HomeMy WebLinkAbout06-Finance and AdministrationFinance
and
Administration
The Finance & Administration Division serves City departments and citizens through Accounting, Administration,
Facilities Maintenance, Fleet Management, Municipal Court, Purchasing & Properties and the Utility Office. The
Division also manages the City's internal service funds for Facilities and Fleet. In 2001/02, oversight of the City’s
Sanitation Services was assigned to the Division and is managed through the Utility Office.
Municipal Court
Page 66
Accounting
Page 52
Facilities Maintenance
(Includes Internal Service Fund)
Page 58
Fleet Management
(Includes Internal Service Fund)
Page 62
Purchasing & Properties
Page 68
Sanitation
Page 72
Utility Office
Page 70
Finance & Administration
Administration
Page 56
01/02 03/04
00/01 01/02 PROJECTED ESTIMATED
ACTUAL BUDGET ACTUAL BASE
Accounting 364,857 372,919 372,855 465,473 (24.8%)475,822
Administration 321,388 308,601 302,676 338,373 (11.8%)348,344
Facilities Maintenance 59,746 63,044 63,029 67,072 (6.4%)67,285
Facilities Main. Contracts 551,432 506,837 481,926 435,510 (-9.6%)547,630
Vehicle Service Center 461,546 491,881 489,029 470,460 (-3.8%)468,571
Capital Replacements & Ins. 620,330 813,448 813,348 1,158,805 (42.5%)924,710
Municipal Court 165,364 198,548 186,238 211,750 (13.7%)219,663
Court Fees SRF 7,274 40,195 25,000 56,097 (124.4%)21,700
Purchasing & Properties 356,054 379,367 379,367 382,602 (0.9%)352,122
Utility Office 474,047 663,960 654,837 876,345 (33.8%)894,087
Sanitation Contracts 2,228,640 2,392,539 2,374,208 2,630,567 (10.8%)2,725,186
Division Total 5,610,678 6,231,339 6,142,513 7,093,054 (15.5%)7,045,120
* Percent change of 02/03 Adopted from 01/02 Projected Actual
00/01 01/02 01/02 03/04
PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL PROJECTED
Accounting 6.75/.5 6.75 6.75 7.75
Administration 2 2 2 2
Facilities Maintenance 1 1 1 1
Vehicle Service Center 4/.5 4/.5 4/.5 4/.5
Municipal Court 2.5 3 3 3
Purchasing and Properties 6 6 6 6
Utility Office 9 10 10 11
Total (FT/PT) 31.25/1.5 32.75/.5 32.75/.5 34.75/.5
7.75
2
1
34.75/.5
4/.5
3
6
11
Finance and Administration
02/03
ADOPTED
02/03
ADOPTED
(% Change*)
Operations
62%
Personnel
24%
Capital
14%
1,629,265
2,630,567
502,582
465,473
382,602
338,373
267,847
876,345
0 200,000 400,000 600,000 800,000 1,000,00
0
1,200,00
0
1,400,00
0
Municipal Court
Administration
Purchasing & Properties
Accounting
Facilities Maintenance
Utility Office
Vehicle Service Center
Sanitation Contracts
54
Finance and Administration
Accounting
DEPARTMENT DESCRIPTION
The Accounting Department is responsible for keeping accurate financial records for the City and providing financial
and related information to division directors, department heads, and council members when they make financial
decisions for the City. The Department pays accounts payable promptly by issuing and mailing checks weekly,
processes the City's payroll and related reports, tracks investments and cash flow of all City funds, maintains the
general ledger and monitors internal controls, prepares interim and annual financial budget and investment reports,
tracks the City’s capital improvements and grant projects, monitors bond proceed disbursements and pays the
City's debt service.
MAJOR DEPARTMENT GOALS
h Provide financial information to all users in the form, frequency and timeliness needed for management
decisions.
h Provide for accurate and timely payments to City employees and vendors.
h Provide financial reporting conformity with generally accepted accounting principles that receives the
Government Finance Officers Association (GFOA) Certificate of Achievement.
h Monitor budget revenues and expenses to ensure fiscal accountability and responsible use of City resources.
h Ensure maximum safety of invested funds while achieving a competitive rate of return.
h Foster a “customer-oriented” approach toward internal departments of the City.
h Monitor internal controls to safeguard the City’s assets.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002
h Implemented check-signing software to provide highest possible safeguards for possible check fraud.
h Conducted an internal customer satisfaction survey to assess departmental performance.
h Completed process and awarded bid for depository services to enhance management of City funds.
h Assisted with a cost of service study for the Electric Utility to provide the basis for an unbundled rate structure
in anticipation of electric deregulation.
h Implemented an automated timekeeping system to streamline the payroll process.
h Reviewed and updated internal procedures to provide better internal control.
h Received the GFOA Certificate of Achievement for the 15th consecutive year for the Comprehensive Annual
Financial Report.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003
h Implement Governmental Accounting Standards Board Statement Number 34, as mandated for reporting
purposes.
h Review fixed asset policy to ensure future compliance with GASB 34 infrastructure reporting requirements.
h Implement project accounting for the City’s $15,303,700 Capital Improvements Program budget.
ACCOUNTING
00/01
ACTUAL
01/02
BUDGET
01/02
ACTUAL
02/03
ADOPTED
03/04
PROJECTED
Accountant I
Accountant II
Accounting Specialist
Chief Accountant
Controller
Payables Supervisor
Utilities Financial Analyst
Total (FT/PT)
.75
1
2.5
1
1
1
0
6.75/.5
.75
1
2
1
1
1
0
6.75
.75
1
2
1
1
1
0
6.75
.75
1
2
1
1
1
1
7.75
.75
1
2
1
1
1
1
7.75
55
WORKLOAD MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. Vendor checks issued 11,586 11,750 11,500 11,200 11,300
1. Invoices processed
2. Payroll checks issued
N/A
10,044
10,300
10,050
10,500
10,300
10,500
9,800
10,700
9,900
3. Annual investment portfolio $31,881,869 $36,910,331 $31,000,000 $31,000,000 $35,000,000
4. # of grants
Annual grant expenditures
27
$2,117,492
17
$421,488
5
$136,095
13
$253,034
4
$74,675
PERFORMANCE MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. Payments processed within
vendor terms N/A N/A 95% 81% 86%
2. Payroll check accuracy N/A N/A 98% 99% 98%
3. % of budgeted interest received 154% 148% 100% 85% 100%
4. Internal customer rating of
satisfied or better N/A N/A 95% 97% 97%
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
Staff resources for the upcoming year will be dedicated to the implementation of Governmental Accounting
Standards Board Statement No. 34, which mandates additional reporting requirements at the entity-wide level.
A utilities financial analyst is added in 2003 to provide support for capital project accounting and assist in reviewing
cost of service rate structures.
01/02 03/04
00/01 01/02 PROJECTED 02/03 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
308,787 322,546 322,490 Personnel 404,168 405,110
56,070 50,373 50,365 Operations 61,305 70,712
364,857 372,919 372,855 465,473 475,822
56
Finance and Administration
Administration
DEPARTMENT DESCRIPTION
The Administration Department provides support to City departments through leading and managing Accounting,
Facilities Maintenance, Fleet Management, Municipal Court, Purchasing & Properties and Utility Office. This
department plans and directs the City's financial activities: accounting, purchasing, tax collections, billings, financial
reporting, and debt and investment management. The department directs the City’s budgeting process; the
preparation and publication of the Annual Operating Plan Element (budget) of the Georgetown Century Plan;
monitors and updates long-term financial plan and prepares related policy recommendations; and plans and
coordinates city debt issuance, including presentations to bond rating agencies. Other projects include working
with Georgetown Utility Systems (GUS) and the Utility Office on the City’s utility services and electric deregulation
strategies.
MAJOR DEPARTMENT GOALS
h Ensure the City’s assets by maximizing available resources, minimizing costs, and protecting cash principle.
h Plan for the City’s future financial growth.
h Be the leader in providing the highest level of service in administering the operating and capital budgets and
implementing innovative approaches toward budgeting.
h Evaluate and make recommendations on City operations and procedures to make the City more effective in
providing services to the citizens of Georgetown and more efficient in the use of City resources.
h Foster a “customer-oriented” philosophy toward internal and external departments in the City.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002
h Assisted in the development of the Georgetown Transportation Enhancement Corporation (GTEC) budget for
transportation improvements and related funding issues.
h Completed the 2002 Citizen’s Guide to the Budget, providing budget and financial information to the public.
h Rewrote the Fiscal and Budgetary Policy, refining the City’s long-range financial plan to ensure financial
stability, while eliminating the General Fund reliance on utility fund subsidies.
h Worked with TIP Development Strategies, Inc. to provide Council with a comprehensive economic analysis of
the Sun City, Texas development.
h Completed a historical analysis of economic development projects and their impact on the community.
h Assisted City departments with developing and measuring performance indicators for use in budgetary
decision making processes.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003
h Coordinate the 2002/03 bond issues for both City and GTEC projects.
h Analyze financial impacts of various development projects to ensure minimal financial risk to the City.
h Develop a capital leasing program for City equipment that is cost efficient and easy to administer.
h Review cost of service needs for all utility services and recommend fee and rate adjustments as needed.
h Conduct a citizen survey for feedback on City programs and services to be incorporated into the annual
budget process.
h Update the Division web page, providing City financial information in a user-friendly format.
h Develop a cost/benefit analysis tool to determine financial viability of future annexations.
ADMINISTRATION
00/01
ACTUAL
00/01
BUDGET
01/02
ACTUAL
02/03
ADOPTED
03/04
PROJECTED
Division Director
Administrative Assistant
1
1
1
1
1
1
1
1
1
1
Total 2 2 2 2 2
57
WORKLOAD MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. # of bond issues outstanding
Amount of debt outstanding
12
$54,360,000
13
$54,095,000
14
$57,340,700
13
$54,805,000
14
$57,042,982
2. Utility customers 15,718 16,939 17,755 17,700 18,400
3. Adopted Annual Budget
4. Presentations to Council
$72,139,529
N/A
$83,770,537
12
$90,149,928
15
$96,006,001
12
$88,444,862
15
PERFORMANCE MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. Receive GFOA Budget Award
2. Special projects completed/
initiated within the same fiscal year
3. Avg. cost to produce budget
document
4. Bond Rating:
Standard & Poor’s Rating Group
Moody’s Investors Service
Yes
N/A
$40.00
A
A2
Yes
N/A
$39.24
A
A2
Yes
95%
$40.00
A+
A1
Yes
95%
$40.67
A+
A1
Yes
95%
$30.00
A+
A1
DEPARTMENT BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
Increases in 2002/03 are due to utilities and building costs, previously funded in the Purchasing Department.
01/02 03/04
00/01 01/02 PROJECTED 02/03 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
136,981 150,373 149,805 Personnel 155,238 155,984
181,913 158,228 152,871 Operations 183,135 192,360
2,494 Capital
321,388 308,601 302,676 338,373 348,344
58
Finance and Administration
Facilities Maintenance
DEPARTMENT DESCRIPTION
The Facilities Maintenance Department provides building maintenance,
facilities construction management, major and minor renovations,
supervision of architects and consultants, janitorial services, landscape
services, equipment replacement and emergency repairs for
approximately 20 municipal buildings (approx. 190,000 sq.ft.). This
department is responsible for developing and maintaining the Facilities
Maintenance Internal Service Fund which provides a repair/replacement
schedule for various building maintenance items and equipment, and
charges a lease fee to each building occupant to fund the repairs. The
department conducts monthly inspections of each facility to identify
existing or potential problems and corrects those situations. Facilities
Maintenance is managed by the Support Services Director.
MAJOR DEPARTMENT GOALS
h Provide quality maintenance of City of Georgetown public facilities which fosters a safe and positive
atmosphere for our employees and citizens.
h Provide preventative maintenance services on all HVAC equipment, elevators, emergency generators,
landscaping, copiers, and fire protection systems to ensure optimum operational efficiency and extend the life
of capital investments.
h Modify and update the internal service fund to provide a perpetual funding source for facility repairs and
services.
h Annually update the five-year facility plan to ensure adequate space for customers to transact business and
for employees to work, and forecast future funding requirements.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002
h Completed the construction of the Airport Terminal.
h Coordinated the design, solicited bids, and began construction of the Municipal Complex.
h Completed design and bidding for the renovation of City Hall.
h Completed the re-roofing and waterproofing of the Library.
h Upgraded City facilities, including carpet and flooring replacement at the Recreation Center, HVAC
replacement in the main computer room, and the installation of security systems in the City Office Building,
Council Chambers and Georgetown Utilities Building.
h Coordinated the remediation of mold and the reconstruction of Fire Station No. 2.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003
h Coordinate the selection of an architect and complete design for an Animal Shelter and Parks maintenance
renovations.
h Provide construction coordination and oversight for the construction/renovation of the Municipal Complex and
the Council Chambers/Municipal Court.
h Continue to monitor/supervise service contracts that provide maintenance services to 20 City buildings.
FACILITIES MAINTENANCE
00/01
ACTUAL
01/02
BUDGET
01/02
ACTUAL
02/03
ADOPTED
03/04
PROJECTED
Facilities Maintenance Worker
Total
1
1
1
1
1
1
1
1
1
1
FACILITIES MAINTAINED
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
200,000
99/00 00/01 01/02 02/03*
Sq
u
a
r
e
F
e
e
t
M
a
i
n
t
a
i
n
e
d
0
5
10
15
20
25
N
u
m
b
e
r
o
f
F
a
c
i
l
i
t
i
e
s
Square Ft # Facilities
59
WORKLOAD MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. Work orders processed 326 326 402 356 356
2. Facilities maintained 18 18 21 20 21
3. Square feet of facilities maintained 123,000 123,000 130,000 130,000 190,000
4. Service contracts managed 10 10 11 11 11
5. New construction dollars N/A $1,133,536 $4,194,993 $4,194,993 $1,400,000
PERFORMANCE MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. Work orders / PM requests
completed N/A N/A 75% 95% 95%
2. New construction completed N/A N/A 25% 10% 90%
3. Avg. completion time per work
order N/A N/A 6 days 5 days 5 days
DEPARTMENTAL BUDGET: FACILITIES MAINTENANCE FUND
MAJOR BUDGET CHANGES/ISSUES:
The addition of the Municipal Complex adds approximately 60,000 square feet of maintained space to the facility
inventory. This facility will house Georgetown Utility Systems, Planning and Development, Utility Billing,
Purchasing and the Vehicle Service Center. Funds were included in the Facility Maintenance internal service fund
to provide maintenance on this facility and the surrounding City property.
01/02 03/04
00/01 01/02 PROJECTED 02/03 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
45,313 48,662 48,647 Personnel 50,440 50,653
14,433 14,382 14,382 Operations 16,632 16,632
59,746 63,044 63,029 67,072 67,285
60
Finance and Administration
Facilities Maintenance Contracts
Major building maintenance expenses as well as janitorial services, copier replacement and landscape
maintenance are included in this department. Each maintenance service is assigned an annual lease value, which
the leasing department pays into the Internal Service Fund. The annual lease value is determined by the projected
replacement cost divided into the years of useful life for each item. These lease payments enable the Internal
Service Fund to replace or repair items on a pre-planned schedule. Thus, the City maintains comfortable, safe and
aesthetically appealing City facilities.
FACILITIES MAINTENANCE CONTRACTS BUDGET: FACILITIES MAINTENANCE FUND
MAJOR BUDGET CHANGES/ISSUES:
Delayed capital replacement for 2002/03, a one-time savings of $111,366, and included for 2003/04.
01/02 03/04
00/01 01/02 PROJECTED 02/03 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
49,613 37,690 37,690 Buildings & Structures 8,390 8,890
352,434 363,450 338,636 Lease and Contracts 416,120 420,540
50,516 25,500 25,500 Bldg. Improvements 76,500
98,869 80,197 80,100 Other Operating 11,000 41,700
551,432 506,837 481,926 435,510 547,630
Facilities Maintenance
Internal Service Fund
02/03 03/04 04/05 05/06 06/07
By Function
Copier Replacement 29,400 40,300 37,200 31,320
Copier Maint. 23,750 30,850 30,850 30,850 30,850
Painting, Int. 8,000 25,000 18,000
Painting, Ext. 5,000 1,000 6,500
Roof Replacement 30,000
HVAC Replacement 21,500 35,000 45,000
Pest Extermination 2,720 2,720 2,720 2,720 2,720
Carpet Replacement 2,000
Vinyl Replacement 7,700
Landscape Maintenance 59,584 94,150 94,150 94,150 94,150
Janitorial Svcs. 205,860 208,360 208,360 208,360 208,360
General Maintenance 49,996
HVAC Maintenance 38,225 45,975 45,975 45,975 45,975
Elevator Maintenance 4,100 4,100 4,100 4,100 4,100
Emergency Gen. Maint. 9,405 10,805 10,805 10,805 10,805
Racquetball Court Ceiling Tiles 200 200 200 200 200
Gym and Racquetball Floor Maintenance 4,100
Table and Chair Replacement 6,500
Overhead Door Maintenance 2,000 2,500 2,500 2,500 2,500
Halon/Fire Alarm Maintenance 1,070 1,070 1,070 1,070 1,070
Tennis Court Resurfacing 12,000
Dry Deck
Treadmill Replacement
Stairclimber Replacement 2,400
Recumbent Bike Replacement 2,400
Security System Maintenance 2,400 2,400 2,400 2,400 2,400
Park Maintenance 19,500 19,500 19,500 19,500 19,500
Waterproofing Rec Ctr. Gym
Gutter Repair/Municipal Bldg
Upgrade Security Sys Access Software
Sub-Total 418,810 537,430 531,630 511,330 480,450
Non Allocated Contingency 11,000 7,500 7,500 7,500 7,500
Contract-Animal Services 5,700 2,700
Total Costs by Function 435,510 547,630 539,130 518,830 487,950
By Facilities
Airport Terminal 1,350 960 2,060 960 960
Municipal Court/Council Chambers 10,476 10,420 10,420 10,420 10,420
City Office Building 21,021 26,745 22,745 19,245 29,045
Community Center 9,072 36,160 6,160 6,160 12,660
Park & Rec Administration 16,408 30,504 32,804 23,004 23,004
Country Club Median 273 546 546 546 546
Fire Station #1 11,738 17,510 23,310 17,510 11,010
Fire Station #2 1,696 1,860 1,860 1,860 1,860
Fire Station #3 19,401 18,698 23,698 18,698 20,698
Fire Station #4 7,348 12,030 12,030 12,030 12,030
Library 32,679 35,729 27,729 82,529 27,729
Madellia Hilliard 2,706 2,386 5,086 2,386 2,386
City Hall 29,963 37,760 62,960 37,760 65,560
Police Dept Annex 8,363 7,635 10,635 7,635 7,635
Park & Ride Facility 1,638 3,276 3,276 3,276 3,276
Police Station 31,874 38,849 33,049 29,049 29,049
Recreation Center 47,652 55,132 69,032 46,232 46,232
Municipal Complex 92,892 98,520 98,520 106,320 90,640
Industrial Building 1,365 2,730 2,730 2,730 2,730
Scenic Drive Median 2,184 4,368 4,368 4,368 4,368
Williams Drive Median 819 1,638 1,638 1,638 1,638
Williams Drive & I-35 Medians 546 1,092 1,092 1,092 1,092
University Drive & I-35 Medians 546 1,092 1,092 1,092 1,092
6th & Main Parking Lot Landscape Maint. 1,365 2,730 2,730 2,730 2,730
Georgetown Village Landscape Maint. 46,000 46,000 46,000 46,000 46,000
Tennis Center 18,679 42,304 25,304 25,304 25,304
Industrial Avenue Lot 756 756 756 756 756
Sub-Total 418,810 537,430 531,630 511,330 480,450
Non Allocated Contingency 11,000 7,500 7,500 7,500 7,500
Contract-Animal Services 5,700 2,700
Total Costs by Facilities 435,510 547,630 539,130 518,830 487,950
62
Finance and Administration
Vehicle Service Center
DEPARTMENT DESCRIPTION
This department performs routine maintenance and mechanical repairs
on all City equipment and vehicles to ensure safe and efficient
operations and to prevent and minimize future repair needs. All vehicles
needing repairs are brought to the Vehicle Service Center for inspection
and either repaired in-house or referred to outside shops for specialized
service. The supervisor serves as the division’s representative to the
City safety committee. The department also manages the Fleet Internal
Service Fund, writes specifications for new vehicle and equipment
purchases, and performs new product research. The department reports
to the Support Services Director.
MAJOR DEPARTMENT GOALS
h Ensure a safe and efficient fleet for City operations.
h Preserve mechanical, electrical and hydraulic integrity of the City’s fleet, thus extending the useful life of City
assets.
h Decrease vehicle down time through efficient, cost-effective operations.
h Maintain the integrity of the City’s fleet through effective management of the Fleet Internal Service Fund.
h Foster a “customer-oriented’ approach toward internal and external City departments.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002
h Installed equipment in 12 new vehicles and contracted with vendor to equip 6 police cars.
h Assisted Human Resources with the implementation of a new City-wide safety program.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003
h Replace and/or equip 18 new vehicles, including 13 police vehicles.
h Increase professionalism for all mechanics by obtaining Automotive Service Excellence (ASE) certifications.
h Continue monitoring safety issues within the department, ensuring a safe and efficient workplace.
h Relocate Vehicle Service Center to a new larger, modern facility at the Municipal Complex.
h Implement replacement program for patrol vehicles to reduce average age of patrol cars by two years.
VEHICLE SERVICE CENTER
00/01
ACTUAL
01/02
BUDGET
01/02
ACTUAL
02/03
ADOPTED
03/04
PROJECTED
Vehicle Services Supervisor
Lead Mechanic
Mechanic
Mechanic’s Helper
Total (FT/PT)
1
1
2
.5
4/.5
1
1
2
.5
4/.5
1
1
2
.5
4/.5
1
1
2
.5
4/.5
1
1
2
.5
4/.5
VEHICLES AND EQUIPMENT
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
99/00 00/01 01/02 02/03*
Wo
r
k
O
r
d
e
r
s
p
e
r
Y
e
a
r
232
233
234
235
236
237
238
239
240
241
242
#
o
f
V
e
h
i
c
l
e
s
/
E
q
u
i
p
m
e
n
t
Work Orders # Vehicles
63
WORKLOAD MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
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
239
1 – 80
1 – 164
2,459
241
1-80
1 – 164
3,338
241
1 – 80
1 – 167
3,404
235
1-79
1 – 167
2,138
235
1-79
1 – 167
3,000
5. Gallons of fuel used per year
Unleaded gasoline 90,408 89,096 90,877 87,414 89,162
Diesel fuel 37,820 37,964 38,723 53,506 54,576
PERFORMANCE MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. # of ASE certifications held by
m e c h a n i c s 3 03 23 23 33 4
2. % of repairs sent out for service 15% 15% 15% 15% 10%
3. Average age of City fleet:
4 Police - Patrol
4 Public Works & other dept.
4 Fire Trucks
4 Fire Prevention
4 Other Equipment
5 yrs
7 yrs
6 yrs
6 yrs
6 yrs
5 yrs
7 yrs
7 yrs
6 yrs
6 yrs
5 yrs
7 yrs
7 yrs
6 yrs
6 yrs
5 yrs
6 yrs
8 yrs
6 yrs
6 yrs
3 yrs
6 yrs
9 yrs
5 yrs
7 yrs
4. Customer satisfaction rating N/A N/A 75% 75% 75%
DEPARTMENTAL BUDGET: FLEET MANAGEMENT FUND
MAJOR BUDGET CHANGES/ISSUES:
Relocation and modernization of Vehicle Service Center to occur Spring 2003 with relocation of shop facility to the
Municipal Complex.
01/02 03/04
00/01 01/02 PROJECTED 02/03 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
197,067 204,008 201,156 Personnel 212,258 212,768
264,479 287,873 287,873 Operations 258,202 255,803
461,546 491,881 489,029 470,460 468,571
64
Finance and Administration
Vehicle Replacement & Insurance
The purchases of vehicle replacements, vehicle specific equipment and 800 MHZ communication equipment for all
City departments are accounted for in this department. All major equipment and vehicles used in providing
services to citizens of Georgetown, are purchased through the Fleet Management Fund. Each vehicle and piece
of equipment are assigned an annual lease value, which the leasing department pays into the Internal Service
Fund. The lease payments made by the departments enable the Internal Service Fund to schedule equipment and
vehicle replacements.
CAPITAL REPLACEMENT & INSURANCE BUDGET: FLEET MANAGEMENT FUND
MAJOR BUDGET CHANGES/ISSUES:
The capital outlay budget varies from year to year, depending upon the scheduled replacement of equipment and
vehicles.
In 2002/03, allocation for fire apparatus was deleted from the ISF. Alternative funding mechanisms will be
researched and evaluated for future fire apparatus replacement.
01/02 03/04
00/01 01/02 PROJECTED 02/03 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
72,358 81,830 81,945 Insurance 85,105 85,105
586 62,215 62,000 Contracts & Leases 62,000 62,000
547,386 669,403 669,403 Capital Outlay 1,011,700 777,605
620,330 813,448 813,348 1,158,805 924,710
Fleet Management
Internal Service Fund
02/03 03/04 04/05 05/06 06/07
Capital Replacement
Georgetown Utility Systems
Replacement Cost 490,700 383,295 291,000 160,500 289,600
Number of Units 13 13 5 4 8
Planning & Development
Replacement Cost 0 21,000 0 37,000 55,500
Number of Units 0 1 0 2 3
Finance & Administration
Replacement Cost 58,500 26,500 46,200 0 22,000
Number of Units 3 3 3 0 1
Fire Services
Replacement Cost 20,000 75,000 280,000 390,000 410,000
Number of Units 1 3 1 1 2
Management Resources
Replacement Cost 25,000 35,000 18,500 25,000 0
Number of Units 1 2 1 1 0
Information Resources
Replacement Cost 0 17,500 0 0 0
Number of Units 0 1 0 0 0
Parks & Recreation
Replacement Cost 165,000 65,000 2,100 11,500 55,000
Number of Units 7 3 1 1 4
Police Services
Replacement Cost 182,500 110,000 22,000 220,000 198,000
Number of Units 8 5 1 10 9
W & WW Treatment Facilities
Replacement Cost 0 0 29,332 0 0
Number of Units 0 0 1 0 0
Equipment (City-wide)70,000 44,310 22,920 40,165 114,600
Total Fleet ISF Capital Costs 1,011,700 777,605 712,052 884,165 1,144,700
Total Replacements/Purchases 33 31 13 19 27
66
Finance and Administration
Municipal Court
DEPARTMENT DESCRIPTION
The Municipal Court handles the judicial processing of Class C
misdemeanors that originate from traffic citations, citizen complaints,
code violations, and misdemeanor arrest, occurring within the territorial
limits of the City of Georgetown. The Municipal Court processing is pre-
determined by the Texas Code of Criminal Procedure and the Code of
Judicial Conduct. In addition to the judicial processing, the Court
prepares dockets, schedules trials, processes juries, records and
collects fine payments, and issues warrants for Violation of Promise to
Appear and Failure to Appear. Municipal Court also processes code
violations as part of the citywide code enforcement effort.
The Municipal Judge holds monthly arraignment, juvenile, show cause
and trial dockets. One Deputy Court Clerk and Court Cashier perform administrative and clerical activities. The
department reports to the Court Clerk.
MAJOR DEPARTMENT GOALS
h Foster a “customer service” philosophy with court defendants, treating all with professional courtesy and
respect.
h Increase Court efficiency through streamlined procedures and automation.
h Protect and preserve individual liberties of court defendants.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002
h Reconciled active warrants with the police department to ensure accuracy of warrant service.
h Increased jurisdictions that participated in the warrant round-ups to increase the success of the warrant
process.
h Combined efforts with Juvenile Services on juvenile cases by requiring supervision to improve case
processing.
h Enhanced processing time of ticket entry by automating the process between Police and Court.
h Contracted with a warrant service collection agency to improve collections process.
h Decreased processing time of court cases by adding additional “show cause docket”.
MAJOR DEPARTMENT OBJECTIVES FOR FISCAL YEAR 2002/2003
h Develop the Municipal Court website to enhance amount of information available to customers on court
procedures and enhance customer service.
h Implement wireless network connections in the courtroom to expedite court processing time.
h Implement internet payment option for court fines to provide 24 hour a day payment options for customers.
h Implement and monitor Autocite ticket writers and data uploads to provide judicial support for the traffic
deterrent program.
MUNICIPAL COURT
00/01
ACTUAL
01/02
BUDGET
01/02
ACTUAL
02/03
ADOPTED
03/04
PROJECTED
Municipal Court Clerk
Court Cashier
Deputy Court Clerk
Total (FT/PT)
1
.5
1
2.5
1
1
1
3
1
1
1
3
1
1
1
3
1
1
1
3
NUMBER OF TICKETS/REVENUE
0
100,000
200,000
300,000
400,000
500,000
600,000
99/00 00/01 01/02 02/03*
Fi
n
e
R
e
v
e
n
u
e
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
#
o
f
C
a
s
e
s
F
i
l
e
d
Revenue # cases filed
67
WORKLOAD MEASURES
ACTUAL
99/00
ACTUAL
00/01
BUDGETED
01/02
PROJECTED
01/02
PROPOSED
02/03
1. Number of cases filed 5,854 6,054 11,000* 5,353 8,438
2. Number of courtesy letters 5,491 5,082 6,604 4,911 6,604
3. Number of warrants issued 1,014 1,221 1,000 995 1,000
4. Municipal Court fine revenue:
Retained by City $336,517 $336,517 $630,833 $416,445 $516,084
Remitted to State $132,796 $132,796 $201,850 $173,571 $197,390
*Two motorcycle traffic units were scheduled to begin January, 2002, but not implemented until July, 2002
PERFORMANCE MEASURES
ACTUAL
99/00
ACTUAL
00/01
BUDGETED
01/02
PROJECTED
01/02
PROPOSED
02/03
1. Arraignment docket scheduling NA 90 days 60 days 60 days 60 days
2. Processing of ticket entry NA 6 days 5 days 5 days 3 days
3. Customer use of website NA NA 500 hits NA 500 hits
4. Warrant collection NA NA NA NA 20%
5. Bailiff attendance for court NA NA 100% 100% 100%
6. Collections per clerk NA $112,200 $210,200 $196,600 $237,800
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
The Municipal Court office will relocate to their own facility during 2002/03, requiring additional operating funds.
01/02 03/04
00/01 01/02 PROJECTED 02/03 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
129,541 158,602 146,295 Personnel 154,986 155,313
35,823 39,946 39,943 Operations 56,764 64,350
165,364 198,548 186,238 211,750 219,663
68
Finance and Administration
Purchasing and Properties
DEPARTMENT DESCRIPTION
The Purchasing & Properties Department procures all supplies, equipment, and services for all departments within
the City organization. Procurement activities include establishing annual contracts and blanket purchase orders to
reduce cost; preparing bid specification and tabulations; conducting bid proceedings; expediting materials; and
preparing recommendations to the City Council for purchases over $15,000. The department regularly meets with
using departments to review purchasing procedures and solicit ideas for improved efficiency. This department
coordinates the purchases and installations for the 800 MHZ radio communications system and provides a
representative that serves on the County-wide Interagency Communications Board. Purchasing also oversees all
communication systems currently in use by the City, including pagers, telephones and cellular telephones.
Purchasing & Properties also oversees the operation of the City's central receiving/distribution warehouses.
Purchasing is responsible for disposing of surplus items and conducting the Citywide auctions.
MAJOR DEPARTMENT GOALS
h Develop and maintain a level of performance considered above average by our customers while maintaining
a high degree of efficiency and economy.
h Provide the City of Georgetown user departments with needed materials and services by utilizing best value
purchases in a timely manner.
h Develop and maintain a positive and productive working relationship with all user departments.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002
h Purchased major replacement equipment, including copiers and fleet equipment.
h Implemented signature on-line procedures needed for “paperless” purchasing process.
h Finalized physical inventory by updating all Fixed Asset records in preparation for upcoming GASB 34
implementation.
h Relocated City Hall to 113 E. 8th Street.
h Completed bid process and awarded new janitorial contract for City facilities.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003
h Educate City personnel in procurement procedures and the law by conducting departmental training sessions.
h Continue to improve Warehouse security and accuracy to reduce inventory discrepancies by installing access
readers and security cameras at Municipal Complex.
h Explore and evaluate E-commerce usage for City purchases to improve efficiency and reduce cost.
h Relocate the Purchasing Department office personnel and warehouses to a new facility at the Municipal
Complex.
h Coordinate relocation of Development Services, Georgetown Utility Systems and Utility Billing to the new
Municipal Complex.
PURCHASING & PROPERTIES
00/01
ACTUAL
01/02
BUDGET
01/02
ACTUAL
02/03
ADOPTED
03/04
PROJECTED
Support Services Director
Purchasing Agent
Purchasing Buyer
Purchasing Specialist
Warehouse Supervisor
Electric Warehouse Specialist
Total
1
1
1
1
1
1
6
1
1
1
1
1
1
6
1
1
1
1
1
1
6
1
1
1
1
1
1
6
1
1
1
1
1
1
6
69
WORKLOAD MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. Purchase orders entered 8,089 10,177 9,600 9,000 9,500
2. Inventory items disbursed by
requisition
12,615 13,702 14,500 14,000 14,000
3. Inventory deliveries received
4. Formal bids processed
2,055
40
1,716
38
2,500
45
1,815
45
2,000
45
PERFORMANCE MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. Purchase order process time N/A 7 days 7 days 5 days 5 days
2. Formal bid process N/A 55 days 55 days 55 days 55 days
3. Inventory cost of goods sold N/A $1,322,984 $1,050,000 $1,400,000 $1,400,000
4. Gross revenue from Impound/
Surplus Auction $29,000 $37,000 $30,000 $40,000 $35,000
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
In 2002/03, the Purchasing Department will relocate to the Municipal Complex, and will no longer be charged for
the utility costs of the Municipal Building (currently charged to F & A Administration).
01/02 03/04
00/01 01/02 PROJECTED 02/03 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
248,764 269,016 269,016 Personnel 277,835 278,600
107,290 110,351 110,351 Operations 104,767 73,522
356,054 379,367 379,367 382,602 352,122
70
Finance and Administration
Utility Office
DEPARTMENT DESCRIPTION
The Utility Office Team, consisting of both office and field personnel, bills
and collects for all City utility services, as well as handling utility service
requests; bad debt and non-payment issues; customer assistance with
conservation and utility programs; payment options and arrangements;
maintenance of City utility account records; and billing inquiries. The
Utility Office director also oversees the City’s sanitation services and
manages the sanitation contract.
MAJOR DEPARTMENT GOALS
h Ensure the efficient delivery of timely and accurate billing and payment information to our customers.
h Develop and maintain quality utility programs and innovative services that are administered in a friendly,
helpful manner.
h Respond to customer requests and issues quickly and fairly, with the intention of satisfying each customer.
h Increase public awareness of utility issues and topics through proactive communication with customers.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002
h Implemented a new, windows based Customer Information System (CIS) that will allow the Utility Office to run
more efficiently and improve customer service.
h Worked with Georgetown Utility Systems (GUS) to implement the Price Select Program for the Georgetown
Independent School District (GISD,) providing school utility accounts with monthly credits for participation in
an enhanced meter reading program.
h Implemented new water, water conservation, stormwater drainage, and commercial sewer rates that reflect a
more fair distribution of each utility’s cost of providing service.
h Worked with GUS to revise electric rates that will reflect a new marketing strategy and utilize the Automated
Meter Reading (AMR) system and provide framework for a deregulated market.
h Worked with GUS to develop an Irrigation Utility, to be billed on the utility bill using the new CIS.
h Expanded our in-house collection program by actively pursuing utility bad debt over 60 days, instead of
waiting until they are 180 days past due.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003
h Educate customers for the implementation of the City’s new Cost of Service rate structures.
h Work with GUS and Inspection Services to develop a Backflow Prevention Program, to be billed through the
utility bill using the new CIS.
h Improve public awareness of water conservation and conservation issues by expanding the summer water
conservation advertising and education program.
UTILITY OFFICE
00/01
ACTUAL
01/02
BUDGET
01/02
ACTUAL
02/03
PROPOSED
03/04
PROJECTED
Utility Office Director
Utility Billing Supervisor
Field Customer Service Rep
Customer Service Supervisor
Customer Service Rep I
Customer Service Rep-Telephone
Development Account Specialist
Utilities Accounts Specialist-Posting
Total
1
1
2
1
2
1
0
1
9
1
1
2
1
2
2
0
1
10
1
1
2
1
2
2
0
1
10
1
1
2
1
2
2
1
1
11
1
1
2
1
2
2
1
1
11
UTILITY CUSTOMERS
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
97/98 98/99 99/00 00/01 01/02 02/03*
Electric Water Wastewater Sanitation
71
WORKLOAD MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. Work orders processed 15,666 16,748 15,800 17,020 17,800
2. Payments processed 174,793 194,195 195,233 206,000 215,000
3. Customers paying by ACH Draft 1,189 1,270 1,255 1,315 1,350
4. Families helped by the Good
Neighbor Fund (GNF) 199 234 235 220 240
PERFORMANCE MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. Utility payment collection rate 99.9956% 99.9963% 99.9965% 99.9965% 99.9965%
2. Avg. monthly customer service
cost per account $2.94 $2.19 $2.69 $2.59 $2.59
3. % of walk-in customers 28.5% 24.3%27.0% 24.0% 20.0%
4. % percentage of customers
contributing to the GNF 8.44% 8.54% 8.88% 8.84% 8.50%
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
During Fiscal Year 2002, oversight of the Sanitation contract was transferred to the Utility Office in Finance and
Administration, adding a full-time position to the department.
Also, in Fiscal Year 2003, when Development Services and the Utility Office are again located in the same building,
the Development Account Specialist position will move from Development Support back into the Utility Office,
where it was located until 1997.
01/02 03/04
00/01 01/02 PROJECTED 02/03 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
249,975 365,638 356,656 Personnel 426,532 427,574
199,102 259,222 259,081 Operations 299,813 316,513
449,077 624,860 615,737 Subtotal - Department 726,345 744,087
24,970 39,100 39,100 Bad Debt 150,000 150,000
474,047 663,960 654,837 876,345 894,087
72
Finance and Administration
Utility Office - Sanitation
DEPARTMENT DESCRIPTION
The City contracts with Texas Disposal Systems (TDS) to provide trash
removal services to residential and commercial customers. The
Contractor provides all curbside garbage and recycling pickup for City
customers, and operational management of the public collection station.
Additionally, this department funds and participates in neighborhood
clean-up events. Also included in this department are allocated costs for
administrative and support services. Oversight responsibilities and
monitoring of these services are conducted by the Utility Office Director.
MAJOR DEPARTMENT GOALS
h Protect the environment and contribute to community cleanliness and appearance.
h Deliver consistent, reliable, convenient and safe services to the Georgetown Community.
h Protect public health by providing for regular removal of trash and rubbish.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002
h Conducted a facility and grounds cleanup, and procedural review, at the Collection Station, in preparation for a
successful Texas Natural Resource Conservation Commission (TNRCC) inspection.
h Worked with Georgetown Utility Systems (GUS) to organize and provide a Household Hazardous Waste
Collection Day for residential customers.
h Sponsored, with Code Enforcement, three neighborhood clean-up projects to promote community health and
cleanliness.
h Worked with GUS to organize and provide two, unplanned City-wide brush cleanups as necessitated by
severe weather.
h Worked with GUS and local organizations to provide sanitation services for local community events, including
the Red Poppy Festival, Christmas Stroll, Georgetown Air Show and the 4th of July Celebration.
h Worked with Habitat for Humanity to provide sanitation services at home building sites.
h Renegotiated service contract with Texas Disposal Services for an additional two (2) year period.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003
h Develop a plan for weather related community clean-up needs.
h Conduct five neighborhood clean-up events in targeted areas of the community.
h Implement plan for annual hazardous household waste collection.
h Continue to provide targeted community education on sanitation requirements in conjunction with Code
Enforcement staff.
POUNDS OF SOLID WASTE COLLECTED
(in millions)
0
5
10
15
20
25
30
35
40
#'
s
i
n
m
i
l
l
i
o
n
s
99/00 00/01 01/02 02/03*
73
WORKLOAD MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. Avg. # of homes served monthly 10,486 11,342 12,200 12,250 12,800
2. Total pounds of solid waste
collected 20,084,288 33,615,897 33,500,000 33,500,000 34,250,000
3. Avg. pounds of solid waste
collected per home monthly N/A 58 57 57 60
4. Avg. # of commercial accounts 615 638 645 655 675
PERFORMANCE MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. Recycling participation rate 42% 38% 40% 33% 40%
2. % of residential customer
complaints compared to service
opportunities .05%.05% .02% .04% .02%
3. % of commercial complaints as
compared to service opportunities .10% .10% .05% .05% .05%
DEPARTMENTAL BUDGET: SANITATION FUND
MAJOR BUDGET CHANGES:
During Fiscal Year 2002, oversight of the Sanitation contract was transferred from the Division of Community
Services to the Utility Office in Finance and Administration. Also, the City’s one, full-time sanitation employee
retired. His duties and responsibilities were absorbed by TDS, and the position moved to the Utility Office.
01/02 03/04
00/01 01/02 PROJECTED 02/03 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
45,551 38,246 32,835 Personnel
120,713 188,169 145,910 Operations 174,144 174,144
48,019 50,900 51,100 Franchise Fees 56,800 59,000
64,851 32,847 35,611 General Fund Allocations 38,727 39,074
110,705 124,875 123,846 Joint Svs Allocations 152,896 156,968
1,838,801 1,957,502 1,984,906 Contracted Services 2,208,000 2,296,000
2,228,640 2,392,539 2,374,208 2,630,567 2,725,186