HomeMy WebLinkAbout08 - Finance and Administrationa�
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Finance & Administration
Administration
Page 132
Accounting
Page 130
Municipal Court
Page 144
Purchasing & Properties
Page 146
Facilities Maintenance
(Includes Internal Service Fund)
Page 134
Fleet Management
(Includes Internal Service Fund)
Page 138
Utility Office
Page 148
FINANCE & 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.
Beginning in 1998/99 the Customer Service/Meter Reader department is included with the Utility Office. The
Division also manages the City's internal service funds for Facilities and Fleet.
DIvISI01`T FINANCIAL SUMiIARY:
Accounting
Administration
Facilities Maintenance
Facilities Main. Contracts
Vehicle Service Center
Capital Replacements & Ins
Municipal Court
Purchasing & Properties
Utility Office
TOTAL
Employees - Full Time Equivalents
1 Facilities Maint 2 Administration
4 Vehicle S,,
2 Municipal Court
5.5 Purchasing
31.5 Total Employees
kccounting
iffice
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1998/99 125
97/98
96/97
97/98
Projected
98/99
99/00
Actual
Budget
Actual
Adopted
Projected Base
211,800
268,976
268,965
262,295
262,295
230,071
246,599
246,433
287,487
284,487
42,165
48,642
48,642
48,021
48,021
341,502
392,000
392,000
351,313
440,113
317,843
352,433
352,433
363,094
373,191
1,256,147
1,025,226
962,968
715,280
378,416
105,952
122,872
122,272
129,129
129,129
243,714
286,415
286,415
288,763
288,763
522,632
557,609
543,830
583,362
520,096
3,271,826
3 300,772
3,223,958
3,028,744
2,724,511
Employees - Full Time Equivalents
1 Facilities Maint 2 Administration
4 Vehicle S,,
2 Municipal Court
5.5 Purchasing
31.5 Total Employees
kccounting
iffice
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1998/99 125
a � -1 -MRg7G0%
MI. -
92D
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FINANCE & ADMINISTRATION
126 ANNUAL OPERATING PLAN ELEMENT 1998199
ENDS & MEANS
Economic Development
Policy End 1.0. Georgetown's economy is self-sustaining through diversified growth, abroad tax base with
minimal impact from economic fluctuation, enhanced business opportunity and job creation.
Focus End 1.7. The City provides financial and nonfinancial incentives to promote economic
development.
Means (98-03) Assist City Manager's Office and Georgetown Industrial Foundation with economic
development activities by administering grants and providing financial and utility information.
(Accounting, Administration, Utility Office)
Facilities & Services
Policy End 4.0. The City provides for the safety of its citizens and supports the responsive delivery of
coordinated services by the City and other public agencies.
Means (96-99) Perform security audits and modify City facilities to provide secure working areas for
citizens and employees. (Facilities Maintenance)
Means (96-99) Work with Police Services to assess, design and construct office space for the remodel
of the Police Services building. (Purchasing & Properties)
Means (98-00) Create an alternative fueling site for City vehicles in the northwest quadrant of
Georgetown. (Vehicle Service Center)
Means (98-00) Coordinate a city-wide facility review and implement a renovation, expansion and
replacement process to include Public Library, Animal Shelter, Community Owned Utilities
Compound and City Hall. (Purchasing & Properties)
Focus End 4.2. The City has a high level of employee satisfaction and retention.
Means (97-99) Participate on the Human Resource Software Selection Team with Employee &
Organizational Services and Information Resources to automate the City's human resource
functions as well as update and modify the City's payroll system. (Accounting, Employee &
Organizational Services, Information Resources)
Focus End 4.9. Georgetown's fire protection is adequate and equitable throughout the City.
Means (97-00) Assist Fire Services with the design, bidding, and construction of Fire Station No. 4.
(Purchasing & Properties)
Finance
Policy End 5.0. All municipal operations are conducted in an efficient business -like manner and sufficient
financial resources for both current and future needs are provided.
_. FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1998/99 127
Means (96-00) Coordinate the design and implementation of a city-wide Ends achievement
(performance) measurement system. (Administration)
Means (96-00) Implement a project accounting system for tracking expenditures for capital
improvements, grants and other special projects. (Accounting)
Means (97-00) Design and implement five and ten year financial plans for the City. (Accounting,
Administration)
Means (97-99) Create a procedures manual to provide documentation for all court processes.
(Municipal Court)
Means (98-99) Prepare a request for proposal and award a contract for City depository services.
(Accounting, Administration)
Means (98-99) Diversify City investments by researching local government investment pools for
alternatives to the City's current options. (Accounting, Administration)
Means (98-00) Review and expand current capital maintenance and replacement plans to ensure all
City assets and infrastructure are adequately funded. (Administration, Purchasing & Properties)
Means (98-03) Provide administrative support for code enforcement by processing code violations
through Municipal Court. (Municipal Court, Development Services, Fire Services)
Governmental Affairs
Policy End 6.0. A high level of cooperation and involvement exists among Georgetown's citizens and
governmental organizations.
Means (98-03) Pursue additional cooperative purchasing agreements with other local governmental
entities. (Purchasing & Properties)
Focus End 6.2. The City develops and coordinates service delivery policies with Williamson County, the
Georgetown Independent School District and other organizations that provide services to
Georgetown.
Means (97-99) Review intergovernmental support of service delivery between the City and Williamson
County. (Administration)
Utilities/Energy
Policy End 14.0. Georgetown's utility systems provide safe and reliable service which meets the needs of all
citizens and promotes the economic health of the community.
Focus End 14.1. Customers of the City's electric utility have a range of choices with respect to rates,
service levels and power supply options.
FINANCE & ADMINISTRATION
128 ANNUAL OPERATING PLAN ELEMENT 1998/99
Means (96-99) Assist Community Owned Utilities with the implementation of the automated meter reading and
time of use tracking portions of the Customer Choice & Control (CCC) System. (Utility Office)
Means (96-00) Work with Community Owned Utilities to develop and implement a utility marketing
strategy and new rate structure that fully utilizes the CCC System. (Administration, Utility
Office)
Means (98-99) Implement a marketing program that provides the customer the option of rebating a
percentage of their electric bill to a non-profit organization. (Utility Office)
Means (98-99) Redesign the utility bill to establish a more customer friendly and informative format.
(Utility Office)
Means (98-00) Design and implement a customer information system to replace utility billing software
to accommodate time of use rates and expand customer services and information.
(Administration, Utility Office)
Focus End 14.5. The City's utility policies and practices promote and encourage the protection and
conservation of Georgetown's environment and natural resources.
Means (96-00) Work with Community Owned Utilities to implement water conservation programs and
services to reduce peak water demands, including implementing a conservation rate structure.
(Administration, Utility Office)
For an explanation of the Ends & Means, seepages one and two in the City Summary section.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1998/99
129
WHAT WE Do:
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,
reviews 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 and
budget reports, tracks the City's capital
improvements and grant projects, monitors bond
proceed disbursements and pays the City's debt
service.
WHAT WE ACCOMPLISHED IN 1997/98:
• Received GFOA's award for "Excellence in
Financial Reporting" for the City's 1996
Comprehensive Annual Financial Report for
the tenth consecutive year.
• Assisted the Purchasing and Properties
department with implementation of the City's
credit card program for local purchases less
than $800.
• Coordinated the Texas Capital Fund
economic development grants for:
• Advanced Cable Services, L.P.
• Advanced Metal Systems, Inc.
• Alu-Cut International, Inc.
• Hewlett Chevrolet, Oldsmobile, Buick, Inc.
• Reedholm Instruments Co.
• Schunk Quartz, Inc.
• Texas Electric Cooperatives, Inc.
• Xycarb Ceramics USA, Inc.
• Implemented dial -in cash management
software for monitoring and maintaining
City's cash balances with local depository.
130
• Created an Accounting procedures manual for
documenting daily, weekly, monthly, quarterly
and annual procedures and provided cross -training
for critical areas of responsibility.
• Assisted Community Owned Utilities in tracking
the financial costs of the City's capital
improvement projects.
WHAT WE PLAN TO ACCOMPLISH IN 1998/99
(SIGNIFICANT MEANS):
• Continue coordination and close out of the Texas
Capital Fund economic development grants for:
• Alu-Cut International, Inc.
• Hewlett Chevrolet, Oldsmobile, Buick, Inc.
• Texas Electric Cooperatives, Inc.
• Water Park
• Presidio in the Rivery
• Gantt Aviation
• Prepare RFP and award contract for City
depository services.
• Research local government investment pools for
alternatives to the City's current investment pool
options.
• Implement project accounting software for use by
City departments to assist in tracking expenditures
for capital improvements, grants and other special
projects.
• Revise the City's travel policy to further streamline
the process and eliminate duplication associated
with the City's credit card policy.
• Participate on the Human Resource Software
Selection Team to automate the City's human
resource functions as well as update and modify
the City's payroll system.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1998/99
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
96/97 97/98 Projected
Actual Budget Actual
4/1 5/1 5/1 # Employees
168,782 213,471 213,460 Personnel
43,018 52,965 52,965 Operations
0 2,540 2,540 Capital
211,800 268,976 268,965
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
98/99
99/00
ACTUAL
BUDGETED
PROJECTED
PROPOSED
ACTIVITY INDICATORS
FY 96/97
FY 97/98
FY 97/988
FY 98/99
1)
Vendor checks issued
11,677
12,225
13,500
13,500
2)
Invoices processed
42,780
45,000
46,000
46,000
3)
Annual investment portfolio
$17,525,141
$20,000,000
$22,000,000
$22,000,000
4)
Number of grants
11
19
20
16
Annual grant expenditures
$1,228,603
$2,300,000
$2,600,000
$3,900,000
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
96/97 97/98 Projected
Actual Budget Actual
4/1 5/1 5/1 # Employees
168,782 213,471 213,460 Personnel
43,018 52,965 52,965 Operations
0 2,540 2,540 Capital
211,800 268,976 268,965
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
98/99
99/00
Adopted
Projected Base
(% Change *)
(% Change **)
5/1
5/1
217,117 (1.7%)
217,117 (0.0%)
45,178 (-14.7%)
45,178 (0.0%)
0 (-100.0%)
0 (N/A)
262,295 (-2.5%)
262,295 (0.0%)
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 131
WHAT WE DO:
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 budget process, and the
preparation and publication of the Annual Operating
Plan Element (budget) of the Georgetown Century
Plan; and presentations to bond rating agencies. The
Director of Finance & Administration actively
participates in the City's utility marketing and electric
deregulation strategies. In addition, the Department
coordinates and operates the Resource Management
Annex for Emergency Management situations.
1, WHAT WE ACCOMPLISHED IN 1997/98:
j n • Received GFOA Distinguished Budget
�j Presentation Award for ninth consecutive year.
1�
• Assisted in leadership development training for
supervisors.
• Coordinated refunding of all utility system
1 revenue that resulted in modernized, more flexible
bond covenants and reduced the average annual
debt service requirements by $322,000 or 13%.
• Coordinated new general obligation and utility
revenue debt issues for electric system
improvements, Pecan Branch Wastewater
Treatment Facility, police station remodeling,
park facilities and stormwater drainage
improvements.
• Redesigned the Annual Operating Plan process by
adding initial phase of city-wide strategic
planning, shifting preparation process to reflect
team values and focusing on Georgetown Century
Plan areas.
132
• Conducted citizen focus groups, composed of
City board and commission members, to prepare
for 1998/99 Annual Operating Plan and citizen
survey.
• Designed Citizen Satisfaction Survey and
coordinated an action plan based on results. (Part
of the performance measurement system.)
• Worked with City Manager's Office to produce
quarterly citizen newsletter.
WHAT WE PLAN TO ACCOMPLISH IN 1998/99
(SIGNIFICANT MEANS):
• Prepare a consolidated City Fee & Rate
Handbook that includes the origin of rates and
administrative responsibilities.
• Utilize feedback from Citizen Survey to focus and
improve City services for citizens.
• Expand City debt management policy.
• Formalize City five-year financial forecast models
and expand them to ten years.
• Continue implementing performance measures
and benchmarking for City, including conducting
annual citizen survey.
• Implement monthly City financial status summary
report for use by City Manager's Office.
• Review and expand current capital maintenance
and replacement plans to ensure all City assets
and infrastructure are adequately funded.
• Review intergovernmental support of service
delivery between the City and Williamson
County.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1998/99
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
96/97 97/98 Projected
Actual Budget Actual
2/0 2/0 2/0 # Employees
107,526 109,025 108,859 Personnel
120,685 137,574 137,574 Operations
1,860 0 0 Capital
230,071 246,599 246,433
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
98/99
ACTUAL
BUDGETED
PROJECTED
PROPOSED
ACTIVITY INDICATORS
FY 96/97
FY 97/98
FY 97/98
FY 98/99
1) a) Number of bond issues outstanding*
12
14
9
10
b) Amount of debt outstanding
$36,000,000
$39,480,000
$44,805,000
$47,880,000
2) Utility customers
11,715
12,860
13,533
14,615
3) Adopted annual budget
$70,970,786
$74,892,670
$75,078,535
$73,271,213
* In 1997/98 Utility revenue debt was refunded
and consolidated into one single debt issue.
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
96/97 97/98 Projected
Actual Budget Actual
2/0 2/0 2/0 # Employees
107,526 109,025 108,859 Personnel
120,685 137,574 137,574 Operations
1,860 0 0 Capital
230,071 246,599 246,433
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
98/99
99/00
Adopted
Projected Base
(% Change *)
(% Change **)
2/0
2/0
110,373
(1.4%)
110,373 (0.0%)
177,114
(28.7%)
174,114 (-1.7%)
0
(NIA)
0 (N/A)
287,487
(16.7%)
284,487 (-i.o%)
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 133
WHAT WE DO:
The Facilities Maintenance Department provides
janitorial service for approximately 117,000 square
feet of City buildings (Municipal Building, City
Offices, City Hall, Police Station, Public Library,
Police Department Annex, Recreation Center,
l Community Owned Utilities and the Development
W Services facility) on a regular basis. During 1998/99
Ujanitorial services and landscape maintenance will
continue to be contracted out. Light maintenance,
painting, landscape maintenance, roofing and air
r'1 conditioning repairs for City facilities are also
provided for those buildings, plus the three Fire
Stations, Community Center, Airport Terminal,
Madella Hilliard Center, Katy Lake Training Facility
n l and the Recreation Center. This department performs
monthly inspections of each facility to identify existing
or potential problems and corrects those situations.
This department is managed by the Support Services
Director and staffed by one full-time Facilities
Maintenance Worker.
WHAT WE ACCOMPLISHED IN 1997/98:
• Replaced air conditioning/heating units at the
Madella Hilliard Center, the Community Center,
Community Owned Utilities and City Offices.
• Performed exterior painting to the City Office
Building, Fire Station No.2 and Katy Lake
Training Facility.
• Implemented an incentive -based janitorial
contract to improve service and customer
Usatisfaction.
WHAT WE PLAN TO ACCOMPLISH IIT 1998/99:
• Perform security audits of the Library and
Municipal Building to ensure the safety of
citizens and employees.
• Perform energy audits on City Hall and the Police
Department Annex to ensure energy efficiency.
134
• Perform facility improvements as approved in the
Facility Maintenance Internal Service Fund
including:
• Replace air conditioning units at Fire Station
No.1 and the Community Center
• Remodel the Police Annex Building to
accommodate a training room and break area.
• Develop and implement a new work order
management process which will more closely
monitor time spent on repairs for each facility.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1998/99
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
96/97 97/98 Projected
Actual Budget Actual
1/0 1/0 1/0 # Employees
32,040 36,435 36,435 Personnel
10,125 12,207 12,207 Operations
42,165 48,642 48,642
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT
98/99
99/00
ACTUAL
BUDGETED
PROJECTED
PROPOSED
ACTIVITY INDICATORS
FY 96/97
FY 97/98
FY 97/988
FY 98/99
1)
Work orders processed
285
330
330
358
2)
Facilities maintained
14
16
16
17
3)
Square footage of facilities
maintained
96,500
117,500
117,500
126,500
4)
Service contracts managed
6
6
6
6
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
96/97 97/98 Projected
Actual Budget Actual
1/0 1/0 1/0 # Employees
32,040 36,435 36,435 Personnel
10,125 12,207 12,207 Operations
42,165 48,642 48,642
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT
98/99
99/00
Adopted
Projected Base
(% Change *)
(% Change **)
1/0
1/0
35,280 (-3.2'/0)
35,280 (o.o%)
12,741 (4.4%)
12,741 (0.0%)
48,021 (-1.3%)
48,021 (o o%)
135
INTERNAL SERVICE FUND
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. Major projects for 1998/99 include:
• Replacement of the air conditioning units at Fire Station No. l and the Community Center; and
• Copier replacement for the Recreation Center, Fire Station No. 1, the Airport and Development Services.
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
98/99
99/00
96/97
97/98
Projected
Adopted
Projected Base
Actual
Budget
Actual
(% Change *)
(% Change **)
132,250
43,840
43,840
Bldgs. Structs. Grds
75,182 (71.5%)
71,082
168,928
195,481
195,481
Lease and Contracts
188,831 (-3.4%)
188,831 (0.0%)
20,054
74,179
74,179
Bldg. Improvements
36,200 (-51.2%)
133,700 (269.30/.)
2,680
5,000
5,000
Special Svs & Legal
15,000 (200.0%)
5,000 (-66.7%)
1,225
7,500
7,500
Contingency (Non -R)
7,500 (0.0%)
7,500 (o.o%)
16,365
66,000
66,000
Furniture & Fixtures
28,600 (-56.7%)
34,000 (18.9%)
341,502 392,000 392,000
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
136
351,313 (40.4%) 440,113 (25.3%)
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1998/99
Facilities Maintenance
Internal Service Fund.
98/99 99/00 00/01 01/02 02/03
By Function
Copier Replacement
26,600
34,000
25,500
25,500
25,500
Copier Maint.
18,101
18,101
18,101
18,101
18,101
Painting
0
3,700
1,500
1,500
11,500
Roof Replacement
0
100,000
0
0
0
HVAC Replacement
36,200
0
0
0
14,000
Pest Extermination
1,856
1,856
1,856
1,856
1,856
Flooring Replacement
0
30,000
33,000
10,300
6,700
Landscape Maintenance
33,500
33,500
33,500
33,500
33,500
Janitorial Svcs.
127,839
127,839
127,839
127,839
127,839
Maintenance Services
47,705
47,705
47,705
47,705
47,705
HVAC Maintenance
23,377
23,377
23,377
23,377
23,377
Elevator Maintenance
2,735
2,735
2,735
2,735
2,735
Emergency Gen. Maint.
4,800
4,800
4,800
4,800
4,800
Contingency
7,500
7,500
7,500
7,500
7,500
Special Services
5,000
5,000
5,000
5,000
5,000
Programs & Projects:
2,200
2,200
2,200
2,200
2,200
Facilities Planning
10,000
0
0
0
0
Repl. walk-in freezer at Com. Center
2,000
0
0
0
0
Sand/seal wood floors at Rec Center
4,100
0
0
0
0
Total Costs by Function 351,313 440,113 332,413 309,713 330,113
By Facilities
Airport Terminal
2,661
361
361
361
361
City Hall
11,462
11,462
19,962
11,462
25,462
City Office Building
24,029
24,029
24,029
32,529
32,529
Community Center
30,875
30,875
5,875
5,875
5,875
COU Compound
19,340
23,340
23,840
20,840
27,840
Fire Services
37,371
27,371
18,871
18,871
18,871
Katy Lake Training Facility
8,570
10,270
8,570
8,570
8,570
Library
31,731
135,231
31,731
31,731
39,731
Madellia Hilliard
4,296
4,296
4,296
4,296
10,496
Municipal Building
32,266
42,766
70,766
40,766
32,266
Police Dept Annex
6,352
6,352
6,352
14,852
10,352
Park & Ride Facility
3,000
3,000
3,000
3,000
3,000
Police Station
27,292
33,292
35,792
27,292
35,792
Recreation Center
45,820
37,320
37,320
47,620
37,320
Development Services
27,948
27,948
19,448
19,448
19,448
Industrial Building
2,200
2,200
2,200
2,200
2,200
Roadway Medians
7,500
7,500
7,500
7,500
7,500
Contingency
7,500
7,500
7,500
7,500
7,500
Special Services
5,000
5,000
5,000
5,000
5,000
Programs & Projects
16,100
0
0
0
0
Total Costs by Facilities
351,313
440,113
332,413
309,713
330,113
J FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 137
VI The department also manages the Fleet Internal
Service Fund, writes specifications for new vehicle and
Uequipment purchases, and performs new product
0 t� research. The department reports to the Support
,jW Services Director.
WHAT WE ACCOMPLISHED IN 1997/98:
• Participated in Leadership development training.
• Increased ASE certifications, one mechanic
became ASE Master in Automobile, another
became ASE certified in Automobile
Electrical/Electronic systems and Suspension &
Steering, also in Medium/Heavy Truck Diesel
engines and Electrical/Electronic systems.
FINANCE & ADMINISTRATION
138 ANNUAL OPERATING PLAN ELEMENT 1998/99
WHAT WE DO:
• Coordinated the replacement of the 800 MHZ
radio system for COU.
The Vehicle Service Center mission is to provide our
customers with a safe and efficient fleet in a
• Installed equipment in 13 new vehicles.
professional and friendly environment. The team has
a agreement that each member will maintain a positive
attitude, be flexible, dependable and trustworthy. To
WHAT WE PLAN TO ACCOMPLISH IN 1998/99
c I
be accountable for their action and hold each other
(SIGNIFICANT MEANS):
f'1
accountable. Demonstrate leadership in ways which
contribute to the team's success.
• Replace and/or equip 20 new vehicles.
-lW
T
The department portion of Fleet Management performs
• Participate in leadership development training.
routine maintenance and mechanical repairs on all City
n;, \
equipment and vehicles. The department, with the
• Evaluate an alternative fueling site in the
W
assistance of computerized records showing
northwest part of Georgetown.
r
maintenance history, performs a scheduled inspection
of all City vehicles to ensure safe and efficient
operation of vehicles and to prevent and minimize
future repairs needs. All vehicles needing repairs are
�)
brought to the Vehicle Service Center for inspection
+
U
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 has two ASE certified Master
Automobile technician, one ASE certified Master
rn
Medium/Heavy Truck technician, one mechanic is
ASE certified in Automobile Brakes, and one
V 1
mechanic is ASE certified in Medium/Heavy Truck
Brakes.
VI The department also manages the Fleet Internal
Service Fund, writes specifications for new vehicle and
Uequipment purchases, and performs new product
0 t� research. The department reports to the Support
,jW Services Director.
WHAT WE ACCOMPLISHED IN 1997/98:
• Participated in Leadership development training.
• Increased ASE certifications, one mechanic
became ASE Master in Automobile, another
became ASE certified in Automobile
Electrical/Electronic systems and Suspension &
Steering, also in Medium/Heavy Truck Diesel
engines and Electrical/Electronic systems.
FINANCE & ADMINISTRATION
138 ANNUAL OPERATING PLAN ELEMENT 1998/99
ACTIVITY INDICATORS
1) Number of City -owned vehicles
& equipment
2) Mechanic to vehicle ratio
3) Number of work orders per year
4) Quantity of fuel used per year
a) Unleaded gasoline
b) Diesel fuel
ACTUAL
BUDGETED
PROJECTED
PROPOSED
FY 96/97
FY 97/98
FY 97/98
FY 98/99
231
233
244
249
1-77
1-79
1-81
1-83
2,057
3,468
3,240
3,640
107,926 gal.
112,414 gal.
113,722 gal.
119,408 gal.
28,670 gal.
31,022 gal.
30,160 gal.
32,850 gal.
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
96/97 97/98 Projected
Actual Budget Actual
4/0 4/0 4/0 # Employees
133,599 146,561 146,561 Personnel
169,993 205,872 205,872 Operations
14,251 0 0 Capital
317,843 352,433 352,433
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT
98/99
99/00
Adopted
Projected Base
(% Change *)
(% Change **)
4/0
4/0
154,023 (5.1%)
154,023 (0.0°x°)
209,071 (1.6%)
219,168 (4.8%)
0 (N/A)
0 (N/A)
363,094 (3.0%)
373,191 (2.8%)
139
CAPITAL 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 from the Fleet Management Fund. Each vehicle, piece of
equipment and all 800 MHZ radio system 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. In 1997/98 the fleet consisted of 244 vehicles with
an average age of 6 years.
WHAT WE ACCOMPLISHED IN 1997/98:
FINANCE & ADMINISTRATION
140 ANNUAL OPERATING PLAN ELEMENT 1998/99
VEHICLES / EQUIPMENT PURCHASED/RETAINED
FOR 1997/98
DEPARTMENT
Inspection Services
.Hi _ .. TYP . nUANTTTY
1998 1/2 Ton Pickup
1
replacement
Fleet Maintenance
1998 1/2 Ton Pickup
1
replacement
Electric Department
1998 Crane Truck
I
additional
Parks & Recreation
1998 1/2 Ton Pickup
1
replacement
Parks & Recreation
1998 5 Gang Reel Mower
1
additional
Parks & Recreation
1998 10' Bat Wing Mower
1
additional
Parks & Recreation
1985 1/2 Ton Pickup
1
retained
Police Department
1998 4 Door Sedan
3
replacement
Police Department
19914 Door Sedan
1
retained
Police Department
1990 4 Door Sedan
I
retained
Police Department
1989 4 Door Sedan
I
retained
Pump Maintenance
1998 3/4 Ton Pickup
I
replacement
Street Department
1998 Dump Truck
1
replacement
Street Department
1997 Roller
1
replacement
Street Department
1998 Loader
1
replacement
Street Department
1998 Dump Bed
1
additional
Street Department
1998 Mosquito Sprayer
1
additional
Street Department
4' Backhoe Bucket
1
additional
Street Department
1998 Street Sweeper
I
additional
Wastewater
1998 Backhoe
1
replacement
Wastewater
1998 Utility Bed
1
replacement
Wastewater
1998 Crane
1
additional
Water Distribution
1998 Fork Lift
1
replacement
Water Distribution
1998 Arrow Board & Trailer
1
additional
Fire Operation
1997 Pumper Truck
I
additional
Total
27
FINANCE & ADMINISTRATION
140 ANNUAL OPERATING PLAN ELEMENT 1998/99
WHAT WE PLAIN TO ACCOMPLISH IN 1998/99:
DEPARTMENT
Electrical Department
Electrical Department
COU System Engineer
Pump Maintenance
Water Distribution
Water Distribution
Wastewater
Street Department
Street Department
Fleet Maintenance
Parks & Recreation
Parks & Recreation
Police Department
Police Department
Police Department
VEHICLES / EQUIPMENT REQUESTED FOR
PURCHASE/RETAINAGE 1998/99
VEHICLE TYPE
1999 3/4 Ton Pickup
1999 Digger Truck
1999 S-10 Pickup
1999 3/4 Ton Pickup
1999 3/4 Ton Pickup
1999 Air Compressor
1999 3/4 Ton Pickup
1999 Landscape Tractor & Box
1999 Rotary Broom
1999 3/4 Ton Pickup
1999 1/2 Ton Pickup
1999 Mower
1999 4 Door Sedan
1992 4 Door Sedan
19914 Door Sedan
QUANTITY
1 additional
1 replacement
1 additional
1 replacement
1 replacement
1 replacement
1 replacement
1 additional
1 replacement
1 replacement
3 replacement
2 replacement
4 replacement
2 retained
1 retained
Total 22
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 141
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
96/97 97/98 Projected
Actual Budget Actual
98/99 99/00
Adopted Projected Base
(% Change *) (% Change **)
55,012
55,561
57,968
Insurance
55,561
(-4.20/.)
55,561
(0.0%)
4,930
10,000
10,000
Insurance Ded
10,000
(0.0%)
10,000
(0.0%)
50,226
46,000
46,000
Contracts & Leases
57,630
(25.3%)
57,630
(0.0%)
0
5,600
5,600
Special Project
0
(-100.0%)
0
(N/A)
1,145,979
908,065
843,400
Capital Outlay
592,089
(-29.8%)
255,225
(-56.9%)
1,256,147
1,025,226
962,968
715,280
(-25.7%)
378,416
(47.1%)
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
FINANCE & ADMINISTRATION
142 ANNUAL OPERATING PLAN ELEMENT 1998/99
Fleet Management
Internal Service Fund.
98199 99100 00101 01102 02103
Caaital Replacement
Community Owned Utilities
24,460
45,125
36,910
46,900
105,695
Replacement Cost
286,000
35,250
215,950
267,600
204,302
Number of Units
6
2
5
13
6
Parks, Library & Recreation
Community Services
62,929
51,850
4,200
22,300
36,850
Replacement Cost
0
0
25,000
7,620
40,750
Number of Units
0
0
1
1
2
Development Services
Replacement Cost 0 0 0 0 21,000
Number of Units 0 0 0 0 1
Finance & Administration
Replacement Cost 32,000 17,500 0 0 16,500
Number of Units 1 1 0 0 1
Fire Services
Replacement Cost 0 17,500 17,500 0 18,500
Number of Units 0 1 1_ 0 1
Management Services
24,460
45,125
36,910
46,900
105,695
Replacement Cost
0
0
32,000
0
0
Number of Units
0
0
2
0
0
Parks, Library & Recreation
Replacement Cost
62,929
51,850
4,200
22,300
36,850
Number of Units
5
4
_ 1
3
3
Police Services
Replacement Cost 88,000 88,000 132,000 172,000 110,000
Number of Units 4 4 6 8 5
Equipment (City-wide)
24,460
45,125
36,910
46,900
105,695
Total Replacement Costs
493,389
255,225
463,560
516,420
553,597
Number of Units Replaced
16
12
16
25
19
Programs & Projects:
Community Owned Utilities
Landscape Tractor - Streets
40,000
3/4 Ton Truck w/utility bed - Electric
30,300
Truck for CIP Coordinator (new position)
14,500
Number of Units
3
Communication Equipment
Base radio - Fire Services
6,000
Hand held radios - Fire Services
6,600
Radio for CIP Coordinator (new position)
1,300
Program & Project Costs
98,700
Number of New Units
3
Total Fleet ISF Capital Costs
592,089
255,225
463,560
516,420
553,597
Total Replacements/Purchases
19
12
16
25
19
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 143
FINANCE & ADMINISTRATION
144 ANNUAL OPERATING PLAN ELEMENT 1998/99
WHAT WE DO:
• Implemented an ordinance to collect a security fee
on convictions in order to fund the services of a
The Municipal Court handles the judicial processing of
bailiff/security officer and pay for security
Class C misdemeanors that originate from traffic
equipment for the courtroom.
citations, citizen complaints, code violations, and
misdemeanor arrests. In addition to the judicial
• Participated in the city's leadership development
processing, the Court prepares dockets, schedules
process.
trials, processes juries, records and collects fine
payments, and issues warrants for Violation of Promise
to Appear and Failure to Appear.
WHAT WE PLAN TO ACCOMPLISH IN 1998/99:
The Municipal Judge holds monthly arraignment
• Provide administrative support for code enforcement
dockets and trials. A Court Clerk and a Deputy Court
by processing code violations through the Municipal
Clerk perform administrative and clerical activities.
Court.
The department reports to the Senior Accountant.
0
• Create a procedures manual to provide
-
The Court is directed by the Court Team, which was
documentation for all court processes.
empowered by the City Manager to make decisions
within established guidelines. This cross divisional
• Participate in the Texas Municipal Court Clerks
team is made up of individuals who either impact or
Certification program.
are affected by Municipal Court. Team members
include the Municipal Court Judge, City Prosecutor,
Court Clerk, Deputy Court Clerk, Lieutenant of Patrol
Services, Police Information Management Director,
Police Records Team Leader and Senior Accountant.
The Team's accomplishments include:
improving the warrant process;
U
• managing the caseload through arraignment
dockets;
enhancing the flow of communication between
Police and Court; and
• converting the Court caseload management system.
WHAT WE ACCOMPLISHED IN 1997/98:
• Contracted with the Texas Department of Public
Safety to assist with warrant collections through
denial of drivers license renewals.
• Developed an automated tracking system for.teen
court participants to assist with the administration
of the teen court program.
FINANCE & ADMINISTRATION
144 ANNUAL OPERATING PLAN ELEMENT 1998/99
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
ACTUAL
BUDGETED
PROJECTED
PROPOSED
ACTIVITY INDICATORS
FY 96/97
FY 97/98
FY 97/98
FY 98/99
1) Number of cases filed
4,174
3,750
5,235
6,500
2) Number of courtesy letters
5,287
6,000
5,448
5,900
3) Number of warrants issued
987
1,200
1,050
1,175
4) Municipal Court fine revenue:
63,978 Personnel
63,977 (-o.o%)
63,977 (o.o%)
49,736
Retained by City
$155,368
$135,000
$210,000
$240,000
Remitted to State
$80,022
$80,500
$98,000
$123,000
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
105,952 122,872 122,272
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT
129,129 (5.6%) 129,129 (o.o°i°)
M,M
97/98
98/99
99/00
96/97
97/98
Projected
Adopted
Projected Base
Actual
Budget
Actual
(% Change *)
(% Change **)
2/0
2/0
2/0 # Employees
2/0
2/0
56,216
64,024
63,978 Personnel
63,977 (-o.o%)
63,977 (o.o%)
49,736
58,848
58,294 Operations
65,152 (11.8%)
65,152 (o.o%)
105,952 122,872 122,272
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT
129,129 (5.6%) 129,129 (o.o°i°)
M,M
1�
w
t�
WHAT WE DO:
The Purchasing & Properties Department procures all
supplies, equipment, and services for all departments
within the City organization. Procurement activities
include establishing annual contract 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 $15,000. The department regularly meets with
using departments to review purchasing procedures
and solicit ideas for improved efficiency. This
department also manages facility construction or
remodeling and coordinates the purchases and
installations for the 800 MHZ radio communications
system. The Support Services Director serves as a
member of the County -wide 800 MHZ radio system
communications cooperative which overees the
operations of the 800 MHZ radio system. Purchasing
also oversees all communication systems currently in
use by the City including pagers, telephones and
cellular telephones.
Purchasing & Properties oversees the operation of the
City's central receiving/distribution warehouse. The
warehouse stocks and delivers various janitorial,
office, automotive, and utility supplies. Fixed asset
inventory co%trol is another function of the
Department. Inventory control involves identifying
and tagging all items to be added to the inventory and
also involves the disposal of surplus or salvage
property. This department reports to the Support
Services Director.
WHAT WE ACCOMPLISHED IN 1997/98:
• Worked with Fire Services to complete the
construction and start up of the Sun City Fire
Station.
• Participated as a member of the county -wide 800
MHZ radio system communications cooperative
whose duties included establishing participation
fees and division of maintenance costs.
• Implemented City credit card program for local
purchases less than $800.
• Coordinated and worked with Community
Owned Utilities in the development of a master
site plan for their compound.
• Worked as the project manager for the design and
initial construction phase of the Police
Department remodeling.
• Completed the renovation of the Police
Department chimney to ensure that it is
structurally sound.
• Coordinated the bidding of the Texas Capital
Fund Grant projects which included: Advanced
Cable Services, Schunk/Xycarb, Alu-Cut
International, and Cooperative Way.
WHAT WE PLAN TO ACCOMPLISH INT1998/99:
• Work with Fire Services on the design and
construction of Fire Station No.4
• Expand cooperative purchasing agreements with
Williamson County, the City of Round Rock and
Georgetown Independent School District, for
items such as office supplies and cellular phones.
• Complete the renovation of the Police Services
building.
• Participate as a member of the county -wide 800
MHZ radio system communications cooperative
to plan for an upgrade of the system to
accommodate growth.
• Review and expand current capital maintenance
and replacement plans to ensure all City assets
and infrastructure are adequately funded.
• Coordinate a city-wide facility review and
implement a renovation, expansion and
replacement process to include Public Library,
Animal Shelter, Community Owned Utilities
Compound and City Hall.
FINANCE & ADMINISTRATION
146 ANNUAL OPERATING PLAN ELEMENT 1998/99
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
96/97 97/98 Projected
Actual Budget Actual
5/0 5/0.5 5/0.5 # Employees
163,905 188,114 188,114 Personnel
79,809 94,801 94,801 Operations
0 3,500 3,500 Capital
243,714 286,415 286,415
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1998/99
98/99
ACTUAL
BUDGETED
PROJECTED
PROPOSED
ACTIVITY INDICATORS
FY 96/97
FY 97/98
FY 97/98
FY 98/99
1) Purchase orders entered
9,472
10,000
10,514
10,500
2) Inventory items disbursed
73,336
80,000
80,669
85,000
3) Inventory items received
14,582
15,000
15,311
16,000
4) Formal bids processed
53
60
61
69
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
96/97 97/98 Projected
Actual Budget Actual
5/0 5/0.5 5/0.5 # Employees
163,905 188,114 188,114 Personnel
79,809 94,801 94,801 Operations
0 3,500 3,500 Capital
243,714 286,415 286,415
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1998/99
98/99
99/00
Adopted
Projected Base
(% Change *)
(% Change **)
5/0.5
5/0.5
191,514 (1.8%)
191,514 (0.0%)
97,249 (2.6%)
97,249 (0.0%)
0 (-100.0%)
0 (N/A)
288,763 (0.80/.)
288,763 (0.0%)
147
WHAT WE DO:
•
Added service option for customers that are gone
The primary goal of the Utility Office is to maintain
for three consecutive months or more to have
and increase the City's total number of satisfied utility
their garbage service suspended during their
customers. The Utility Office Team, consisting of
absences.
both office and field personnel, accomplishes this by
providing innovative, friendly services and accurate
•
Implemented a $0.50/month increase in the
information.
stormwater drainage fee to fund needed capital
improvements.
The Utility Office maintains centralized cash
collection services for the City, as well as handling
•
Worked with Development Services and
for utility service connects, disconnects, and
Information Resources to design and implement
Urequests
transfers; bad debt and non-payment issues; and
an electronic method of relaying permit and
J customer assistance with conservation and utility
inspection information between Development
programs, payment options and arrangements, and
Services, the Utility Office, and eventually,
billing questions.
Community Owned Utilities.
•
Updated Utility Office procedures and
-, WHAT WE ACCOMPLISHED IN 1997/98:
documented them in notebook form for easy
reference.
• Assisted Community Owned Utilities in
implementing the Automated Meter Reading
•
Completed a staff cross -training program to
Program, managing the replacement of over
insure workload coverage in the event of staff
3,000 water meter registers.
absences or turn -over.
• Added a new payment option that allows
customers to have their utility bill drafted to a
WHAT WE PLAN TO ACCOMPLISH IN 1998/99:
credit card.
•
Work with Community Owned Utilities to revise
• Worked with Community Owned Utilities to
water and electric rates that reflect the new
design a utility marketing strategy.
marketing strategy and utilize the Customer
Choice & Control (CCC) system.
• Conducted a promotional campaign for the
automatic bank draft program, which increased
•
Continue to assist Community Owned Utilities in
draft participation by 44% in three months.
completing the implementation of the automated
meter reading portion of the Customer Choice &
1
1 • Discovered and replaced malfunctioning water
Control (CCC) system.
and electric meters, saving the City lost revenues.
•
Implement a marketing program that provides the
• Implemented the Ambassador Program, in which
customer the option of rebating a percentage of
the meter readers hand deliver Newcomer Packets
their electric bill to a non-profit organization.
to new utility customers when connecting their
utilities.
•
Work with Community Owned Utilities and
Information Resources to design and acquire a
• Composed a Utility Office mission statement and
new utility customer information system.
team contract to clearly define the department's
goals and objectives.
•
Redesign the utility bill to establish a more
customer friendly and informative format.
• Provided a toll free number for the Utility Office
to compliment the existing phone-in programs.
FINANCE & ADMINISTRATION
148 ANNUAL OPERATING PLAN ELEMENT 1998/99
V
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
ACTUAL
BUDGETED
PROJECTED
PROPOSED
ACTIVITY INDICATORS
FY 96/97
FY 97/98
FY 97/98
FY 98/99
1) Number of work orders processed
14,903
15,688
14,326
15,472
2) Number of payments processed
146,880
155,160
156,688
169,223
3) Ambassador Program packets delivered
N/A
N/A
480
1,560
4) Customer assists handled in the field
286
325
364
400
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
SIGNIFICANT CHANGES:
Effective October 1, 1998, the Customer Service department of Community Owned Utilities, consisting of the four
members of the Meter Reading staff, will be transferred to the Utility Office. This change is in anticipation of the
Spring 1999 completion and implementation of the automated meter reading portion of the Customer Choice and
Control (CCC) system. Until then, this staff will continue to provide meter reading services for the City. Once the
automated system is in place and functional (no later than 1999/00), two of the current meter reading positions will
be transferred to Community Owned Utilities. The remaining positions will continue to perform new service and non-
payment connects and disconnects, handle customer complaints, and manually read a limited number of water meters
at construction locations that are not yet connected to the automated system.
The prior year costs for the Customer Service department have been restated and included with the Utility Office for
comparison purposes.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1998/99
149
97/98
98/99
99/00
96/97
97/98
Projected
Adopted
Projected Base
Actual
Budget
Actual
(% Change *)
(% Change **)
11/0
11/0
I1/0
#Employees
11/0
9/0
292,552
319,013
306,234
Personnel
331,349
(8.2%)
279,683 (-15.6%)
188,604
198,596
197,596
Operations
211,713
(7.1%)
200,413 (-5.3%)
3,601
0
0
Capital
300
(N/A)
0 (-100.0%)
484,757
517,609
503,830
Subtotal - Department
543,362
(7.8%)
480,096 (-11.6%)
37,875
40,000
40,000
Bad Debt
40,000
(0.0%)
40,000 (0.0%)
522,632
557,609
543,830
583,362
(7.3%)
520,096 (40.8%)
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
SIGNIFICANT CHANGES:
Effective October 1, 1998, the Customer Service department of Community Owned Utilities, consisting of the four
members of the Meter Reading staff, will be transferred to the Utility Office. This change is in anticipation of the
Spring 1999 completion and implementation of the automated meter reading portion of the Customer Choice and
Control (CCC) system. Until then, this staff will continue to provide meter reading services for the City. Once the
automated system is in place and functional (no later than 1999/00), two of the current meter reading positions will
be transferred to Community Owned Utilities. The remaining positions will continue to perform new service and non-
payment connects and disconnects, handle customer complaints, and manually read a limited number of water meters
at construction locations that are not yet connected to the automated system.
The prior year costs for the Customer Service department have been restated and included with the Utility Office for
comparison purposes.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1998/99
149
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FINANCE & ADMINISTRATION
150 ANNUAL OPERATING PLAN ELEMENT 1998/99