upgrade Microsoft Office 2003 to Office 2007. • Complete VMware implementation for all servers. • Assist in the implementation of the new Computer Aided Dispatch for Public Safety. • Complete the city-wide fiber facility project to have all City facilities connected. • Complete fax server project to provide services to all departments. • Upgrade Lotus Notes from version 6.5 to 8.5. • Complete Active Directory conversion. • Implement city-wide IT training program in conjunction with Finance training. • Begin implementation of the IT Master Plan. 81 INFORMATION TECHNOLOGY 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED IT Director 1 1 1 1 1 Technical Support Supervisor 1 1 1 1 1 Technical Support Specialist II 1 1 1 1 1 Technical Support Specialist I 1 1 1 1 1 Network Manager 1 1 1 1 1 Network Administrator 1 1 1 1 1 Lotus Notes Administrator 1 1 1 1 1 Webmaster 1 1 1 0 0 Systems Analyst 1 1 1 1 1 Helpdesk Specialist 1 1 1 1 1 Technical Support Specialist I (P/T) 0.5 0.5 0.5 0.5 0.5 TOTAL (FT/PT) 10/.5 10/.5 10/.5 9/.5 9/.5 PERFORMANCE MEASURES BUDGETED FY 06/07 ACTUAL FY 06/07 ACTUAL FY 07/08 PROJECTED FY 08/09 PROJECTED FY 09/10 1. % Help Desk calls resolved within service level standards 80% 85% 90% 90% 95% 2. # of hits to web site 4,500,000 4,000,000 2,800,000*** 2,500,000*** 2,500,000*** 3. % users with basic training in core applications 95% 95% 95% 95% 95% 4. Network uptime 5. Cost of service per user/per yr. 99.8% $2,989 99.8% $3,000 99.8% $2,340 99.9% $2,200 99.9% $3,145 * Now reporting new, purchased PC/Laptops/Toughbooks ** Anticipated increase due to elimination of the IT First Contacts Program *** New calculation method reduced total DEPARTMENTAL BUDGET: INFORMATION SERVICES FUND WORKLOAD MEASURES BUDGETED FY 06/07 ACTUAL FY 06/07 ACTUAL FY 07/08 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Help desk calls received 2,500 1,900 1,900 1,900 2,500** 2. Computers replaced/purchased* 293 55* 17* 77* 400* 3. # of computer users 410 417 452 475 475 4. # of servers managed 55 62 60 75 75 5. # of training sessions conducted 120 25 100 150 500 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 726,354 758,341 754,999 Personnel 689,274 689,273 199,677 205,417 194,966 Operations 192,671 195,907 926,031 963,758 949,965 881,945 885,180 82 Information Technology Capital Replacement The purchase and support of computers and peripherals, end-user training, major business applications, and the network system are included in this department. Costs are assessed on a per capita or per component basis, and charged back to the user division over the life of the equipment. Equipment is then purchased on a coordinated, centralized, pre-planned basis, which minimizes cost of purchase, maintenance, and training. Divisions are also charged for the maintenance of production applications and their proportionate use of network resources. CAPITAL REPLACEMENT CONTRACTS BUDGET: INFORMATION SERVICES FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 11,285 4,123 Personnel 2,925 2,925 508,256 602,623 503,023 Operating 890,981 590,981 186,262 562,312 340,020 Capital 280,440 206,231 694,518 1,176,220 847,166 1,174,346 800,137 Information Technology Internal Service Fund Services 09/10 10/11 11/12 12/13 13/14 First Contact meetings 1,200 1,200 1,200 1,200 1,200 Software 5,000 5,000 5,000 5,000 5,000 Technology Training 12,000 12,000 12,000 12,000 12,000 Annual Contracts 466,181 466,181 512,799 564,079 620,487 Printer/Switch Replacements 43,100 43,100 43,100 43,100 43,100 Desktop Operations 5,000 5,000 5,000 5,000 5,000 Network Operations 45,000 45,000 45,000 45,000 45,000 Contingency 13,500 13,500 13,500 13,500 13,500 Network Replacement Contingency 300,000 Total Services 890,981 590,981 637,599 688,879 745,287 Capital Outlays and Projects Replacement Network Hardware 280,440 206,231 226,854 249,540 274,493 Total Capital Replacement 280,440 206,231 226,854 249,540 274,493 Total IT Internal Service Fund 1,171,421 797,212 864,453 938,419 1,019,780 84 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, misdemeanor arrests, and animal violations, 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 and parking violations as part of the citywide code enforcement effort. The Municipal Judge holds monthly arraignment, juvenile, show cause, interpreter and trial dockets. The Judge also facilitates the Teen Court Program in conjunction with the Georgetown High School. One Senior Deputy Court Clerk, two Deputy Court Clerks, one Juvenile Case Manager and two Customer Service Representatives perform administrative and clerical activities. The department reports to the Court Administrator. MAJOR DEPARTMENT GOALS • Foster a “customer service” philosophy with court defendants, treating all with professional courtesy and respect. • Increase Court efficiency through streamlined procedures and automation. • Protect and preserve individual liberties of court defendants. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009 • Participated in annual warrant round up along with 175+ jurisdictions. • Increased court sessions by utilizing associate judge to decrease/maintain timeline for docket processing. • Implement statutory requirements mandated by the 81st Legislative session that take effect Sept. 2009. • Developed and implemented a police handout that provides court information to improve customer service. • Evaluated and revised warrant process. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Evaluate phone system , including an Interactive Voice Response (IVR) system, to increase court efficiency and improve customer service. • Prepare for relocation to a facility as directed and approved by Council. • Monitor timeline for docket processing and add additional dockets if needed. • Implement additional efficiencies during court sessions. • Participate in annual multi-jurisdictional warrant round up. • Implement statutory requirements mandated by the 81st Legislative session. • Implement proactive workload management process, including proactive collection and customer service improvement initiatives. 85 MUNICIPAL COURT 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED Municipal Court Administrator 1 1 1 1 1 Deputy Court Clerk 3 3 3 3 3 Juvenile Case Worker 1 1 1 1 1 Customer Service Rep I 2 2 2 2 2 TOTAL 7 7 7 7 7 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED 09/10 1. Number of cases filed 14,787 13,255 14,600 12,943 13,590 2. Number of courtesy letters 25,914 20,610 21,160 19,000 19,950 3. Number of warrants issued 3,169 2,615 3,105 4,277 4,491 4. Municipal Court fine revenue: Retained by City $1,022,113 $1,061,846 $1,223,950 $992,205 $1,041,815 Remitted to State $659,808 $551,673 $593,672 $500,000 $525,000 PERFORMANCE MEASURES ACTUAL 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Arraignment docket scheduling 60 days 90 days 90 days 60 days 90 days 2. Processing of ticket entry 2 days 2 days 2 days 2 days 2 days 3. Customer use of website 14,500 29,619 41,840 24,717 25,953 4. Warrants cleared as % of issued 18% 29% 30% 21% 30% 5. Citations issued through auto systems - % of total 90% 99% 99% 99% 99% 6. Bailiff attendance for court 99% 100% 100% 100% 100% 7. Collections per clerk – City portion $212,500 $176,974 $244,790 $165,367 $173,635 DEPARTMENTAL BUDGET: GENERAL FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 350,054 441,399 431,169 Personnel 427,301 433,252 121,724 114,952 107,439 Operations 108,951 111,305 471,778 556,351 538,608 536,252 544,557 86 Finance and Administration Purchasing DEPARTMENT DESCRIPTION The Purchasing 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 formal bid proceedings for items $50,000 and over; expediting materials; reviewing, developing and monitoring City contracts; and preparing recommendations to the City Council for material purchases over $25,000 and professional services over $15,000. The department regularly meets with using departments to review purchasing procedures and solicit ideas for improved efficiency. Purchasing is responsible for procuring and issuing cellular telephones and pagers. Purchasing also oversees the operation of the City's central receiving/distribution warehouses and is responsible for disposing of surplus items and conducting the annual citywide auction. MAJOR DEPARTMENT GOALS • Develop and maintain a level of performance considered above average by our customers while maintaining a high degree of efficiency and economy. • Provide the City of Georgetown user departments with needed materials and services by utilizing best value purchases in a timely manner. • Develop and maintain a positive and productive working relationship with all user departments. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009 • Educated City personnel in procurement procedures and State law b y conducting departmental training sessions. • Purchased major replacement equipment for all City divisions. • Partnered with other Williamson County municipalities to form an interlocal purchasing agreement to facilitate and improve the City’s purchasing power. • Standardized majority of City’s contracts and Master Service Agreements. • Developed a method of tracking task orders for Master Service Agreements. • Continued benchmarking actions taken to improve customer service delivery to internal customers. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Seek other cooperative purchasing groups that the City can utilize to improve their purchasing power and assist with the expansion of the purchasing alliance with other Williamson County municipalities. • Pursue obtaining professional purchasing certifications for staff to ensure a proficient and well-trained department and to assist with obtaining National Institute of Governmental Purchasing (NIGP) award in Purchasing. • Research and implement online auctioning of City surplus items and abandoned vehicles. • Develop standardized “Invitation to Bid” documents and prepare as templates to ensure consistency in bidding. • Research implementing contract notification system to alert Purchasing and using departments of contract and bid expirations and renewals. 87 PURCHASING 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED Purchasing Manager 1 1 1 1 1 Buyer II 1 1 1 1 1 Contract Specialist 0 1 1 1 1 Warehouse Superintendent 1 1 1 1 1 Warehouse Clerk II 2 2 2 2 2 Warehouse Clerk I 1 1 1 1 1 TOTAL 6 7 7 7 7 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Purchase orders entered 7,520 7925 7,800 7700 7800 2. Inventory items disbursed by requisition 20,737 20,757 22,500 16,650 18,000 3. Inventory deliveries received 4. Formal bids processed 2,515 59 2,440 66 2,550 70 2,000 70 2,400 70 PERFORMANCE MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Registered vendor (cumulative) 2. Registered Georgetown vendors (cumulative) 510 70 550 70 550 105 714 70 750 75 3. Contracts completed NA NA 125 170 170 4. Cost of Inventory disbursed $4,866,677 $3,876,570 $5,300,000 $3,250,000 $3,500,000 5. Gross revenue from Impound/ Surplus Auction 6. Internal Customer Service rating of satisfied or better $5,899** 97% $63,665 NA* $50,000 95% $33,443 97.6% $35,000 97% *Internal Customer Service Survey is a bi-annual Survey. ** Library auction only DEPARTMENTAL BUDGET: JOINT SERVICES FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 349,505 431,638 429,159 Personnel 425,246 430,826 108,958 112,207 104,970 Operations 102,243 102,131 458,462 543,845 534,129 527,489 532,957 88 Finance and Administration Utility Office DEPARTMENT DESCRIPTION The Utility Office Team, consisting of both office and field personnel, reads utility meters, bills and collects for all City utility services, as well as, handling new development service 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. MAJOR DEPARTMENT GOALS • Ensure the efficient delivery of timely and accurate billing and payment information to our customers. • Develop and maintain quality utility programs and innovative services that are administered in a friendly, helpful manner. • Respond to customer requests and issues quickly and fairly, with the intention of satisfying each customer. • Increase public awareness of utility issues and topics through proactive communication with customers. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009 • Reviewed and updated Utility Office Procedure Manual to reflect utility billing and collection process improvements implemented over the last year. • Organized comprehensive energy audits for City Facilities through the State Energy Conservation Office (SECO) and Johnson Controls to identify ways to reduce energy consumption, by the City, in order to comply with Senate Bill 12. • Completed the implementation of Energy Depot, the on-line energy audit software, to be used by utility customers as a tool to support their energy conservation efforts pertaining to electric and water consumption. • Worked with Georgetown Utility Systems (GUS) to establish an Evaporative Cooling Rate for large businesses that use cooling towers and evaporative chillers. • Worked with GUS to conduct an irrigation pilot program in Sun City to identify the most beneficial methods to encourage water conservation in the irrigation utility. • Integrated the operations portion of the Automated Meter Reading (AMR) Dept into the Utility Office to gain efficiencies, reduce meter reading time, and increase the time available to customers to pay their utility bills. • Participated on the Advanced Metering Infrastructure (AMI) / Customer Information System (CIS) Project team that is tasked with acquiring and implementing both a new AMI system to read utility meters and a CIS to bill and collect for customers’ utility services, as well as, contract for a complete review and update of our Information Technology (IT) infrastructure. • Worked with GUS and IT to acquire grant funding from stimulus money available through the American Recovery and Reinvestment Act of 2009. • Created and implemented the Red Flag Identity Theft Policy for the City of Georgetown, as mandated by the Fair and Accurate Credit Transaction Act (FACTA) of 2003, and amended in 2007. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Develop a Request for Proposal (RFP) as the first step in acquiring a new Customer Information System (CIS) with an open architecture and greater functionality. • Develop and execute a process for the review, ranking and selection of a CIS System from the vendors responding to the RFP. • Begin planning and initiate the implementation of the new CIS System and the associated interfaces. 89 UTILITY OFFICE 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED Utility Office Manager 1 1 1 1 1 Utility Billing Account Supervisor 1 1 1 1 1 Customer Service Supervisor 1 1 1 1 1 Utility Payment Coordinator 1 1 1 1 1 Customer Service Representative III 1 1 1 1 1 Customer Service Representative II 2 2 2 2 2 Customer Service Representative I 3 3 3 3 3 Development Account Specialist 1 1 1 1 1 Field Customer Service Rep II 2 2 2 2 2 Field Customer Service Rep I 2 2 2 2 2 AMR Systems Operator 0 2 2 2 2 AMR Meter Reader 0 1 1 1 1 TOTAL 15 18 18 18 18 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Work orders processed 20,285 18,927 25,000 20,791 21,297 2. Payments processed 269,756 287,478 318,000 298,958 310,916 Walk-in / Drive-thru 40,264 35,833 40,000 38,702 34,781 Mail / Other 229,492 251,645 278,000 260,256 276,135 3. Customers paying by ACH Draft 2,061 2,261 2,250 2,366 2,471 4. Families helped by the Good Neighbor Fund (GNF) 120 201 125 240 280 PERFORMANCE MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Utility payment collection rate 99.9958% 99.9954% 99.9950% 99.9955% 99.9955% 2. Avg. monthly customer service cost per account $3.75 $3.72 $3.63 $4.52* $4.65 3. % of face to face payments @ GMC 14.93% 12.46% 12.0% 12.95% 11.19% 4. % of payments made through non- contact 85.07% 87.54% 87.00% 87.05% 88.81% 5. % of customers contributing to the Good Neighbor Fund 6.92% 6.84% 6.00% 5.96% 5.50% *Average monthly cost of customer service per account has risen for FY 08/09 because the operations portion of the AMR Dept was reassigned to the Utility Office in Oct 2008. DEPARTMENTAL BUDGET: JOINT SERVICES FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 716,300 959,575 950,228 Personnel 940,885 953,123 328,026 361,112 348,606 Operations 378,036 382,767 22,214 45,380 1,000 Capital 0 0 1,066,540 1,366,067 1,299,834 Subtotal - Department 1,318,921 1,335,890 165,986 250,000 250,000 Credit Card Fees 230,000 230,000 257,976 200,000 350,000 Bad Debt 300,000 320,000 1,500 0 0 Insurance Deductible 0 0 47,559 39,000 39,000 Contracts - Other 59,000 59,000 1,539,560 1,855,067 1,938,834 1,907,921 1,944,890 90 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 for inspection and either repaired in-house or referred to outside shops for specialized service. 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 • Ensure a safe and efficient fleet for City operations. • Preserve mechanical, electrical and hydraulic integrity of the City’s fleet, thus extending the useful life of City assets. • Decrease vehicle down time through efficient, cost-effective operations. • Maintain the integrity of the City’s fleet through effective management of the Fleet Internal Service Fund. • Foster a “customer-oriented’ approach toward internal and external customers. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009 • Increased the number of Automotive Service Excellence (ASE) and Emergency Vehicle Technician (EVT) certifications held by Vehicle Service Center (VSC) staff from 56 to 63. • Received recognition from the National Institute for Automotive Service Excellence that professional staff met the standards set forth by the ASE Blue Seal of Excellence Program. • Purchased two new backhoes for the Street and Water Departments and a trailer for hauling. • Purchased and outfitted two new dump trucks. • Purchased a new Electric utility bucket truck. • Implemented fuel monitoring reports to safeguard against negligent use of City fuel. • Coordinated reprogramming of Motorola digital radios in City vehicles. • Continuied the replacement process for converting Police cameras from analog to digital system. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Continue to increase professionalism for all mechanics by obtaining ASE and EVT Certifications. • Purchase replacements for two wire pulling trailers and a mower. • Purchase a roadside mower for cutting right-of-ways. • Purchase a replacement utility service truck. • Continue with hybrid vehicle testing program to measure cost effectiveness and efficiency for expansion as future vehicle replacements to various City departments. • Research alternative fuels for use in City fleet. 91 VEHICLE SERVICE CENTER 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED Service Center Supervisor 1 1 1 1 1 Mechanic III 2 2 2 2 2 Mechanic II 1 1 1 1 1 Mechanic I 2 2 2 2 2 TOTAL 6 6 6 6 6 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 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 343 1-69 1-142 2,893 373 1-75 1-146 2,653 388 1-77 1-149 3,000 391 1-78 1-149 2,657 399 1-80 1-150 3,000 5. Gallons of fuel used per year: Unleaded gasoline 96,447 98,148 99,062 93,116 96,185 Diesel fuel 84,232 93,777 83,019 95,738 98,131 PERFORMANCE MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. # of ASE and EVT certifications held by VSC Staff 47 56 60 63 65 2. Percent of budget sent out for service/repairs 28% 35% 30% 29% 30% 3. Average age of City fleet:  Police - Patrol  GUS & other dept.  Fire Trucks  Fire Prevention  Other Equipment 2 yrs 5 yrs 8 yrs 4 yrs 8 yrs 3 yrs 5 yrs 8 yrs 5 yrs 8 yrs 3 yrs 6 yrs 7 yrs 6 yrs 8 yrs 3 yrs 7 yrs 9 yrs 6 yrs 7 yrs 4 yrs 8 yrs 9 yrs 7 yrs 8 yrs 4. Internal Customer Service rating of satisfied or better 90% N/A 95% 95% N/A DEPARTMENTAL BUDGET: FLEET MANAGEMENT FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 336,356 392,950 389,058 Personnel 391,917 391,917 450,133 513,551 504,344 Operations 487,014 487,162 786,489 906,501 893,402 878,931 879,079 92 Finance and Administration Vehicle Replacement & Insurance The purchases of vehicle replacements, vehicle specific equipment and radio 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. All vehicles except Public Safety (Police and Fire) and Street heavy equipment, are assigned an annual lease value, which the leasing department pays into the Internal Service Fund. The lease payments made by the various departments enable the Internal Service Fund to schedule equipment and vehicle replacements. Public Safety vehicles, such as fire apparatus and patrol vehicles, as well as, street heavy equipment are funded through a debt funded replacement program. The Public Safety replacement program was initiated in 2002/03 and includes five-year (if needed) replacements for all patrol vehicles and a ten year (if needed) fire apparatus plan. Heavy street equipment was added to the ten-year replacement program in 2004/05. Each year’s replacement costs are included in the City’s annual short-term debt funding plan. CAPITAL REPLACEMENT & INSURANCE BUDGET: FLEET MANAGEMENT FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 107,809 115,755 115,755 Insurance 115,755 115,755 117,302 91,433 91,433 Contracts & Leases 91,433 91,433 520,371 1,786,000 687,270 Capital Outlay 372,000 1,634,000 745,482 1,993,188 894,458 579,188 1,841,188 Fleet Management Internal Service Fund Capital Replacement 09/10 10/11 11/12 12/13 13/14 Georgetown Utility Systems Replacement Cost 90,000 118,500 266,500 114,000 304,750 Number of Units 2 4 6 4 4 Transportation Services Replacement Cost 55,000 167,500 202,800 197,000 250,500 Number of Units 1 4 6 4 4 Community Development Replacement Cost 38,000 38,000 19,000 Number of Units 2 2 1 Finance & Administration Replacement Cost 33,500 115,100 6,500 112,500 Number of Units 4 3 1 4 Fire Services Replacement Cost 60,000 475,000 450,000 630,000 Number of Units 2 2 1 3 Management Services Replacement Cost 30,000 Number of Units 1 Community Services Replacement Cost 16,000 31,500 58,000 136,500 101,000 Number of Units 1 2 4 6 3 Police Services Replacement Cost 870,500 922,000 676,000 768,000 Number of Units 20 21 14 20 W & WW Treatment Facilities Replacement Cost 37,000 284,500 30,000 204,000 70,000 Number of Units 1 4 2 4 2 Insurance/Radio Maintenance Annual Cost 207,188 207,188 207,188 207,188 207,188 Total Fleet Replacment Costs 405,188 1,841,188 2,276,588 2,029,188 2,462,938 Total Replacements/Purchases 54 34 43 6 4 1 Fleet ISF Funded 405,188 1,841,188 2,276,588 2,029,188 2,462,938 Bond Funded - (Pub Safety/Streets)