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Home My WebLink About2003-04 Budget - WholeAnnual Operating Annual Operating Plan ElementPlan Element of theof the GeorgetownGeorgetown Century PlanCentury Plan City of Georgetown, TexasCity of Georgetown, Texas 2003/20042003/2004 Location Georgetown is the northern most “gateway” to the gently rolling hills of Central Texas. While Georgetown offers the amenities and charm of a small community rooted in values of days gone by, it’s strategically and centrally located in the middle of the four major metropolitan areas of Texas. Austin is 26 miles south, Dallas is only two hours north, Houston is just two hours southwest and San Antonio is one- and-a-half hours south, placing Georgetown in a very advantageous position for cultural and economic development. Access to Georgetown via the Austin-Bergstrom International Airport and the north/south highway artery of Interstate 35 and east/west highway artery of Highway 29 make traveling to and from Georgetown easy. ANNUAL OPERATING PLAN ELEMENT OF THE GEORGETOWN CENTURY PLAN GEORGETOWN, TEXAS Fiscal Year October 1, 2003 through September 30, 2004 MAYOR Gary Nelon MAYOR PRO TEM Doug Smith District 3 COUNCIL MEMBERS Patty Eason District 1 Gabe Sansing District 2 Doug Smith District 3 Jack Noble District 4 John Kirby District 5 Farley Snell District 6 Ken Evans District 7 CITY MANAGER Paul Brandenburg ASSISTANT CITY MANAGERS Tom Yantis, ACM for Operations Jim Briggs, ACM for Utility Operations DIVISION DIRECTORS Micki Rundell Finance & Administration Anthony Lincoln Fire Services Randy Morrow Parks & Recreation Amelia Sondgeroth Planning & Development David Morgan Police Services CITY ATTORNEY Patricia E. Carls, Brown & Carls, LLP City of Georgetown City Council 2003/2004 Patty Eason District 1 Gary Nelon Mayor Doug Smith Mayor Pro-Tem District 3 Jack Noble District 4 John Kirby District 5 Farley Snell District 6 Ken Evans District 7 Gabe Sansing District 2 The Mayor and seven City Council members, as the elected representatives of the City of Georgetown, formulate public policy to meet community needs and assure orderly development in the City. The City Council is responsible for appointing the City Manager, City Attorney, and City Secretary, as well as various citizen boards and commissions. The Government Finance Officers Association of the United States and Canada (GFOA) presented an award for Distinguished Budget Presentation to the City of Georgetown for its annual budget for the fiscal year beginning October 1, 2002. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications medium. The award is valid for a period of one year only. The City of Georgetown has received the Distinguished Budget Presentation Award for the last twelve consecutive years. We believe our current Operating Plan continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. Table of Contents Councilmembers Budget Award Mission Statement Table of Contents OVERVIEW Transmittal Letter................................................................................................................................. i CITY SUMMARY Georgetown Century Plan Georgetown’s Long-Term Planning Process...................................................................... 1 Policy Area Goals and Strategies......................................................................................... 3 Annual Operating Plan Preparation ................................................................................................ 13 Organizational Chart......................................................................................................................... 14 Community Profile............................................................................................................................ 15 Georgetown – Then and Now .......................................................................................................... 17 FINANCIAL SUMMARY Revenues........................................................................................................................................... 19 Expenses ........................................................................................................................................... 22 Fund Summaries............................................................................................................................... 32 FINANCE & ADMINISTRATION DIVISION Division Financial Summary............................................................................................................ 47 Administration................................................................................................................................... 48 Accounting ........................................................................................................................................ 50 Municipal Court................................................................................................................................. 52 Purchasing & Properties.................................................................................................................. 54 Facilities Maintenance...................................................................................................................... 56 Fleet Management............................................................................................................................. 60 Utility Office (including Meter Readers).......................................................................................... 64 Sanitation........................................................................................................................................... 66 FIRE SERVICES DIVISION Division Financial Summary............................................................................................................ 69 Administration................................................................................................................................... 70 Operations......................................................................................................................................... 72 Prevention.......................................................................................................................................... 74 GEORGETOWN UTILITY SYSTEMS DIVISION Division Financial Summary ............................................................................................................77 Administration...................................................................................................................................78 Energy Services ................................................................................................................................80 Systems Engineering........................................................................................................................86 Transportation Services...................................................................................................................88 Water Services...................................................................................................................................92 MANAGEMENT SERVICES DIVISION Division Financial Summary ..........................................................................................................105 City Council .....................................................................................................................................106 City Manager’s Office......................................................................................................................108 Airport .............................................................................................................................................110 Economic Development..................................................................................................................112 Convention and Visitors’ Bureau...................................................................................................114 Main Street.......................................................................................................................................116 General Government Contracts.....................................................................................................118 Human Resources & Safety Services............................................................................................120 Information Technology .................................................................................................................124 Legal Contract.................................................................................................................................128 Library .............................................................................................................................................130 PARKS & RECREATION DIVISION Division Financial Summary ..........................................................................................................133 Parks Maintenance..........................................................................................................................134 Recreation .......................................................................................................................................136 PLANNING & DEVELOPMENT DIVISION Division Financial Summary ..........................................................................................................139 Administration.................................................................................................................................140 Current Planning.............................................................................................................................142 Long Range Planning .....................................................................................................................144 Inspection Services.........................................................................................................................146 POLICE SERVICES DIVISION Division Financial Summary ..........................................................................................................149 Administrative Services Bureau....................................................................................................150 Field Operations Bureau.................................................................................................................152 Support Services Bureau ...............................................................................................................154 Animal Services...............................................................................................................................156 CAPITAL PROJECTS Capital Projects & Five Year Plans................................................................................................159 DEBT Debt Management & Policy............................................................................................................ 187 Outstanding Debt by Type ............................................................................................................. 189 General Debt Service...................................................................................................................... 190 Utility Debt Service ......................................................................................................................... 192 Proposed Debt Issues.................................................................................................................... 194 STATISTICAL City of Georgetown 3 Year Benchmark ........................................................................................ 195 Benchmarking Graphs ................................................................................................................... 196 Financial Ration Graphs................................................................................................................. 198 Certified Property Value................................................................................................................. 200 Certified Taxable Assessed Values............................................................................................... 201 Tax Rates Property Tax Rate Comparison........................................................................................ 202 Combined Tax Rate – City of Georgetown...................................................................... 202 Total Combined Tax Rate Comparison............................................................................ 203 Sales Tax Revenue Analysis.......................................................................................................... 204 Sales Tax Revenue by Quarter ...................................................................................................... 205 Tax Revenues Ten Year History ................................................................................................................ 206 Combined Sales and Property Taxes............................................................................... 206 Population ....................................................................................................................................... 207 Georgetown’s Top Ten................................................................................................................... 207 Miscellaneous Statistical Data....................................................................................................... 208 REFERENCE Fiscal and Budgetary Policy.......................................................................................................... 209 Personnel Summary by Division 2002-2005................................................................................. 228 Personnel Summary....................................................................................................................... 229 Program Summary by Fund for 2003/2003................................................................................... 230 Contingency Reserve Requirements Worksheet......................................................................... 232 Transfers Between Funds.............................................................................................................. 233 Internal Service Premiums............................................................................................................. 234 Utility Rate Schedule ...................................................................................................................... 236 Ordinances...................................................................................................................................... 239 Advisory Boards & Commissions................................................................................................. 250 GLOSSARY/INDEX Glossary........................................................................................................................................... 253 Index ................................................................................................................................................ 259 Overview Overview Table of Contents Transmittal Letter from the City Manager.................................................................................................I Budget Overview........................................................................................................................ii Property Taxes/Property Values ...............................................................................................iii Economic Outlook.....................................................................................................................iii Budget Highlights......................................................................................................................iv Financial Highlights....................................................................................................................v Conclusion................................................................................................................................vii October 1, 2003 To the Honorable Mayor Nelon, Members of the City Council and Citizens of Georgetown: We are pleased to present to you the adopted Annual Operating Plan Element (Operating Plan) of the Georgetown Century Plan for 2003/2004. The Georgetown Century Plan is the comprehensive strategic plan by which Georgetown strives to enhance its quality of life. The Operating Plan is an outline of the programs and services to be provided by the City during the coming year. The Operating Plan continues the direction established by our citizens and the City Council to meet the existing challenges and effectively plan for future needs. It is also an opportunity to ensure energies and resources are directed to the programs, policies and issues that are shaped by the Georgetown Century Plan. During this budget cycle, the Council directed staff to develop programs to address a list of priorities, while implementing the final year of the 3 year plan to balance the City’s General Fund, ensuring compliance with the City’s Fiscal and Budgetary Policy. This Policy requires that each of the City’s funds is financially self-sustaining. Implementation of this Policy was particularly challenging in the General Fund, where historically, operations were partially funded through utility subsidies. This utility subsidy amount exceeded $3 million prior to 2001. The 2003/04 General Fund’s revenues support its on-going operational expenditures, and for the first time in over 14 years, there is no subsidy transfer from the utility funds. Managing Georgetown’s future growth was another priority for the Council, as they worked to maintain the City’s unique character and preserve its rich heritage. Funds are included in the 2003/04 Annual Operating Plan to begin the first phase of improvements in the Downtown Master Plan, adopted by Council in the Spring of 2003, which is designed to enhance the economic viability of the Downtown area. Another Council priority, improving San Gabriel Park, is also budget to help preserve Georgetown’s largest, most picturesque City park. Other growth related Council priorities included in this budget are completion and implementation of the Airport Master Plan update, and developing a plan for Library expansion. The Georgetown Transportation Enhancement Corporation, the City’s 4B economic development corporation, will address transportation issues related to economic development through the Transportation Improvement Program (TIP) process. Budget Process for 2003/2004 Annual Operating Plan O ct o b e r 1 , 2 0 0 3 CI P Pr o ce s s B e g in s CI P Pr e se n ta t io n to Co u nc i l B a s e B u dg e t P ro ce s s B e g in s Co u nc i l P r io riti e s De t e rm i n ed Mi d -Ye a r Re v i e w Div i s i o n Wo r k S e s sio n s B u d g et A p p ro p ri a t i on s P r ior i t iz ed Co u nc i l Wo r k S es s i o n s Pu b l ic W o r k s h o p s/He ar i ng s Bu d g et A d o p t i o n Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept ii Economic development continues to be a high priority, as funds are included to continue business recruitment and retention efforts. Last year, the City restructured its Economic Development Department, creating a marketing position to help carry out the strategies of the Economic Development Commission and City Council. The City’s new economic development director will begin work on October 1 to spearhead the program. Public safety was another priority for 2003/04, which was a carry-forward priority from the last budget. The second phase of the Public Safety Compensation Plan, which increased the step increments for public safety salaries will be implemented. Police vehicles will be replaced, in order to reduce the age of the patrol fleet. Laptops will be added to patrol vehicles to enhance the effectiveness of Police programs. A fire apparatus will also be replaced as a new fire apparatus replacement program is implemented. Various other public safety equipment was also funded. Other Council priorities included the promotion of affordable housing options, maintenance of competitive salaries for City staff, expansion and promotion of recycling opportunities and expansion of the City’s social service funding. Each of these priorities were addressed in the 2003/04 budget. The adopted 2003/04 Annual Operating Plan balances the cost of new programs needed to address these priorities against the City’s limited financial and human resources and its adherence to the Fiscal and Budgetary Policy. BUDGET OVERVIEW The 2003/04 Operating Plan totals $104 million for all funds. Of that amount, approximately $67.8 million is for continued operations, $7.6 million for debt service, and $23 million for capital improvement projects. Operating interfund charges/transfers, which include internal service fund transfers, are approximately $5.7 million. On-going operating costs increased as a result of new programs to address Council priorities, the increased cost of purchased power and other utility operational costs. Georgetown Utility Systems increased 8.3% due to seven new staff positions, as well as increased cost of system maintenance. Management Services increased by 11.3% due to the addition of one-time projects for 2004. Finance and Administration increased 9.7% due to additional staff in the Utility Office, as well as increased costs of fleet and facility services. Police and Fire increased 6.5%and 7% respectively, due to increased personnel costs related to the funding of a public safety compensation program. Parks and Recreation and Planning and Development remained relatively flat, only increasing for insurance and personnel costs. Total Operating Budget per Capita $2,671 $2,775 $2,61 3 $2,752 $2,556 $2,506 $2,865 $- $500 $1,000 $1,500 $2,000 $2,500 $3,000 1998 1999 2000 2001 2002 *2003 *2004 *Pro jected Debt Service 7% Capital Projects 22% Personnel 18% Operations 53% 2003/04 Personnel, Operations and Capital iii Property Taxes. The City Council adopted a property tax rate of $0.32194 per $100 valuation, which is a 2.93% increase over the effective tax rate. The effective tax rate of $0.31277 was slightly higher than the actual rate for the prior year of $0.30261. Georgetown taxpayers can expect to spend around $17 more annually in City taxes for 2003/04. The tax rate continues to be the lowest municipal rate in the Central Texas area. Property Values. For the first time in over a decade, existing property values in Georgetown fell. This 3% decrease was offset by over $92 million in new property. Therefore the total assessed valuation of $2.2 billion was only 1% more than the prior year. Utility Rates. The City conducted an extensive cost of service study for water and wastewater services in 2001 to ensure cost recovery and the availability of funds for capital maintenance and replacement. A rate model was developed that is updated during the budget process to review additional costs imposed on the water and wastewater utilities during the current year. The rate study indicated a staggered rate increase was preferable, to match the increases with the planned increases in costs. Wastewater rates increased from $2.95 per 1,000 gallons of water billed to $3.10 per thousand. A second increase of $0.10 is planned for October 1, 2004. The opening of the Pecan Branch Wastewater Treatment Plant increased operational costs of the system. Wastewater costs also increased as a result of costs of line testing associated with Chapter 213 of the Texas Commission on Environmental Quality’s Edwards Aquifer Protection Program. Because 98% of the City’s wastewater service area is located over the Edwards Aquifer recharge zone, the City is particularly sensitive to environmental mandates. Repairs and maintenance of the system are expected to increase as a result of this program Water rates increased from $2.13 per 1,000 gallons to $2.25 per thousand. Payments on the Williamson County Raw Water Line from Lake Stillhouse, as well as increased cost of water supply from the Brazos River Authority necessitate the increase in rates. Economic Outlook. The City experienced an upswing in sales tax revenues throughout the year, averaging an increase of 5% over the recession and economic downturn of 2002. The opening of the Home Depot in June 2003, as well as the opening of the Super Wal-Mart in August 2003, is expected to increase the City’s revenue substantially. Tax revenues are projected conservatively and are expected to increase in the 2005 plan, when additional developments are projected to open. Economic development activity continues to be a high priority, working to match desired employers with local needs. In July 2003, the City approved a development agreement with Simon Properties for the 750,000 sq ft Wolf Ranch Towne Center. The project will include Target and 70 other retailers and restaurants. As part of the agreement, the City will provide utility improvements to the site, as well as, fund $10.5 million of highway improvements for the project. The $10.5 million to be funded with debt issued and repaid by GTEC, will improve SH 29, as well as, provide the badly needed frontage roads for IH-35. TxDOT will be contributing over $7 million for these improvements as well. Sales Tax per Capita - 8.0% $120$121 $103$101 $114$113$108 $- $20 $40 $60 $80 $100 $120 $140 1999 2000 2001 *2002 *2003 *2004 *2005 *Projected Assessed Property Valuation in billions 985 1,195 1,427 1,629 1,939 2,116 2,222 0 250 500 750 1,000 1,250 1,500 1,750 2,000 2,250 97/98 98/99 99/00 00/01 01/02 02/03 03/04 Existing Property New Property iv The City also entered into a sales tax sharing arrangement with Simon for $15 million in on-site improvements. The City’s net share of the sales tax is expected to exceed $1.1 million in general sales tax within 2-3 years after the project opens in 2005. This project is expected to enhance not only General Fund revenues, but also provide the community with greater retail opportunities, which was the number one priority from the 2001 Quality of Life Citizen Survey. BUDGET HIGHLIGHTS The major program initiatives for the 2003/04 Annual Operating Plan and beyond are further outlined as follows: • Finance & Administration The Utility Office will develop a collections program to increase collections on utility bills previously being written off to bad debt, as well as increasing advertising for participation in recycling programs. A Household Hazardous Waste Program will be developed, because the County is no longer providing this service. Facilities Maintenance will add an employee to support the additional facilities added in 2003, as well as those being constructed in 2004. • Fire Services Fire Services implement the second phase of a Public Safety Compensation Program that was initiated last year. This phase increases the salary steps for each year of service from 2% to 2.25%. The funding to replace a fire apparatus is included, as well as seed money to explore the options on a training facility. • Georgetown Utility Systems Managing growth in the City’s utility infrastructure and continuing to prepare for a deregulated electric market will dominate the resources of the GUS division this year. An electric crew is added to support the City’s growing electric infrastructure. A streets crew is also added to increase maintenance for City streets. The City also added a staff assistant to provide administrative support to the City’s GUS Advisory Board and the Georgetown Transportation Enhancement Corporation (GTEC). • Management Services The implementation of the Downtown Master Plan, as well as the review of the Facilities Plan will be major projects for this division in 2004. A long-range plan for non-utility capital improvements will be prepared in 2004 to provide a prioritization of projects, a financial implementation plan and a timeline for voter approval. • Parks and Recreation Improvements to San Gabriel Park will be made this year, including repairs to the gazebo, addition of BBQ pits and benches along the trail, replacement of playground equipment, repairs to the irrigation system and other major improvements will be completed in 2004. The division will also complete the expansion of the hike and bike trail through the Texas Parks and Wildlife and Lower Colorado River Authority grants. Parks Administration will be relocated in 2004 to the old GUS facility in San Gabriel Park, which will create more space in the Recreation Center for programs. • Planning and Development The implementation of the Geographic Information Systems project continues with funding for 2004, along with the implementation of the Property Information Resource Center (PIRC). Planning will also assess its needs and review options for a planning information tracking system. • Police Services The second phase of a public safety compensation plan, which increases the salary step progression each year from a 2% increase to a 2.5% increase, was funded. The third phase is scheduled for 2004/05 and includes certification pay. Various equipment, as well as a vehicle replacement program and laptops for the patrol cards, are also funded for the Police Department in 2004. Animal Services will be relocated to an expanded Animal Shelter in 2004. v • Capital Projects The City will spend $23 million on new infrastructure projects in 2003/04. The City will complete the expansion of the Lake Water Treatment Plant, by completing the de-watering facility. Other funded Water improvements include line expansion at DB Wood/Booty’s Crossing and construction of the Jennings Branch elevated storage tank. Wastewater projects include improvements to the Dove Springs Plants, as well as compliance with Edwards Aquifer mandates. Completion of the expansion of the Berry Creek Wastewater Treatment Plant, budgeted in 2003, will be completed in 2004. The irrigation line for the Country Club connection is also scheduled for this year. Electric capital projects include substation improvements, along with the continued expansion of underground electric service to new subdivisions. The Georgetown Transportation Enhancement Corporation, whose board is appointed by the Council, makes recommendations on the projects to be funded through the ½ cent sales tax for economic development. Projects to be funded using this 4B sales tax revenue are approved in a separate budget by the GTEC board and are also approved by Council. Projects are administered and managed by City staff. A copy of the approved budget is included in the reference section of this document. In November 2002, the voters approved an additional ¼ cent sales tax to be restricted for the maintenance of existing streets. This additional $1.1 million per year is used only for streets in existence at the time of the election. The tax has a sunset provision in four years. Projects that will be funded through this tax in 2004 include improvements to 13th Street, Gabriel View, MLK, Jr., Smith Creek Road and other projects. Other streets and drainage improvements include the completion of the Shell Road realignment, as well as improvements to Northwest Boulevard. Stormwater will focus on the completion of outstanding projects in various areas with drainage problems, as well as implementation of the Regional Stormwater Plan. FINANCIAL HIGHLIGHTS The City is committed to sound financial planning and direction, as reflected in the adoption of the Fiscal and Budgetary Policy in 2001. This policy requires all funds be self-sustaining, meaning on-going operating revenues must fund on-going expenses. Also, the policy has substantial debt coverage requirements. All enterprise funds that have debt commitments are required to maintain 1.5 times coverage, meaning excess operating revenues must equal 1.5 times the annual debt service payment. The 2003/04 Annual Operating Plan continues the Council's goal to ensure that each utility system is a self-supporting operation that provides a desirable and affordable level of service. All of the City’s enterprise funds, including the Airport, are self-supporting and policy compliant in 2002/03. The minimum contingency reserve remains at $9 million, or 76 days City-wide, exceeding policy requirements. A more detailed look at the City’s revenues and funds, along with a copy of the Fiscal and Budgetary Policy, is provided in the Financial Summary Section. Revenues. The City's revenues continue to rise due to growth in increased property taxes from increased valuations, as well as new property, and increased utility service demand. The City's overall customer base for its electric, sanitation, wastewater and water services has increased at a rate of 5-7% for the last three years. The City continues to conservatively project a 4 - 4.5% increase in revenues for utility growth. Since weather conditions affect the electric and water revenues significantly, revenue projections utilize these conservative growth estimates to avoid budget shortfalls, and utilize a rolling average consumption method to factor out any weather aberrations. Combined Utility Revenues 0 5,000,000 1 0,000,000 1 5,000,000 20,000,00 0 25,000,00 0 30,000,00 0 35,000,00 0 40,000,00 0 45,000,00 0 50,000,00 0 98/99 99/00 00/01 01/02 02/03 Proj 03/04 Electric Water Wastewater Sanitation Stormwater vi General Fund. Historically, the General Fund’s revenues did not support its expenses, which had increased at a higher rate, due in part to the increased demand for governmental services, such as Parks, Fire and Police Services. The City had historically maintained its low tax rate by using the excess revenues from its utility funds to balance the General Fund. Because of customer growth and increased demand for utility services, the excess funds previously sent to the General Fund are now needed to fund infrastructure improvements within each utility. Recognizing this issue, the Council adopted the new fiscal and budgetary policy in 2001, which maintains that each fund’s revenue support its expenses. As part of the 2001/02 budget process, the Council approved a three year implementation plan for General Fund compliance, assuming a minimal increase in expenses, with increases in property tax and other General Fund revenues. The 2004 budget cycle marks the first time in over a decade that the General Fund is self-supporting, that is, on-going revenues fund on-going costs. General Obligation Debt. The City received an upgrade in May 2001 for its general obligation debt from A2 to A1 by Moody’s and from A to A+ by Standard and Poor’s. This upgrade will provide lower interest costs on future debt issues. The City will issue $1.1 million in short term obligations, Public Property Financial Contractual Obligations, to fund its new police patrol program, as well as for the replacement of a Fire apparatus. Electric, Wastewater and Water Funds. The City's electric system continues to generate revenues sufficient for operations and maintenance and some system improvements. The City will completed a rate study in 2003, which finalized the cost of service and provided a basis for un-bundling the electric rates to provide better comparison information with utilities in our area. Rates were updated as a result of the study. The City also completed an opt- in readiness assessment in 2003, with the assistance of the Lower Colorado River Authority. The City will continue its “wait and see” approach to electric deregulation. The City combined its presentation of its Water, Wastewater and Irrigation Funds into a single combined Water Services Fund for the 2004 budget. This combined presentation provides a stronger financial base for review by bond rating analysts and mirrors the standard presentation for many other municipal utilities. The Water Services Fund will support the infrastructure improvements needed for all three services through this budget cycle. Rates will be reviewed again each budget process to evaluate the effect of increases in the water system treatment capacity, increases in long term water supply, the completion of the Williamson County Raw Water Line, and the Edwards Aquifer compliance issues have on rates and overall condition of the funds. Contracting for additional water with the Brazos River Authority has ensured the availability of long-term water. The expansion of effluent for irrigation purposes, which provides large commercial customers a non-potable water supply for irrigation purposes, has further reduced the demand on the water plants for treated water. The 2003/04 Annual Operating Plan includes plans to issue a total of $6.8 million in revenue debt to fund the capital projects program. A portion of this debt issuance, $3.5 million in new revenue debt, is being issued in accordance with the Wolf Ranch development agreement. The City will also facilitate the issuance of debt for the GTEC projects that will support the Wolf Ranch development. The 2004 budgeted debt issuance will be broken down into two separate issues, one in the Fall of 2003 and the other in the Spring of 2004 in order to comply with the $10 million annual limitation by the IRS for non-taxable debt issues and to meet the cash flow needs for the projects. This additional debt will not require a rate increase to fund the added debt payments. % of General Fund Operating Expense covered by Transfer 27.99% 0% 12.59% 37.28% 4.84% 6.98% 40.40% 25.17% 35.53% 29.15% 18.82%14.28% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00%1993 1 994 1995 1996 199 7 1998 1 999 200 0 2001 20 02 2003 *2 004 Times Coverage Ratio 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00 10.00 1999/00 2000/01 2001/02 2002/03 2003/04 Combined Water Electric Wastewater Minimum Policy Requirement vii The times coverage ratio, a standard measure of utility revenue debt capacity, is 3.67 times coverage for 2003/04, which exceeds the policy requirement of 1.5 times coverage. Airport Fund. The Airport Fund is financially self-supporting by funding its on-going operations, as well as providing a times coverage ratio of 1.5 times for its debt service coverage. Major capital improvements are typically funded through federal and state grants, as is customary for airports of this size. The Airport Master Plan will be reviewed and updated in 2004, and will include expected improvements to the Airport. Funding needs and a financial plan will be considered in the adoption of the updated Plan. Internal Service Funds. The internal service funds provide administrative services and asset management for information, facility, and fleet services to City programs and departments by charging lease and administrative fees. These fees are incorporated in each department’s budget. Information Services Fund $1,354,793 Add and replace desktop, network and application technology and hardware. The City began leasing its computer and phone systems in 2003 to provide a City-wide standard on computers and a City-wide phone system. Facilities Maintenance Fund $637,667 Building maintenance and repairs to include HVAC, janitorial services and minor remodeling. This fund increased due to additional square footage for the Georgetown Municipal Complex. Fleet Management Fund $2,388,594 Add/replace 40 vehicles and equipment. The Council implemented a three-year cycle for patrol vehicles and added laptops as standard equipment in the patrol cars. A fire apparatus will also be replaced in 2004, as the first step in development of a fire apparatus replacement program. CONCLUSION The task of addressing most of the Council’s priorities while fulfilling the goal of financial stability through elimination of the General Fund subsidy was a challenge for the management team, as well as the Council. We believe we’ve made an outstanding effort to ensure the goals and objectives set forth by the Council are met, as well as planning for the future financial stability of the City’s General Fund. Finally, we acknowledge the tremendous contributions and teamwork of all City staff in preparing the 2003/04 Annual Operating Plan. The management team worked together to assist in achieving the goals set by Council. Each department worked to find savings in their operating budgets, and to make suggestions for program improvements. Most notably, we want to recognize the Finance and Administration Division for their long and dedicated hours in preparing the Annual Operating Plan. Respectfully submitted, Paul Brandenburg Micki Rundell City Manager Director of Finance & Administration City Summary City Summary Table of Contents Georgetown Century Plan Georgetown’s Long-Term Planning Process........................................................................1 Century Plan Policy Statements, Goals and Strategies........................................................3 Annual Operating Plan Calendar of Events.........................................................................13 Organization Organizational Chart ...........................................................................................................14 Community Profile Overview .............................................................................................................................15 Historic Georgetown............................................................................................................15 Cultural Activities.................................................................................................................15 Recreation...........................................................................................................................16 Education ............................................................................................................................16 Georgetown – Then and Now ..........................................................................................................17 1 Georgetown’s Long-Term Planning Process Georgetown Century Plan The City of Georgetown is guided by a comprehensive strategic plan called the Georgetown Century Plan. The Century Plan (the Plan) was created by a broad-based group of Georgetown citizens, elected and appointed officials, and staff during the late 1980's. The Plan documents and formalizes the goals and processes by which Georgetown will strive to enhance its quality of life. Its foundation is the City’s mission statement and a set of 17 policy statements, which are updated at least once every five years. Mission Statement and Policy Statements The City’s Mission Statement serves as a broad statement of purpose. There are seventeen citizen defined policy statements intended to support the City's mission. Each describes in specific terms a desired ending state or result. The Policy Statements are the vision of Georgetown at its very best and represent the ultimate target at which all activities of the City are aimed. Policy Statements are addressed with goals and strategies and assigned to each City Division. Each goal represents a specific Council or citizen direction given toward achieving the more general Policy Statement. Policy Statements may or may not have specific goals and strategies planned for the upcoming fiscal year. More detailed planning and additional resources may be required to identify the goals and determine the necessary strategies to achieve them. Functional Plans The Century Plan is further defined through periodic updates and through the development of Functional Plan Elements that address the 17 policy statements. The Functional Plans are created by citizen work groups and provide more detailed direction for accomplishing the Policy Statements. Generally, one functional plan is prepared and adopted each year. Each Functional Plan may address one or more policy statements. The policy guidance from each new Functional Plan is incorporated into the Century Plan and determines each Policy Statement’s specific goals and strategies. The Functional Plan elements adopted to date are: Land Intensity Plan Transportation and Utilities Plan Economic Development Strategic Plan Parks & Recreation Plan Facilities and Services Plan Urban Design Plan Airport Functional Plan A planned update of the overall Century Plan Document is scheduled to begin in the upcoming fiscal year. Link to Annual Budget The City staff and elected and appointed City Officials rely on the Policy Statements to provide direction and guidance for recommending and authorizing the expenditure of public funds. The budget is the Annual Operating Plan element of the Century Plan. It is prepared around the 17 policy statements, and the Functional Plans for each area set by the City Council at its budget workshops. Community input is also a factor in determining use of resources. Not all Policy Statements are addressed in each Annual Operating Plan element. The Annual Operating Plan specifically defines the methods or processes by which the City Manager and City staff will go about achieving the desired results for each policy statement. 2 Goals, Strategies and Objectives Goals represent specific outcomes that will promote or enhance Policy Statements. Strategies are the specific actions needed to accomplish goals. Both goals and strategies are identified through strategic planning sessions with the senior management team and key division staff guided by the Century Plan and Council priorities. The Annual Operating Plan Element is a detailed look at each operational area, or department, within the City's divisions. Each division/department within the City has developed it own unique set of Major Department Goals which enhance its purpose and connection to the Policy Statements. Annually, each department reviews and updates these goals and determines its Major Department Goals for the upcoming year. Major Department Strategies are specific plans to achieve Major Department Goals, which in turn reflect both the various Policy Statements and the specific purpose of the particular department. Five-Year Plans The City uses a five-year planning horizon to prepare the capital projects program and financial forecasts. The five-year capital projects program and the anticipated funding sources are incorporated into and adopted with the Annual Operating Plan. The capital planning process is discussed in more detail with the Capital Projects section. Five-year financial forecasts are prepared to guide policy and priority decisions of staff and Council. The financial forecasts meet fiscal and budgetary policies (see Reference Section) and are based on historical trends, programs, and projects outlined during the other planning processes, and reasonable economic and growth projections. The revenue forecasts from these models are included in the Financial Summary section. The following pages provide an overview of the Century Plan Policy Statements and the goals and strategies planned for the upcoming year. 3 City of Georgetown Century Plan Policy Statements Goals and Strategies 1.0 Policy Statement: The community enjoys the benefits of well-planned land use in which conflicting needs are balanced. Management Services - City Council: Goal: Develop policies which enhance the quality of life for the community while preserving its unique character and natural resources. Strategy: Implement the Unified Development Code (UDC) to ensure consistency of the City’s development ordinances to preserve the character of the community. Planning & Development Services - Current Planning: Goal: Foster and maintain a philosophy that encourages continuous input into the current planning process from key stakeholders, including real estate developers, other government agencies, and utility providers. Strategy: Continue implementation of the Unified Development Code, including proposing amendments if necessary. Strategy: Operate and continue implementation of the Property Information Resource Center (PIRC) to increase customer access to information within the Planning and Development area. Planning & Development Services - Long Range Planning: Goal: Promote growth management strategies to guide the City’s land use, transportation, infrastructure and economic development decisions. Strategy: Complete the Overall Transportation Plan so that it will provide a description of the roadway network, potential roadway improvements, and transportation model to be used as a planning tool for the City. Strategy: Complete a Century Plan Summary Brochure for public distribution, highlighting adoption of the revised Century Plan Policy Statements, Future Land Use Goals and Objectives, and Thoroughfare Plan. Strategy: Process Century Plan Amendment for Annexation Policy. 2.0 Policy Statement: Georgetown’s natural and physical resources are managed so that citizens enjoy the benefits of economic and social development. Parks and Recreation: Goal: Provide on-going maintenance and operation of City park system to provide beautiful, safe parks and opportunities for personal growth. Strategy: Start construction on Lake Georgetown Trail and Rivery Park hike and bike trail project. Strategy: Work with Corps of Engineers at Lake Georgetown to make sure the trail connections are seamless. Strategy: Upgrade facilities and maintenance of San Gabriel Park. 4 3.0 Policy Statement: City owned, sponsored or managed health and human services enhance the quality of life of the citizens of Georgetown. Georgetown Utility Systems - Administration: Goal: Maintain quality utilities and transportation systems that promote well-planned development. Strategy: Initiate first phase for implementation of improvements associated with Wolf Ranch. Strategy: Continue regional wastewater implementation for the San Gabriel basin. Management Services - Animal Services: Goal: To ensure adequate, safe accommodations and care for animals in the custody of the City and to provide a professional and comfortable environment for customers to conduct their business with Animal Services. Strategy: Relocate the Animal Services Department into a new Animal Shelter Facility. Management Services - Governmental Contracts: Goal: To ensure all citizens have access to services which support them in living safe, healthy, and productive lives. Strategy: Continue workshops for community and social services providers on results-oriented performance objectives and prevention issues, and form service partnerships as appropriate. 4.0 Policy Statement: Prehistoric and historic resources are preserved, protected and promoted for the benefit of the citizens of Georgetown. Fire Department - Prevention: Goal: Maintain the safety of the Historic District and character of Georgetown. Strategy: Establish a Fire District for the downtown Historic District that insures proper safety measures are being met for its protection. Management Services - City Council: Goal: Develop policies which enhance the quality of life for the community while preserving its unique character and natural resources. Strategy: Implement the Downtown Master Plan to guide development and public improvements in the downtown overlay district in a manner that promotes the economic interests of the community, as well as enhancing the quality of life for the community, preserving its unique character and natural resources, and adequately serving the personal needs of its citizens. Strategy: Continue to work with Simon Development to develop the Wolf Ranch property. Planning & Development Services - Administration: Goal: Reinforce the City’s commitment to establishing sensitive and historically compatible development projects in the Downtown Overlay and Master Plan. Strategy: Implement the Downtown Overlay and Master Plan through a coordinated review by the Planning Department, Building Inspections, and the Historic and Architectural Review Commission. Finance & Administration - Administration: Goal: Plan for the City’s future financial growth, thus protecting and enhancing the City’s quality of life. 5 Strategy: Explore funding options to implement the Downtown Master Plan, including possible use of economic development incentives. 5.0 Policy Statement: All citizens have access to safe and adequate housing opportunities. Management Services - City Manager’s Office: Goal: Facilitate community activities to address public requests for needs and services. Strategy: Seek partnerships to assist the City in its efforts to develop affordable housing options. Planning & Development Services - Inspection Services: Goal: Promote the use of automated technology in the permit and inspection areas to streamline processes and reduce costs. Strategy: Research and improve the options for a Development Tracking System in the construction permitting and inspection process to increase efficiency for all users. 6.0 Policy Statement: City owned, sponsored or managed public information and education services enhance the quality of life of the citizens of Georgetown. Finance & Administration - Utility Office: Goal: Increase public awareness of utility issues and topics through proactive communication with customers. Strategy: Improve public awareness of water conservation and conservation issues by expanding the summer water conservation advertising and education program. Finance & Administration - Sanitation: Goal: Increase participation in sanitation programs and events through proactive communication with citizens. Strategy: Work with the Utility Office to publicize the Recycling Drop-off Center located at the Collection Station to educate the public on existing recycling opportunities in Georgetown. Strategy: Continue to provide targeted community education of sanitation requirements in conjunction with Code Enforcement staff. Management Services - Library: Goal: Provide increased space for library services so that the citizens of Georgetown will have access to more library materials and expanded library programming. Strategy: Work with the City Manager on plans for a new or expanded library facility. Planning & Development Services – Administration / Inspection Services: Goal: Promote the use of technology and automation as a planning and communication tool to improve decision making and increase efficiency and productivity. Strategy: Research technological opportunities to improve the Division’s development and property database and streamline the permitting and development tracking processes. Strategy: Operate and continue implementation of the Property Information Resource Center (PIRC) which allows immediate customer access to computerized land use/development information. Planning & Development Services - Long Range Planning: Goal: Promote distribution and use of Geographical Information System (GIS) data for citizens of Georgetown. Strategy: Initiate an internet based GIS mapping program to provide public access to the City’s aerial photography, zoning, future land use, and other geographic data. 6 Police Services - Field Operations Bureau: Goal: Maintain a comprehensive public education program designed to increase awareness, provide information and change behavior in order to prevent, identify and respond to incidents that threaten the security and safety of the community. Strategy: Enhance public education of Homeland Security issues and concerns through quarterly dissemination of information. 7.0 Policy Statement: Citizens of Georgetown are well protected from crime and disorder, natural disasters and emergencies. Fire Department - Operations: Goal: Maintain an Operational Readiness level that will meet the emergency demands of the community. Strategy: Place in service a new pumper to ensure response capabilities for the entire city are being met. Strategy: Design and purchase a quint apparatus initiating an apparatus replacement program. Strategy: Establish a Fire Training Facility utilizing property that was previously occupied by Georgetown Utility Systems. Management Services - Human Resources: Goal: Attract, retain, and develop a quality workforce. Strategy: Complete development of supervisor and administrative assistant resource manuals to provide guidance on policy administration, safety processes, staffing and payroll procedures, benefits, and compensation. Planning & Development Services - Long Range Planning: Goal: Promote coordination of 911 programs with the County and Central Texas region. Strategy: Provide Williamson County 911 and the Capital Area Planning Council continuous, updated 911 street addressing data for the City of Georgetown. Police Services - Administrative Services Bureau: Goal: Ensure police coverage is equitable to all parts of the City of Georgetown to decrease response time during calls for service. Strategy: Research and develop additional Beat Plan. Goal: Test and evaluate all aspects of emergency management response in simulated conditions. Strategy: Create and implement a County-wide full-scale emergency management exercise. Goal: Educate the public on proper planning in preparation for natural or man made disasters. Strategy: Develop and implement a citizen disaster planning initiative. Police Services - Support Services Bureau: Goal: Reduce crime through public education and collaborative community efforts. Strategy: Create a proactive Crime Prevention program that educates the public on a wide variety of crime prevention related issues. Police Services - Field Operations Bureau: 7 Goal: Continue to improve and enhance investigative abilities through advanced technology and interagency cooperation. Strategy: Develop and coordinate a multi-jurisdictional computer crimes task force. 8.0 Policy Statement: Parks, open space, recreation facilities and services, and social and cultural activities contribute to an enhanced quality of life for the citizens of Georgetown. Management Services - Library: Goal: Provide increased space for library services so that the citizens of Georgetown will have access to more library materials and expanded library programming. Strategy: Work with the City Manager on plans for a new or expanded library facility. Parks and Recreation - Parks Maintenance: Goal: Improve the City of Georgetown park system to provide beautiful, safe parks and a high quality of life. Strategy: Expand the hike and bike trail to Lake Georgetown. Strategy: Provide for ongoing maintenance and operations of existing parks. Goal: Explore funding opportunities such as grants and other sources for future park development. Strategy: Research a park development permit fee for parkland improvements. Parks and Recreation - Recreation: Goal: Ensure access to recreation facilities and programs for all residents regardless of race, gender, age, income or physical ability. Strategy: Expand and diversify recreation program opportunities to encompass a wider range of activities for youth and adults in athletic leagues, aquatic and fitness programs. Police Services - Support Services Bureau: Goal: Maintain a knowledgeable, motivated, and well-trained work force, with an emphasis on customer service. Strategy: Develop and implement a 40-hour In-service training class for sworn personnel. Goal: Ensure that supervisory personnel receive updates on legal and current supervisory practices. Strategy: Develop and implement In-service training for supervisors. 9.0 Policy Statement: Citizens and commercial goods move safely and efficiently throughout all parts of the City. Georgetown Utility Systems - Transportation Services: Goal: Protect the investment in the public transportation system through preventive maintenance and on-going rehabilitation of streets and sidewalks. Strategy: Implement a street cut permit fee to assist in funding a specialized street maintenance crew to increase response time for street cut repairs. 10.0 Policy Statement: Georgetown’s citizens and businesses enjoy an attractive community with a unique sense of place and a positive, identifiable image, at a cost which is consistent with other city social and economic priorities. Georgetown Utility Systems - Transportation Services - Street Department: 8 Goal: Protect the investment in the public transportation system through preventive maintenance and on-going rehabilitation of streets and sidewalks. Strategy: Continue asset management for existing infrastructure by rehabilitating: • Northwest Boulevard from Business 35 to Northwood Drive • Riverside Drive • Gabriel View Drive • Gabriel View Drive from Power Road to Booty’s Crossing • 4th, 5th and 6th Street improvements between Rock and Main Streets • Northwood Drive from Northwest Boulevard to the dead end • Martin Luther King, Jr. Boulevard from 10th Street to University Avenue Planning & Development Services - Current Planning: Goal: Support the facilitation of a quality growth strategy which seeks to strike an optimum balance between economic expansion through best development practices and the effective stewardship of natural resources, municipal infrastructure and quality of life concerns. Strategy: Continue implementation of the Unified Development Code by providing developers an opportunity to meet and discuss the best options for development to meet the community goals. Police Services - Support Services Bureau: Goal: Create a safer environment in residential neighborhoods. Strategy: Implement a traffic safety campaign in residential neighborhoods through traffic enforcement and engineering designs. Goal: Create safer travel through Georgetown for citizens and visitors. Strategy: Implement a year long Selective Traffic Enforcement Program. 11.0 Policy Statement: City owned, sponsored or managed utilities are competitively priced and provide safe, adequate and reliable services to all customers. Finance & Administration - Utility Office: Goal: Ensure the efficient delivery of timely and accurate billing and payment information to our customers. Strategy: Complete a Revenue Code Unbundling Project to simplify the tracking of revenue from specific sources. Strategy: Update the Utility Office Procedures Manual to reflect revised processes resulting from the software upgrade and changes in daily routine in the new office environment. Strategy: Develop an in-house collection program to decrease utility accounts given to collection agents, thus reducing utility revenue write-offs. Goal: Respond to customer requests and issues quickly and fairly, with the intention of satisfying each customer. Strategy: Evaluate and redistribute job duties within the Utility Office to provide better coverage and obtain more efficiency in our new office environment. 12.0 Policy Statement: The City provides for the safety of its citizens and supports the responsive delivery of coordinated services by the City and other public agencies. Finance and Administration - Facilities Maintenance: Goal: Provide quality maintenance of City of Georgetown public facilities which fosters a safe and positive atmosphere for our employees and citizens. 9 Strategy: Complete the design phase of the Animal Shelter and provide construction coordination and oversight to the renovations/additions to the facility. Strategy: Complete the renovations of the Parks Administration Building and relocate Parks staff. Strategy: Relocate Human Resources to City Hall. Finance & Administration - Sanitation: Goal: Deliver consistent, reliable, convenient and safe services to the Georgetown Community. Strategy: Work with the Street Department to develop a plan and qualifications for weather related community clean-up needs. Goal: Protect the environment and contribute to community cleanliness and appearance. Strategy: Conduct five neighborhood clean-up events in targeted areas of the community. Strategy: Develop and implement a City-wide hazardous waste program. Finance and Administration - Vehicle Service Center: Goal: Ensure a safe and efficient fleet for City operations. Strategy: Implement replacement program for patrol vehicles to reduce average age of patrol cars by two years. Strategy: Increase professionalism for all mechanics by obtaining Automobile Service Excellence (ASE) certifications. Fire Department - Prevention: Goal: Enforce safety regulations that ensure the safety of the community. Strategy: Adopt 2003 International Fire Code to replace the 1994 Standard Fire Code. Strategy: Review and adopt the 2003 Life Safety Code to replace the 1994 Life Safety Code. Strategy: Adopt an ordinance and procedure for a licensing process of Fire System Installers. Management Services - Human Resources: Goal: Provide each employee with a safe work environment. Strategy: Revise and update all safety program policies and procedures to support the newly implemented safety program. Georgetown Utility Systems - Energy Services - Electric Operations: Goal: Provide reliable, cost effective electric service for our customers. Strategy: Automate distribution equipment to aid outage detection, service restoration and system reliability. Strategy: Explore functionality of outage management software and integrated voice response software systems to enhance customer service. Georgetown Utility Systems - Energy Services - SCADA - AMR: Goal: Assist utility customers in conservation efforts by providing accurate, individualized water and electric consumption data. Strategy: Maintain 100% AMR deployment in electric and expand water deployment due to past system growth. Georgetown Utility Systems – Transportation Services – Stormwater Drainage: Goal: Reduce the threat of property damage and personal injury, and enhance public safety through proper maintenance and operation of the City’s drainage system. Strategy: Correct drainage issues at River Bend Drive and Mesquite Lane. Georgetown Utility Systems - Water Services - Water Distribution 10 Goal: Maintain highest standard of water quality, meeting EPA and TCEQ standards. Strategy: Continue to reduce water loss by repairing or replacing existing faulty service piping. Strategy: Continue to develop the department training program to improve personnel experience levels and obtain TCEQ water licenses. Georgetown Utility Systems - Water Services - Reuse Irrigation Goal: Reduce the demands of treatment pants for potable water. Strategy: Complete the reuse water line to the Rivery and Georgetown Country Club, further reducing demand for potable water. Georgetown Utility Systems - Water Services - Wastewater Collection Goal: Maintain all public wastewater collection system lines in free-flowing condition to protect the public health and environment. Strategy: Develop and implement a systematic collection-line cleaning program to reduce sewer chokes. Strategy: Continue with the second phase of the Edwards Aquifer Testing Program required by the Texas Commission on Environmental Quality (TCEQ) to ensure the water quality of the aquifer. Strategy: Make repairs to the collection system identified by the first phase of the Edwards testing program. 13.0 Policy Statement: All municipal operations are conducted in an efficient business-like manner and sufficient financial resources for both current and future needs are provided. Finance and Administration - Accounting: Goal: Provide financial reporting conformity with generally accepted accounting principles that receives the Government Finance Officers Association (GFOA) Certificate of Achievement. Strategy: Implement Governmental Accounting Standards Board (GASB) Statement Number 34, as mandated for reporting purposes. Finance and Administration - Administration: Goal: Plan for the City’s future financial growth. Strategy: Continue development of the City’s long-range business and financial models. Finance and Administration - Municipal Court: Goal: Increase Court efficiency through streamlined procedures and automation. Strategy: Implement internet payment option for court fines to provide 24 hour a day payment options for customers. Fire Department - Administration: Goal: To minimize the impact on city services through alternative funding that supports the delivery of specialty programs needs. Strategy: Support an election and the adoption of an Emergency Service District (ESD) in the Georgetown Rural Fire Protection District. Strategy: Research and review an impact fee on development and known hazards that support the purchase of special needs fire equipment. Management Services - Airport: Goal: Operate the Airport as a self-supporting enterprise, whereby costs are minimized with maximum efficiency. 11 Strategy: Update the Airport Master Plan. Management Services - Information Technology: Goal: Provide cost effective information technology management services. Strategy: Identify and pursue possible outsourcing partnerships for management of the City’s core systems to provide cost-effective technology. Management Services - City Manager’s Office: Goal: Ensure the delivery of quality services to citizens through effective management and efficient administration. Strategy: Develop a long-range facilities plan for the City to more efficiently utilize the City’s current resources to their fullest and most economical use Strategy: Development of a city-wide Capital Improvement Plan for city operations that includes not only the capital improvements for utilities, but also for facilities and equipment in order to more effectively plan for the future growth and needs of the city. 14.0 Policy Statement: A high level of cooperation and involvement exists among Georgetown’s citizens and governmental organizations. Management Services - City Manager’s Office: Goal: Ensure the delivery of quality services to citizens through effective management and efficient administration. Strategy: Continue review of departmental efficiency and identify areas for possible outsourcing while maintaining high levels of service. Strategy: Implement the Professional Resource Organization (PRO) to utilize a multitude of professional individuals who have a tremendous interest in giving back to the community through volunteer work and special project assistance. Strategy: Continue efforts to foster ongoing communication and cooperation with the Georgetown Independent School District, Williamson County and Southwestern University to continue to nurture a healthy relationship between the City and these organizations for the betterment of the Georgetown Community. Strategy: Continue efforts to foster improved communication and cooperation between interested stakeholders in the downtown area to arrive at a common vision for this important area of our community. Goal: Improve citizen awareness and understanding of City programs, services and issues and promote a positive public image of the organization. Strategy: Expand the Public Information Program to improve community understanding of City services. Strategy: Develop City-wide customer service initiative to ensure the delivery of quality service to internal and external customers of the city. Police Services - Field Operations Bureau: Goal: Understand the perception of citizens regarding customer service, call management, and overall satisfaction of Police services. Strategy: Expand and enhance customer service feedback program. 15.0 Policy Statement: The City manages its resources in a sound and fiscally conservative manner. 12 Finance and Administration - Administration: Goal: Be the leader in providing the highest level of service in administering the operating and capital budgets and implementing innovative approaches toward budgeting. Strategy: Develop a funding plan for long-term general capital projects. Finance and Administration - Purchasing: Goal: Develop and maintain a level of performance considered above average by our customers while maintaining a high degree of efficiency and economy. Strategy: Explore and evaluate E-commerce usage for City purchases to improve efficiency and reduce cost. 16.0 Policy Statement: Georgetown City government will operate openly and under the highest ethical standards. Finance and Administration - Accounting: Goal: Monitor internal controls to safeguard the City’s assets. Strategy: Develop an internal audit program to ensure compliance with the City’s financial guidelines. Management Services - City Manager’s Office: Goal: Improve citizen awareness and understanding of City programs, services and issues and promote a positive public image of the organization. Strategy: Implement a “Government for the People”: program to educate the public about the services the City provides and promote those services to the public. Strategy: Continue expansion of the Public Information Program to improve community understanding of City services, as well as, City operations. 17.0 Policy Statement: All citizens of Georgetown are treated in a fair and impartial manner. Finance & Administration - Municipal Court: Goal: Foster a “customer service” philosophy with court defendants, treating all with professional courtesy and respect. Strategy: Increase number of court sessions to reduce case scheduling time by 30 days. Strategy: Provide better customer service through the addition of Judge’s office hours to provide time for customers to discuss their cases with the Judge. 2003/2004 Annual Operating Plan (AOP) Calendar of Events for Budget Adoption & Implementation Planning and Preparation January - February *AOP process schedule set. *Five-year Capital Projects plan updated using systems engineering models and city-wide review team. March - April *Five-year strategic planning issues and assumptions identified by senior management team. *Finance and Administration and Information Resources staff meets with divisions on Internal Service Fund (ISF) needs for 2003/04. *Five-year Capital Improvements Plan reviewed by City Manager and senior management team. *Five-year Capital Improvements Plan presented to Council and public. May *Mid-year Review of 2002/03 Annual Operating Plan presented to Council. *Preview 2003/04 budget concerns. *Council Budget Priorities discussed at public workshop. *Base budget preparation for existing programs. *Finance finalizes 5 year utility models. June *Five-year financial forecast models updated. *Annual review and update of Fiscal and Budgetary Policy. *Departmental narrative and Program Request information provided to Divisions. *Budget packages prepared in accordance with Council guidelines and Georgetown Century Plan. *Revenue and expenditure projections finalized. July *Work sessions with Divisions conducted with Finance. *AOP Workbook prepared by Finance & Administration and distributed to Council. *Tax roll finalized. *Property Tax Rate and revenue projections finalized. Adoption August - September *Finalize 2003/04 Programs. *Finalize 2003/04 proposed tax rate. *Certified tax roll is accepted by Council. *City Manager's budget is presented to Council for review. *Final recommendations and AOP Summary distributed to Council and public. *Public hearings on proposed budget held. *Budget and tax rate ordinances presented to and adopted by Council. October 1 *Implement 2003/04 Annual Operating Plan. Budget Amendments Budget amendments may be made during the year in accordance with state law and city charter. See detailed requirements in the Budget and Financial Policies included in the Reference Section. Typically, budget amendments are proposed to Council as part of the Mid Year AOP Review in May of each year and at fiscal year end. 13 14 CITY MANAGERCITY SECRETARY CITY ATTORNEY CITY COUNCIL MAYOR (elected at large) SEVEN COUNCIL PERSONS (elected by district) MUNICIPAL COURT JUDGE APPOINTED BOARDS & COMMISSIONS Economic Development Assistant City Mgr for Utilities Assistant City Mgr for Operations Finance and Administration Engineering Services Water Services Energy Services Transportation Services Airport Fire Services Animal Services Information Technology Planning and Development Parks and Recreation Vehicle Service Center Purchasing Facilities Maintenance Utility Office Sanitation Services Police Services CITIZENS OF GEORGETOWN Accounting Support Services Municipal Court A Home Rule City Main Street CVB Economic Development Human Resources Library 15 Community Profile Overview Founded July 4, 1848, Georgetown was originally the agricultural trade center for the county and surrounding area. After the Civil War, reconstruction brought prosperity to Georgetown through four main industries -- cattle, cotton, the university and the railroad. Georgetown has enjoyed consistent growth and development through the years. In recent years the City has become more industrialized and commercially oriented. Along with the commercial growth, Georgetown has successfully promoted tourism. Tourism has become a significant economic benefit to the community. The City of Georgetown’s estimated 2003 population was 35,300 within the city limits, with an estimated population of 55,000 including the extraterritorial jurisdiction. Georgetown is a Home Rule Charter City and operates under the Council-Manager form of government. A mayor and seven council members are elected from single-member districts. Elections are held the first Saturday in May. Historic Georgetown Since the 1980's Georgetown has been synonymous with Main Street, a downtown economic development effort administered through the Texas Historical Commission and the National Main Street Center. Over $30 million has been reinvested in our economy through the revitalization efforts of the downtown area. Private and public entities joined in partnership to restore and renovate downtown commercial structures, public buildings as well as building new structures to help anchor the commercial district. This unprecedented success has made our community the shining star of the Texas Main Street program and an example for small cities nationwide to follow. It has been the building block for Georgetown’s recent economic development gains. The restoration of Georgetown’s "living room", one of a few remaining Victorian era downtown squares in the country, has revitalized the heart of Georgetown into a thriving district with shops and restaurants. In 1997, Georgetown gained recognition for the successful effort of its citizens to preserve the historic character and charm of the city when it won the Great American Main Street Award. The Georgetown Square is considered by many to be the finest example in the state of a Victorian town square. Our historic square is certainly the magnet that draws people to Georgetown. However, once they're here, people soon realize there's much more to our community. It's a town with a strong identity and people who care about it... people that make sure we never stop trying to enhance both Georgetown's appeal and the lives of those who choose to live here. Cultural Activities Cultural activity thrives in Georgetown. Southwestern University's contribution of quality theater, dance, fine arts and lecture events add a valuable dimension to our cultural life. The Art deco-styled Palace Theatre, located on the downtown square, was renovated and rejuvenated by townspeople. The Palace Theatre showcases events such as singing acts, plays, talent shows and every second Saturday of the month the Theatre hosts the Georgetown Opry. Georgetown always has a full calendar of local events including a fall Antique Show, a Fourth of July celebration with music, food and fireworks and ethnic celebrations. Other major annual events include the Christmas Stroll, Red Poppy Festival, and the Bluegrass Festival. 16 Recreation Georgetown offers a wealth of recreation. In Georgetown there are currently twenty three city parks comprising nearly 380 total acres. The parks range from a half-acre neighborhood park to the one hundred-acre city wide San Gabriel Park. The parks include a wide range of facilities including: softball and baseball fields, soccer fields, playground equipment, individual and group picnic shelters, basketball and tennis courts, disc golf, a hike and bike trail and five swimming pools. The San Gabriel Park also has a community center, sunken garden, gazebo, football stadium, rodeo area, and a Creative Playscape for children. The Georgetown Recreation Center has a full basketball and volleyball court, two racquetball courts, a game room, weight room, kitchen, conference room and large and small activity rooms. The City purchased and opened the Georgetown Tennis Center in September 1999. The facility includes a full size swimming pool and baby pool, 11 tennis courts and activity center on 7 wooded acres. The City of Georgetown Parks and Recreation Division was chosen as the winner of the 1999 Gold Medal Award for excellence in recreation and park management. Education Georgetown Independent School District (GISD) serves a diverse population of Williamson County students from pre-K to 12th grade, having a current enrollment of over 8,600 students. The district serves elementary students in three pre-K-2 campuses, three 3-5 campuses, and two K-5 campuses. Secondary students attend one of three middle schools and a ninth-grade campus before attending the district's high school. An alternative high school campus serves students who participate in a self-paced general curricular program. There are also three private schools and two parochial schools in the area. The public school system is exceptional in the quality of teachers and programs offered. The district is fully accredited by the Texas Education Agency. During their most recent visit, members of TEA commended the District for individual teacher excellence, including good daily lesson planning, good classroom organization, and above-average student test scores, and recognized the student body as well for good behavior. Georgetown is the home of Southwestern University, an independent, selective four-year undergraduate college, offering a traditional liberal arts and sciences curriculum. Southwestern has received national recognition for its academic program and cost-effectiveness. The 2003 Princeton Review college guide rated Southwestern as the nation’s 4th best “Academic Bang for your Buck”, underscoring the University’s value-added educational experience. Southwestern has a favorable 11:1 student- faculty ratio, with 98 percent of the full-time faculty having doctorates or the highest degrees in their field. The University has a current enrollment of 1,266. 17 Georgetown – Then and Now This is a comparison of Georgetown today and as it was a decade ago. Population has doubled Growth has been constant Tax base has quadrupled Tax rate, including debt portion, is lower 1993/94 2003/04 Population 17,741 36,359 Customer Growth 5%5% Building Permits Issued 316 630 Unemployment Rate 2.4 5.9 Appraised Values $621,028,975 $2,222,720,818 Total Tax Rate $0.36 $0.32194 Streets Capital Costs $123,000 $1,430,000 Maintenance on Streets $75,000 $1,805,000 Debt Service Tax Rate $0.16 $0.10017 Financial Summary Financial Summary Table of Contents Summary Budgeted Revenues.................................................................................................................19 Program Budget.......................................................................................................................20 Divisional Budget......................................................................................................................21 Revenues Property Taxes.........................................................................................................................22 Sales Tax .................................................................................................................................24 Utility Revenues .......................................................................................................................26 Capital Recovery Fees.............................................................................................................28 Other Enterprise Fund Revenues.............................................................................................29 Other Miscellaneous Revenues ...............................................................................................30 Fund Summaries All Funds Summary..................................................................................................................32 General Fund ...........................................................................................................................34 Electric Fund ............................................................................................................................36 Water Services Fund................................................................................................................38 Airport Fund..............................................................................................................................40 Sanitation Fund........................................................................................................................41 Stormwater Drainage Fund......................................................................................................42 General Capital Projects Funds ...............................................................................................43 Special Revenue Funds...........................................................................................................44 Internal Service Funds .............................................................................................................45 01/02 Actual 02/03 Amended Budget 02/03 Projected Actual 03/04 Proposed Budget 04/05 Projected Budget Property Taxes 6,009,214 6,577,398 6,637,535 7,129,000 7,139,000 Sales Taxes 3,453,856 3,825,000 4,090,000 5,500,000 4,500,000 Bond Proceeds 9,558,450 6,500,000 7,975,000 7,270,000 Bond Reimbursement (6,583,432) Charges for Services 7,849,075 8,710,621 8,547,291 8,971,533 8,973,381 Capital Recovery Fees 336,661 412,500 412,500 330,000 380,000 Utility Revenues 39,799,610 43,237,064 44,054,690 47,794,986 50,719,730 Grants 471,661 647,972 166,479 793,910 30,000 Other Revenue 9,903,292 10,355,062 10,949,095 10,356,452 9,868,156 Service Improvement Fees 1,426,595 1,235,895 2,274,795 2,274,795 2,274,795 Fund Balance Used 18,884,583 7,050,701 (4,634,386)6,885,418 (2,641,897) Interest 1,192,128 1,208,877 1,164,903 440,766 415,865 Interfund Transfers 3,721,475 4,926,434 5,003,503 5,729,614 4,951,982 TOTAL REVENUES 93,048,150 91,162,542 85,166,405 104,181,474 93,881,012 Budgeted Revenues 2003-2004 Property Taxes Sales Taxes Bond Proceeds Charges for Services Capital Recovery Fees Utility Revenues Grants Other Revenue Service Improvement Fees Fund Balance Used Interest Interfund Transfers 19 Amended Adopted 2002/03 Budget %2003/04 Budget % Police Services 4,714,844 6.1%5,237,474 5.8% Streets 1,625,438 2.1%1,706,784 1.9% Electric 18,347,023 23.7%21,286,836 23.8% Public Library 842,386 1.1%838,760 0.9% Economic Development 350,350 0.5%343,339 0.4% Water Services 6,197,211 8.0%7,610,742 8.5% Sanitation 2,426,600 3.1%2,479,930 2.8% Stormwater Drainage 318,524 0.4%347,547 0.4% Debt Payments 6,977,436 9.0%7,620,807 8.5% Airport 1,206,967 1.6%1,207,990 1.3% Fire Services 3,368,096 4.3%3,473,230 3.9% Management Svc-Others 737,406 1.0%1,139,442 1.3% Capital Improvements 17,749,695 22.9%23,007,165 25.7% Parks & Recreation 2,468,251 3.2%2,477,223 2.8% Planning & Development 1,429,346 1.8%1,388,446 1.6% Administration 8,792,314 11.3%9,398,412 10.5% Budget Total By Program 77,551,887 100.0%89,564,127 100.0% Interfund Transfers & Premiums 13,610,655 14,617,347 Program Budget 0 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 Police Services Streets Electric Public Library Economic Development Water Services Sanitation Stormwater Drainage Debt Payments Airport Fire Services Management Svc-Others Capital Improvements Parks & Recreation Planning & Development Administration Amended 2002/03 Budget Adopted 2003/04 Budget 20 01/02 Actual 02/03 Amended Budget 02/03 Projected Actual 03/04 Proposed Budget 04/05 Projected Budget Planning & Development 1,675,355 1,584,846 1,570,874 1,572,299 1,562,217 Georgetown Utility Systems 15,196,281 17,073,051 17,271,938 18,491,217 18,764,938 Management Services 7,207,926 7,880,084 7,745,375 8,773,085 7,991,569 Purchased Power (GUS) 14,746,502 15,945,649 17,600,000 18,600,000 19,800,000 Capital Improvements 27,533,860 17,749,695 10,802,385 23,007,165 13,558,600 Parks & Recreation 2,533,071 2,808,909 2,558,845 2,841,842 2,777,292 Finance & Administration 6,164,766 7,498,104 7,392,580 8,229,516 7,413,157 Fire Services 3,392,086 3,595,523 3,486,995 3,831,249 3,876,960 Debt Payments 6,250,072 6,977,436 6,579,550 7,620,807 7,743,335 Police Services 4,626,756 5,122,811 5,154,360 5,484,680 5,440,962 Interfund Charges & Transfers 3,721,475 4,926,434 5,003,503 5,729,614 4,951,982 TOTAL BUDGET 93,048,150 91,162,542 85,166,405 104,181,474 93,881,012 Budgeted Expenses 2003-2004 Planning & Development Georgetown Utility Systems Management Services Purchased Power (GUS)Capital Improvements Parks & Recreation Finance & Administration Fire Services Debt Payments Police Services Interfund Charges & Transfers 21 22 Property Tax Revenues Taxable Property Values 0 2,000,000 4,000,000 6,000,000 8,000,000 97/98 98/99 99/00 00/01 01/02 02/03* 03/04* 04/05* 05/06* 06/07* 07/08* 0 500,000,000 1,000,000,000 1,500,000,000 2,000,000,000 2,500,000,000 3,000,000,000 98/99 99/00 00/01 01/02 02/03* 03/04* 04/05* 05/06* 06/07* 07/08* General Fund Revenue Debt Service New & Annexed Property Existing Property Values *Projected *Projected 23 Taxes: Taxes are levied on January 1 of each year and are considered past due on February 1 of the following year. Property tax roles are certified in July and the tax rate is adopted in September, along with the budget. The City’s tax collector, currently the Williamson County Tax Collector, sends statements in October to each taxpayer. Taxable Valuations: 4 New construction permits have ranged from 650 to 1,100 per year since 1996. 4 Growth outlook on construction permits is expected at 630 for 2004, based on information from builders, planned subdivisions within the City and anticipated commercial development. 4 Values on existing property declined 3% in 2003/04. Prior to 2003/04, property values had shown an increase of 4-9% annually. 4 2003/04 new values include $92 million in new construction. Adopted Property Tax Rate for 2003/04 is $0.32194/$100 valuation: 4 Represents a 2.93% increase over the 2002/03 rate. 4 Breakdown: Maintenance and Operations (General Fund) $0.22177 Debt Service (payment on existing debt) $0.10017 Future Projections: Full compliance with the City’s fiscal policy, whereby General Fund operating revenues fund operating expenses, is achieved in 2004. Assumptions for the forecasts of future years are based upon historical trends, expected build out of planned subdivisions, and utility tap requests. Assumptions include: 4 Continued new property growth of $150 million for 2004-07, as new retail properties are added to the tax role, with a 1% annual increase in existing valuations. 4 No annexations are included. 4 Tax rates do not include additional debt for future streets, or other capital improvements. Fiscal Year 98/99 99/00 00/01 01/02 02/03 03/04* 04/05* 05/06* 06/07* 07/08* Property Tax Revenues: (in thousands) General Fund 2,505 2,919 3,260 3,814 4,495 4,929 5,039 5,089 5,140 5,192 Debt Service 1,741 1,867 1,906 2,204 2,142 2,210 2,110 2,131 2,152 2,174 Property Values: (in millions) Existing Property 1,039 1,313 1,519 1,804 1,949 2,130 2,245 2,419 2,595 2,772 New & Annexed 156 114 110 135 167 92 150 150 150 90 Property Tax Rates Per $100 - taxable 0.350 0.340 0.314 0.307 0.303 0.322 0.319 0.316 0.312 0.309 valuation *Projected 24 The City receives 1.75% of the 8% sales and uses taxes that are remitted by retailers within the City limits. Of this amount, 1% is used for general operating purposes, .5% is used for transportation improvements through the Georgetown Transportation Enhancement Corporation (GTEC), and .25% is used for street maintenance. The remaining 6.25% is collected and retained by the State of Texas. The City’s sales tax base is diverse, with revenues being generated by national grocery and other retailers, building supply stores, utilities, etc. The heavy residential growth over the past few years has also created a demand for more restaurants and other retailers, which have expanded the City’s tax base. Sales tax revenue increased in slightly in 2002/03, during a time when surrounding communities experienced a downturn in sales tax revenues. This increase is directly attributed to the increase in new retail developments within the City, such as Walgreens, a second HEB grocery and numerous other smaller retailers. 2003/04 revenues are expected to increase as new retail developments at the Rivery Towne Center open. Future projections are based on the following assumptions: 4 2004/05 includes full build out of the Rivery Towne Center development, along with the initial phase of the Wolf Ranch development, a Simon property, expected to open in 2005. 4 Revenues past 2005/06 are projected conservatively, increasing 1.5% annually. Sales Tax Revenue - 1% General Operating $2.42M $2.86M $3.42M $3.53M $3.38M $3.39M* $4.03M* $4.69M* $4.76M* $4.83M* $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 97/98 98/99 99/00 00/01 01/02 02/03* 03/04* 04/05* 05/06* 06/07* *Projected 26 Electric Revenue Water Services Revenue - Water $18.21M $21.159M $24.80M $23.67M $25.68M $28.19M $30.13M $31.75M $32.61M $33.49M $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 98/99 99/00 00/01 01/02 02/03* 03/04* 04/05* 05/06* 06/07* 07/08* $12.61M$12.07M $11.55M $11.06M $10.59M$10.13M $8.99M $8.02M$8.01M $6.74M $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 98/99 99/00 00/01 01/02 02/03* 03/04* 04/05* 05/06* 06/07* 07/08* *Projected *Projected 27 Utility Revenues: The revenue shown include tap or hookup fees. Developer contributions, such as capital recovery or impact fees and interest are presented elsewhere. Generally, utility revenue projections are based on five-year forecasting models for each utility. The City prepares a financial model of each utility, forecasting revenues, expected infrastructure needs and other expected expenses. The models are prepared based upon assumptions regarding customer growth, the City’s five and ten year capital improvements plans, forecasted increases in costs, including personnel, and historical data. The models serve as a planning tool to forecast the ability to pay cash for infrastructure, anticipate debt needs for the upcoming five to ten year period, as well as, predict rate increases for the customer. Electric and Water Revenues: 4 Calculated on a four-year rolling average of per capita consumption in order to hedge against variations in weather conditions. 4 Growth estimates are based upon building permits, expected build out of subdivisions and other planning and development activity. 4 Assumes a 4.5% customer growth for Electric through the next five years as the City adjusts to a deregulated market. (historical average is 6-7%) 4 Assumes a 5% customer growth for Water for the next five years. (historical average is 6-7%) The City continues to be proactive in planning for regional water needs. The City has signed additional agreements with Brazos River Authority to ensure future water needs are met. Major treatment and system expansions will be made as growth occurs and are included in the 5-year capital improvement schedule. Wastewater Revenues: 4 Based on average monthly billings adjusted for customer growth. 4 Assumes a 5% customer growth over the next five years. (historical average is 5-6%) 4 Includes a volumetric rate increase from $2.95 to $3.10 per 1,000 gallons of water billed for 2003/04, and an additional volumetric rate increase from $3.10 to $3.25 per 1,000 gallons of water billed for 2004/05 to 2007/08. Water Services Revenue - Wastewater $7.33M $7.00M $6.68M $6.25M $5.95M $5.30M $4.65M $4.77M $4.38M $3.83M $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 98/99 99/00 00/01 01/02 02/03* 03/04* 04/05* 05/06* 06/07* 07/08* *Projected 28 Service Improvement Fees: These fees are collected from Del Webb and Escalara Ranch on a per unit basis to offset costs of infrastructure improvements to the serve the development. The fees, similar to impact fees, are collected for water, wastewater, streets and public safety improvements as part of the development agreement. The Escalara Ranch fee is $3,391 per unit as the build out continues. The Del Webb fees were adjusted as part of the seventh amendment to the development agreement executed in 2003. The new Del Webb fees are $8,123.50 per unit for 300 units from 2003 through 2009. Impact Fees: In 1996, the City adopted water and wastewater impact fees under Chapter 395 of the Texas Local Government Code. These revenues are used as partial funding for qualifying water and wastewater infrastructure projects. The fees were updated in 2003, through a study prepared by an Impact Fee Advisory Committee, to reflect changes in the City’s five and ten year Capital Improvements Plans, the Future Land Use Plan, and updated construction costs. The fees were adjusted from $1,425 per unit for water and wastewater, to $4,165. The increase in revenue is not expected to be measurable until 2004/05, once the current inventory of grandfathered lots are reduced. Capital Recovery Fee Revenue Fiscal Year 98/99 99/00 00/01 01/02 02/03* 03/04* 04/05* 05/06* 06/07* 07/08* Service Improvement Fees: Water 632 747 762 610 1,434 1,434 1,434 1,434 1,434 1,434 Wastewater 386 386 363 373 671 671 671 671 671 671 Total (thousands)1,018 1,133 1,125 983 2,105 2,105 2,105 2,105 2,105 2,105 Impact Fees: Water 410 495 795 337 413 330 380 650 750 950 Wastewater 245 329 594 244 275 275 325 630 841 841 Total (thousands)655 824 1,389 581 688 605 705 1,280 1,591 1,791 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 98/99 99/00 00/01 01/02 02/03* 03/04* 04/05* 05/06* 06/07* 07/08* Service Improvement Fees Impact Fees *Projected 29 Sanitation Revenue: Sanitation revenue includes fees collected for curbside garbage pick-up, including recycling and special pick- ups. Growth in the City’s customer base continues to be steady, mirroring the City’s growth rate. The City contracts with Texas Disposal Systems for garbage service. Airport Revenue: Airport revenue consists primarily of fuel sales, T-hangar rentals and tie-down fees. A 63-space T-hangar was completed in January 2000, to accommodate demand for hangar rental space, therefore increasing revenue. Fuel sales have also increased significantly, increasing revenue to the fund. Stormwater Drainage Revenue: Revenue for stormwater drainage is collected on a per unit basis to pay for maintenance of drainage, detention and filtration infrastructure and to pay for the debt service on bonds issued for major capital drainage improvements. The rate of $3.75 per unit also provides $200,000 annually for capital maintenance to correct drainage problems in the City. Other Enterprise Fund Revenues Fiscal Year 96/97 97/98 98/99 99/00 00/01 01/02* 02/03* 03/04* 04/05* (in thousands) Stormwater Drainage 327 461 616 668 698 885 1,229 1,328 1,395 Airport 603 596 724 1,324 1,449 1,431 1,447 1,558 1,558 Sanitation 1,507 1,680 1,910 2,089 2,362 2,500 2,744 2,850 2,996 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 96/97 97/98 98/99 99/00 00/01 01/02 02/03* 03/04* 04/05* Sanitation Airport Stormwater Drainage *Projected 30 Interest Income: The Federal Reserve lowered interest rates over the past year, thus lowering projected interest revenue. Projections are based on anticipated cash balances from contingency reserves, bond proceeds invested through the life of construction projects and fund balances. Grant Revenue: The City receives grants for a variety of purposes. Council approves all grant applications. The City budgets for grants that have been approved and awarded by the granting agency. Grant revenue peaked in 1997 and 1998 due to a high number of grants for economic development, parks improvements and law enforcement. Grant revenue in 1999/00 included money received to partially fund the Airport terminal building construction. Grant revenue for 2003/04 is $793,910, consisting of the Victim Services Grant for $30,000, Homeland Security grant for $63,910, and a Lower Colorado River Authority (LCRA) park improvement grant of $700,000. Miscellaneous Revenue: Revenues not falling into another category are classified as miscellaneous revenue. This source of funding is expected to rise due to fee increases, including building permits, fines, parks fees, recreation charges and other user fees. Surplus property sales and donations are also included in this category. Franchise Fee Revenue: The City receives revenue from franchise fees. These fees are paid by the City and outside utilities for use of rights of way and public properties and are collected to offset the cost of street maintenance. Increases in revenue are predicted to mirror the City’s growth rate. Other Miscellaneous Revenues Fiscal Year 97/98 98/99 99/00 00/01 01/02 02/03* 03/04* 04/05* (in thousands) Interest Income 1,296 1,653 1,962 1,903 1,192 1,165 441 416 Grant Revenue 1,184 308 945 307 472 166 794 30 Miscellaneous Revenue 4,053 2,783 3,208 4,133 4,173 4,782 4,853 4,984 Franchise Fees 974 1,052 1,388 1,379 1,489 1,617 1,735 1,826 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 97/98 98/99 99/00 00/01 01/02 02/03* 03/04* 04/05* Miscellaneous Revenue Franchise Fees Grant Revenue *Projected Interest Income 32 All Funds Summary GENERAL GENERAL SPECIAL CAPITAL DEBT TOTAL GENERAL REVENUE PROJECTS SERVICE BUDGET FUND FUNDS FUNDS FUND Beginning Fund Balances / 17,360,796 3,017,729 619,433 1,175,470 624,777 Working Capital SOURCES & REVENUES: Property taxes 7,129,000 4,929,000 2,200,000 Sales taxes 5,500,000 4,400,000 1,100,000 Bond Proceeds 7,975,000 1,150,000 Charges for Services 8,971,533 809,576 Capital Recovery Fees 330,000 Special Improvement Fees 2,274,795 16,800 Utility Revenues 47,794,986 Grants 793,910 793,910 Interest 440,766 35,500 12,590 14,130 25,000 Other Revenue 10,356,452 4,456,325 654,234 850,000 Interfund Transfers - ROI, Etc.5,729,614 4,204,800 103,956 Total Revenues 97,296,056 18,835,201 2,664,690 2,030,930 2,225,000 USES & EXPENSES: Georgetown Utility Systems 18,491,217 1,902,924 Purchased Power 18,600,000 Finance & Administration 8,229,516 234,035 74,837 Fire Services 3,831,249 3,646,249 185,000 Management Services 8,773,085 3,810,437 410,985 Parks & Recreation 2,841,842 2,786,642 55,200 Planning & Development 1,572,299 1,533,017 39,282 Police Services 5,484,680 5,321,125 163,555 Capital Improvements 23,007,165 2,120,515 2,104,000 Debt Payments 7,620,807 2,435,595 Interfund Transfers 5,729,614 131,661 1,085,600 Total Uses & Expenses 104,181,474 19,366,090 3,049,374 3,189,600 2,435,595 Ending Fund Balance / 10,475,378 2,486,840 234,749 16,800 414,182 Working Capital RESERVATIONS: Contingency 9,000,000 2,450,000 75,000 Capital Projects/Other 1,137,581 159,749 16,800 414,182 Available Fund Balance/ 337,797 36,840 0 0 0 Working Capital 33 All Funds Summary OTHER INTERNAL ELECTRIC WATER ENTERPRISE SERVICE FUND SERVICES (2) FUNDS (1) FUNDS Beginning Fund Balances / 4,776,015 6,347,771 533,697 265,904 Working Capital SOURCES & REVENUES: Property taxes Sales taxes Bond Proceeds 1,450,000 5,375,000 Charges for Services 8,161,957 Capital Recovery Fees 330,000 Special Improvement Fees 2,257,995 Utility Revenues 27,850,186 15,766,293 4,178,507 Grants Interest 45,479 127,125 50,442 130,500 Other Revenue 1,244,031 1,376,860 1,767,002 8,000 Interfund Transfers - ROI, Etc. 1,420,858 Total Revenues 30,589,696 25,233,273 5,995,951 9,721,315 USES & EXPENSES: Georgetown Utility Systems 4,750,225 9,916,613 732,865 1,188,590 Purchased Power 18,600,000 Finance & Administration 2,685,007 5,235,637 Fire Services Management Services 1,278,224 3,273,439 Parks & Recreation Planning & Development Police Services Capital Improvements 4,967,500 13,414,250 400,900 Debt Payments 1,285,269 3,421,758 478,185 Interfund Transfers 2,471,900 1,586,100 338,800 115,553 Total Uses & Expenses 32,074,894 28,338,721 5,913,981 9,813,219 Ending Fund Balance / 3,290,817 3,242,323 615,667 174,000 Working Capital RESERVATIONS: Contingency 3,250,000 2,925,000 300,000 Capital Projects/Other 227,850 145,000 174,000 Available Fund Balance/ 40,817 89,473 170,667 0 Working Capital (1) Includes Airport, Sanitation, & Stormwater Drainage (2) Includes Water, Wastewater, & Irrigation 34 General Fund 02/03 03/04 04/05 01/02 02/03 PROJECTED ADOPTED PROJECTED ACTUAL BUDGET ACTUAL BUDGET BUDGET Beginning Fund Balance 4,300,074 2,514,352 2,756,442 3,017,729 2,486,840 REVENUES: Property Taxes 3,813,772 4,462,000 4,495,493 4,929,000 5,039,000 Sales Taxes 3,453,856 3,385,000 3,650,000 4,400,000 4,500,000 Interest 93,564 98,000 45,500 35,500 35,500 Administrative Charges 843,739 757,463 753,753 809,576 812,912 All Other Revenue 3,774,694 4,132,730 4,234,324 4,456,325 4,605,425 Return on Investment 3,598,655 3,824,250 3,857,300 4,204,800 4,375,900 Transfers In - Balancing 850,000 850,000 Total Revenues 15,578,280 17,509,443 17,886,370 18,835,201 19,368,737 EXPENSES: Georgetown Utility Systems 1,867,618 1,790,125 1,789,748 1,902,924 1,904,503 Planning & Development 1,670,006 1,562,546 1,548,574 1,533,017 1,532,117 Finance & Administration 181,878 211,750 211,750 234,035 234,035 Fire Services 3,354,675 3,346,799 3,305,595 3,646,249 3,733,392 Management Services 2,028,824 1,934,748 1,916,411 2,442,604 2,075,179 Parks & Recreation 2,489,637 2,516,296 2,500,786 2,786,642 2,672,142 Police Services 4,448,655 5,038,718 5,031,065 5,321,125 5,370,017 Interfund Nondept'l Chrg 1,075,463 1,272,479 1,308,150 1,367,833 1,379,994 Transfers Out 5,156 13,004 13,004 131,661 55,082 Total Expenses 17,121,912 17,686,465 17,625,083 19,366,090 18,956,461 Ending Fund Balance 2,756,442 2,337,330 3,017,729 2,486,840 2,899,116 RESERVATIONS: Contingency 2,325,000 2,325,000 2,325,000 2,450,000 2,600,000 Available Fund Balance 431,442 12,330 692,729 36,840 299,116 35 Fund Description: The General Fund is used to account for resources traditionally associated with government which are not required legally or by sound financial management to be accounted for in another fund. Significant Issues/Comments: 4 In 2001/02, the City implemented a new fiscal and budgetary policy to reduce the operating shortfall and the Fund’s dependency on transfers from the utility funds. Full implementation, including elimination of the deficit, occurred in 2003/04. 4 Funds for street maintenance, including overlay ($100,000), seal coat ($50,000), unscheduled street repairs ($225,000), curb repairs ($75,000), sidewalk repairs ($75,000), and micro-surfacing of existing streets ($200,000) are included in the 2003/04 Street Department budget, as well as, a new three person crew to address street cuts and other minor street repairs. 4 The second phase of a plan to upgrade Public Safety compensation was funded in 2003/04, including $117,448 for Police and $62,458 for Fire which increases the step levels in Police from 2% to 2.5% and from 2% to 2.25% in Fire. 4 The first phase of the Downtown Master Plan implementation is funded in Management Services. This includes signage and capital improvements designed to enhance the beauty and economic viability of the downtown shopping area. Fiscal Year 2003/04 Revenues Admin Charges 4% Interest & Other 23% Property Taxes 25% Fund Balance 3% Tfr In - Return on Inv. 22% Sales Taxes 23% Expenditures Planning & Dev 7.9% F&A 1.2% Fire Svcs 18.8%Mgt Svcs 12.6% Parks & Rec 14.4% Police Svcs 27.5% Interfund Nondept'l Chrg 7.1% 36 Electric Fund 02/03 03/04 04/05 01/02 02/03 PROJECTED ADOPTED PROJECTED ACTUAL BUDGET ACTUAL BUDGET BUDGET Beginning Working Capital 4,939,326 4,593,719 5,164,751 4,776,015 3,290,817 REVENUES: Electric Services 23,412,202 24,419,064 25,356,387 27,850,186 29,792,400 Bond Proceeds 585,000 563,000 1,450,000 800,000 Interest 123,706 141,891 89,056 45,479 51,000 All Other Revenue 1,193,851 1,430,661 2,567,716 1,244,031 1,244,335 Total Revenues 24,729,759 26,576,616 28,576,159 30,589,696 31,887,735 EXPENSES: Georgetown Utility System 3,930,427 4,317,281 4,224,150 4,750,225 4,787,685 Purchased Power 14,746,502 15,945,649 17,600,000 18,600,000 19,800,000 Capital Projects 2,776,814 3,594,627 2,876,700 4,967,500 3,528,400 Debt Payments 1,087,140 1,185,468 1,185,468 1,285,269 1,323,337 Transfers Out 1,963,451 2,963,040 3,063,490 2,471,900 2,450,300 Total Expenses 24,504,334 28,006,065 28,949,808 32,074,894 31,889,722 Ending Working Capital 5,164,751 3,164,270 4,791,102 3,290,817 3,288,830 RESERVATIONS: Contingency 3,100,000 3,100,000 3,100,000 3,250,000 3,250,000 Available Working Capital 2,064,751 64,270 1,691,102 40,817 38,830 37 Fund Description: The Electric Fund is used to account for the revenues from all operating and maintenance activities of the utility and the expenses of the departments, which support those activities. This includes the Electric department, the Automated Meter Reading (AMR) Department, purchased power costs, debt payments and capital projects. The fund also makes transfers out to the General Fund for the City’s return on investment for the Electric utility. Significant Issues/Comments: 4 Purchased power costs fluctuate with the variances in the fuel surcharge implemented by the Lower Colorado River Authority, the City’s wholesale supplier. This surcharge is passed along to the City’s customers as a pass-through charge. 4 The Electric and Water funds share the maintenance of the City’s automated meter reading system. 4 An electric crew is added in 2004 to ensure adequate maintenance of the system. 4 Capital projects are funded through operating revenues and debt when necessary. In 2004, $2.6 million of operating revenues and $1,450,000 of bond proceeds fund the annual capital projects plan. 4 Transfers Out include the 8% return on investment to the General Fund, as well as transfers to the Fleet Fund for new program equipment. Fiscal Year 2003/04 Revenues Electric Services 86% Fund Balance 5% Bond Proceeds 5% Interest 0%Other 4% Expenses Operating 15% Purchased Power 58% Capital Projects 15% Transfers 8% Debt Payments 4% 38 Fund Description: The Water Services Fund is used to account for the revenues from all operating and maintenance activities for water, wastewater and irrigation and the expenses of the Utility Contracts, Distribution and Treatment Facility departments which support those activities. Expenses also include debt payments, capital costs and the transfers out to the General Fund for the City’s return on investment. Each utility service type is tracked separately for rate design purposes to ensure rates are charged to fully recover operational costs Water Services Fund 02/03 03/04 04/05 01/02 02/03 PROJECTED ADOPTED PROJECTED ACTUAL BUDGET ACTUAL BUDGET BUDGET Beginning Working Capital 12,444,402 6,091,165 (417,951) 6,347,771 3,242,323 REVENUES: Water Services 8,448,092 9,465,000 9,465,000 9,817,936 10,283,682 Wastewater Services 4,373,795 4,875,000 5,023,752 5,601,200 5,902,400 Irrigation Services 180,236 453,000 236,749 347,157 350,417 Bond Proceeds 8,405,000 5,937,000 5,375,000 4,800,000 Bond Reimbursement (6,583,432) Capital Recovery Fees 336,661 412,500 412,500 330,000 380,000 Special Improvement Fees 1,128,520 952,845 2,257,995 2,257,995 2,257,995 Interest 505,271 648,035 877,362 127,125 148,625 All Other Revenue 2,705,970 1,388,015 1,311,263 1,376,860 1,449,860 Total Revenues 17,678,545 20,015,963 25,521,621 25,233,273 25,572,979 EXPENSES: Georgetown Utility System 7,563,559 8,687,589 9,048,420 9,916,613 10,158,072 Capital Projects 19,349,401 9,476,305 5,449,444 13,414,250 8,548,200 Debt Payments 2,507,779 3,120,115 2,744,135 3,421,758 3,819,302 Transfers Out 1,330,159 1,551,950 1,513,900 1,586,100 1,572,600 Total Expenses 30,750,898 22,835,959 18,755,899 28,338,721 24,098,174 Ending Working Capital (627,951) 3,271,169 6,347,771 3,242,323 4,717,128 RESERVATIONS: Contingency 2,750,000 2,745,000 2,745,000 2,925,000 2,925,000 SIP reservation 395,000 100,250 227,850 1,241,775 Other 1,450,000 400,000 450,000 Available Working Capital (5,222,951) 25,919 3,602,771 89,473 100,353 39 Significant Issues/Comments: 4 Water supply is provided through agreements with the Brazos River Authority. BRA expenses will increase due to the scheduled 15% increase in raw water cost, as well as principal and interest payments and operational cost for the Williamson County Raw Water Line, which became operational in 2003. 4 Treatment costs have increased substantially due to the opening of the Pecan Branch Wastewater Treatment Plant and the expansion of the Lake Water Treatment Plant. 4 Capital projects are funded through operating revenues, service improvement fees, impact fees and debt when necessary. 2003/04 Capital Improvements Plan includes debt issue for the infrastructure improvements for the Wolf Ranch Development, as well as engineering costs for expansion of the Dove Springs Wastewater Treatment Plant. 4 Water rates were adjusted from $2.13 to $2.25 per1,000 gallons effective October 1, 2003, as planned in the 2001 rate study to fund increased water costs, as well as the contractual payment for the Williamson County Raw Water Line. Wastewater rates were adjusted from $2.95 to $3.10 per 1,000 gallons as well, to fund on-going repairs for the Edwards Aquifer inflow and infiltration mandates. 4 The fund shows a negative available fund balance at the end of fiscal year 2002, due to an encumbrance for the entire Lake Water Treatment Plant expansion contract. Bonds were issued for the project in the Fall of 2002, to meet the project’s cash flow needs. 4 Service Improvement Fees increase beginning in 2002/03 due to the revised SIP fee amounts, as well as, a 300 unit per year guarantee included in the Del Webb Seventh Amendment, approved in March 2003. Fiscal Year 2003/04 Revenues Water Services 29% Wastewater Services 16% Interest 1%Other 4% Fund Balance 26% Bond Proceeds 16% SIP & CR Fees 8% Expenses Capital Projects 47% Debt Payments 12% Transfers 6% Operating 35% 40 Fund Description: The Airport fund is used to account for revenues and expenses related to the operation and maintenance of the Georgetown Municipal Airport. Capital improvements for the Airport and debt payments on outstanding debt for the Airport fund are also accounted for here. The Airport was awarded a Federal Entitlement Grant for airport improvements that will be administered by the Aviation Division of the Texas Department of Transportation. This grant will be used in the rehabilitation of existing runways, taxiways, streets and other on-site improvements. The grant match was 10% at a cost of $50,000 paid in the 2002/03 budget year. Significant Issues/Comments: 4 The terminal building was expanded in 2002, thereby increasing maintenance, insurance, utilities, and other on-going costs. 4 Fuel sales and accompanying fuel costs fluctuate according to demand. Fuel sales were less than anticipate in 2002/03, thus resulting in less ending booking capital at YE03 than projected. 4 There are no capital projects budgeted in 2003/04 or 2004/05. Airport Fund 02/03 03/04 04/05 01/02 02/03 PROJECTED ADOPTED PROJECTED ACTUAL BUDGET ACTUAL BUDGET BUDGET Beginning Working Capital (39,030) 325,700 281,296 187,499 299,478 REVENUES: Fuel & Terminal Sales 1,008,843 1,121,072 1,004,180 1,116,892 1,116,892 Leases & Rents 422,335 440,880 443,270 440,880 440,880 Interest 16,426 9,009 7,500 8,000 8,000 Grant 257,305 459,000 12,500 All Other Revenue 50,999 44,000 44,000 48,180 48,180 Transfers In 2,304 Total Revenues 1,758,212 2,073,961 1,511,450 1,613,952 1,613,952 EXPENSES: Management Services 1,242,659 1,338,270 1,328,652 1,278,224 1,286,458 Capital Projects 504,442 75,000 Debt Payments 195,227 201,595 201,595 223,749 190,867 Total Expenses 1,437,886 2,044,307 1,605,247 1,501,973 1,477,325 Ending Working Capital 281,296 355,354 187,499 299,478 436,105 RESERVATIONS: Contingency 150,000 150,000 150,000 150,000 150,000 Capital Projects 205,354 37,499 149,478 286,105 Available Working Capital 131,296 0 0 0 0 41 Fund Description: The Sanitation Fund is used to account for revenues from all operating and maintenance activities of the utility and the expenses of the departments which support those activities. Sanitation includes operating costs for the City’s payment to a private contractor for solid waste disposal services, as well as contracted costs for the City’s collection station for bulky waste disposal. Significant Issues/Comments: 4 Customer growth over the past few years has caused increases in revenues and expenses. 4 Rates for Sanitation services are based on the City’s contract with a private contractor for solid waste disposal services. 4 Increased advertising for the recycling program and implementation of a Household Hazardous Waste program are planned for 2003/04. 4 The City typically budgets for a contingency fund balance in all funds that have personnel to provide security of the personnel budget in case of an unexpected fiscal crisis. Because the position in this fund was transferred after the City contracted for the collection station, the contingency fund was eliminated. The fund now serves as only a pass-through for revenues and associated contracted costs. Sanitation Fund 02/03 03/04 04/05 01/02 02/03 PROJECTED ADOPTED PROJECTED ACTUAL BUDGET ACTUAL BUDGET BUDGET Beginning Working Capital 118,270 93,739 66,020 31,556 6,799 REVENUES: Sanitation Services 2,499,864 2,796,000 2,743,800 2,850,400 2,996,000 All Other Revenue 43,772 41,150 41,150 41,150 41,150 Total Revenues 2,543,636 2,837,150 2,784,950 2,891,550 3,037,150 EXPENSES: Finance & Administration 2,391,947 2,630,567 2,596,614 2,655,907 2,772,253 Hazardous Waste Clean-up 29,100 29,100 Transfers Out 203,939 227,000 222,800 231,300 240,100 Total Expenses 2,595,886 2,857,567 2,819,414 2,916,307 3,041,453 Available Working Capital 66,020 73,322 31,556 6,799 2,496 RESERVATIONS: Contingency 50,000 Available Fund Balance 16,020 73,322 31,556 6,799 2,496 42 Fund Description: The Stormwater Fund is used to account for all operating and maintenance activities of the City’s drainage system and the debt payments for bonds issued in past years to improve drainage problems. Significant Issues/Comments: 4 The per unit cost for Stormwater Drainage was increased from $2.90 to $3.75 in 2002/03 and provides $200,000 annually for the correction of drainage problems within the City. 4 City engineers have prepared a complete Regional Stormwater Drainage Master Plan (RSMP), which outlines future capital improvements that are needed to improve drainage in the City. The City will be adopting a new RSMP fee for this purpose as part of the Unified Development Code in early 2004 to fund the infrastructure outlined in the plan. Stormwater Drainage Fund 02/03 03/04 04/05 01/02 02/03 PROJECTED ADOPTED PROJECTED ACTUAL BUDGET ACTUAL BUDGET BUDGET Beginning Working Capital 510,758 175,874 215,817 314,642 309,390 REVENUES: Stormwater Fees 885,421 1,229,000 1,229,002 1,328,107 1,394,831 Bond Proceeds 250,000 RSMP Revenue 145,000 290,000 Interest 19,210 5,200 3,300 1,292 2,300 All Other Revenue 13,780 16,050 16,050 16,050 16,050 Transfers In 1,197 Total Revenues 919,608 1,500,250 1,248,352 1,490,449 1,703,181 EXPENSES: Georgetown Utility Systems 549,245 667,830 664,537 732,865 728,331 Capital Projects 338,496 425,268 62,450 400,900 302,000 Debt Payments 255,129 277,236 255,330 254,436 260,462 Transfers Out 71,679 167,310 167,210 107,500 112,900 Total Expenses 1,214,549 1,537,644 1,149,527 1,495,701 1,403,693 Ending Working Capital 215,817 138,480 314,642 309,390 608,878 RESERVATIONS: Contingency 65,000 120,000 120,000 150,000 150,000 Regional Stormwater Master Plan 145,000 335,000 Available Working Capital 150,817 18,480 194,642 14,390 123,878 43 Fund Description: Capital projects funds are used to account for the acquisition and construction of major capital facilities other than those financed by Special Revenue (grants) and Enterprise Funds (i.e. utilities and airport). Facilities and Parks Capital Projects Funds: Includes funds for the implementation of the City’s facilities construction plan, which includes the completion of the renovation of the Municipal Complex on Industrial Avenue, the renovation of the existing GUS complex for the Parks Department, and the renovation of the old Pumps facility to expand the Animal Shelter. Streets Capital Projects Fund: Includes revenues from the various transportation fees received by the City through development agreements. Projects to be constructed with existing funding sources are included in the City’s five-year capital improvement program. 2003/04 includes funds received from Williamson County for the Shell Road Project. Transportation projects to be funded through the additional ½ cent sales tax approved in May 2001, are determined by the Georgetown Transportation Enhancement Corporation (GTEC), the City’s “4B” corporation which oversees this revenue. The board of GTEC is appointed by the City Council and its budget is approved annually by Council. Although GTEC is a separate entity from the City, a copy of the GTEC budget is included in the reference section of this document. Public Safety Capital Projects Fund: Includes funds for the replacement of a fire truck, as well as implementation of Phase II of the police vehicle replacement program, and adding unmarked vehicles and patrol laptops to the vehicles. These costs are funded with short term debt obligations in 2004. General Capital Projects Funds - Summary 2003/04 FACILITIES & STREETS GENERAL PARKS PUBLIC SAFETY CAPITAL CAPITAL PROJECTS PROJECTS PROJECTS PROJECTS TOTAL Beginning Fund Balance 604,600 570,870 1,175,470 REVENUES: Interest 5,000 9,130 14,130 Bond Proceeds 1,150,000 Service Improvement Fees 16,800 16,800 Other 850,000 850,000 Total Revenues 5,000 1,150,000 875,930 880,930 EXPENDITURES: Debt Issuance Costs 64,400 Capital Projects 609,600 1,430,000 2,039,600 Transfers Out 1,085,600 Total Expenditures 609,600 1,150,000 1,430,000 2,039,600 Ending Fund Balance 0 0 16,800 16,800 SIP Reservation 16,800 16,800 Available Fund Balance 0 0 0 0 44 Fund Description: Special revenue funds (SRF’s) are used to account for specific revenues that are legally restricted for expenditures for particular purposes. The City uses these funds to track revenues and expenditures for: • Grants • Donations • Hotel Occupancy Tax (HOT)• Police seizures • Parkland dedication fees • Street Maintenance Sales Tax Significant Issues/Comments: 4 These funds vary significantly with the level of donation and grant activity for each year. 4 Hotel Occupancy Tax continues to decrease as more new properties have opened in nearby Round Rock. Georgetown has not had a new hotel property since 2000, when the Holiday Inn Express opened. Therefore, revenues will continue to be stagnant until additional properties are built. The City adjusted expenditures to accommodate the downturn, while planning more community events to increase future revenues. 4 2003/04 marks the first full year of revenue for the $0.25% Street Maintenance Sales Tax, which was approved by voters in November 2002. Funds may only be spent on existing streets. Projects for 2004 include: • 13th Street • MLK • Riverside Drive • 4th to 6th Street • Gabriel View • Smith Creek Road Special Revenue Funds - Summary 2003/04 BEGINNING ENDING FUND FUND FUND DIVISION/SECTION BALANCE REVENUES EXPENDITURES BALANCE Animal Services Fund Police Services 4,192 25,400 29,592 0 Cemetery Fund Parks & Recreation 42,717 31,200 55,200 18,717 Court Fee Fund Finance & Administration 39,037 35,800 74,837 0 Fire Billing for Service Fire Services 67,568 130,500 185,000 13,068 Library Donations Management Services 27,315 21,100 48,415 0 Main Street Facade Fund Management Services 12,507 300 12,807 0 Mapping Fund Planning & Development 9,182 30,100 39,282 0 Parks Restricted Parks & Recreation 239,565 100,950 340,515 0 River Corridors Grant Fund Parks & Recreation 0 700,000 700,000 0 Police Restricted Police Services 24,508 109,455 133,963 0 Street Tax Georgetown Utility Systems 0 1,148,874 1,080,000 68,874 Tourism Fund Management Services 152,842 331,011 349,763 134,090 Total Special Revenue Funds 619,433 2,664,690 3,049,374 234,749 45 Fund Description: Facilities Maintenance Fund: Provides janitorial services, light maintenance, equipment repair and replacement (copiers, HVAC, etc.), landscape maintenance, building repair and replacement (roofs, painting, carpet) on an established schedule. Charges for services to each department are made based on predetermined lease fees. Fleet Management Fund: Provides vehicles, vehicle equipment and communications equipment to all using City departments, as well as maintenance of all vehicles. Charges for services are based on annualized replacement and maintenance costs of each vehicle. Information Services Fund: Provides computer hardware, software, training and staff support to all using City departments. Charges are based on hardware and software replacements for each department. Joint Services Fund: Composed of departments providing administrative services to City funds and departments. GUS Administration, Systems Engineering and Utility Office provide support to the City’s utility funds. Administrative departments, including Accounting, Finance Administration, Human Resources and Safety, and Purchasing and Properties provide support to all City funds and departments. Internal Service Funds - Summary 2003/04 FACILITIES FLEET INFORMATION JOINT INTERNAL MAINTENANCE MANAGEMENT SERVICES SERVICES SERVICES FUND FUND FUND FUND FUND TOTAL Beginning Working Capital 12,505 55,135 29,937 168,327 265,904 REVENUES: Charges for Services 618,251 1,137,507 1,330,405 5,075,794 8,161,957 Interest & Other 7,000 23,000 17,500 83,000 130,500 Sale of Property 8,000 8,000 Interfund Transfers 1,192,300 3,558 225,000 1,420,858 Total Revenues 625,251 2,360,807 1,351,463 5,383,794 9,721,315 EXPENSES: Georgetown Utility Systems 1,188,590 1,188,590 Finance & Administration 637,667 2,339,720 2,258,250 5,235,637 Management Services 1,354,793 1,918,646 3,273,439 Interfund Transfers 48,874 66,679 115,553 Total Expenses 637,667 2,388,594 1,354,793 5,432,165 9,813,219 Ending Working Capital 89 27,348 26,607 119,956 174,000 Finance and Administration The Finance & Administration Division serves City departments and citizens through Accounting, Administration, Facilities Maintenance, Fleet Management, Municipal Court, Purchasing & Properties and the Utility Office. The Division also manages the City's internal service funds for Facilities and Fleet. In 2001/02, oversight of the City’s Sanitation Services was assigned to the Division and is managed through the Utility Office. The primary funding sources include the Joint Services Fund (Administration, Accounting, Purchasing, Utility Office), General Fund (Municipal Court) and the Fleet and Facilities Internal Service Funds. Finance & Administration Purchasing and Properties Page 54 Facilities Maintenance (includes Internal Service Fund) Page 56 Fleet Management (includes Internal Service Fund) Page 60 Utility Office Page 64 Sanitation Page 66 Accounting Page 50 Municipal Court Page 52 Administration Page 48 02/03 04/05 01/02 02/03 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Accounting 380,786 460,473 460,256 484,762 (5.3%)484,762 Administration 301,244 338,373 337,774 398,679 (18.0%)379,179 Facilities Maintenance 62,543 117,638 117,638 194,687 (65.5%)194,687 Facilities Main. Contracts 476,126 435,447 389,510 528,334 (35.6%)479,834 Vehicle Service Center 487,258 470,460 470,460 524,420 (11.5%)519,420 Capital Replacements & Ins. 812,399 1,563,855 1,563,700 1,864,174 (19.2%)996,632 Municipal Court 181,878 211,750 211,750 234,035 (10.5%)234,035 Court Fees SRF 33,971 56,097 31,435 74,837 (138.1%)35,800 Purchasing & Properties 381,050 388,514 388,514 366,937 (-5.6%)366,937 Utility Office 655,564 875,433 875,432 1,007,872 (15.1%)1,005,872 Sanitation Contracts 2,282,773 2,630,567 2,596,614 2,685,007 (3.4%)2,801,353 Division Total 6,055,592 7,548,607 7,443,083 8,363,744 (12.4%)7,498,511 * Percent change of 03/04 Adopted from 02/03 Projected Actual 01/02 02/03 02/03 04/05 PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL PROJECTED Accounting 6.75 7.75 7.75 7.75 Administration 2 2 2 2 Facilities Maintenance 1 1 1 2 Vehicle Service Center 4/.5 4/.5 4/.5 4/.5 Municipal Court 3 3 3 3 Purchasing and Properties 6 6 6 6 Utility Office 10 11 11 13 Total (FT/PT) 32.75/.5 34.75/.5 34.75/.5 37.75/.5 7.75 2 2 37.75/.5 4/.5 3 6 13 Finance and Administration 03/04 ADOPTED 03/04 ADOPTED (% Change*) Operations 58% Personnel 22% Capital 20% 2,388,594 2,685,007 723,021 484,762 398,679 366,937 308,872 1,007,872 0 200,000 400,000 600,000 800,000 1,000,00 0 1,200,00 0 1,400,00 0 Municipal Court Purchasing & Properties Administration Accounting Facilities Maintenance Utility Office Vehicle Service Center Sanitation Contracts 48 Finance and Administration Administration DEPARTMENT DESCRIPTION The Administration Department provides support to City departments through leading and managing Accounting, Facilities Maintenance, Fleet Management, Municipal Court, Purchasing & Properties and Utility Office. This department plans and directs the City's financial activities: accounting, purchasing, tax collections, billings, financial reporting, and debt and investment management. The department directs the City’s budgeting process; the preparation and publication of the Annual Operating Plan Element (budget) of the Georgetown Century Plan; monitors and updates long-term financial plan and prepares related policy recommendations; and plans and coordinates city debt issuance, including presentations to bond rating agencies. Other projects include working with Georgetown Utility Systems (GUS) and the Utility Office on the City’s utility services and electric deregulation strategies. MAJOR DEPARTMENT GOALS h Ensure the City’s assets by maximizing available resources, minimizing costs, and protecting cash principle. h Plan for the City’s future financial growth, thus protecting and enhancing the City’s quality of life. h Be the leader in providing the highest level of service in administering the operating and capital budgets and implementing innovative approaches toward budgeting. h Evaluate and make recommendations on City operations and procedures to make the City more effective in providing services to the citizens of Georgetown and more efficient in the use of City resources. h Foster a “customer-oriented” philosophy toward internal and external departments in the City. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Assisted in revising the City’s Water and Wastewater Impact Fee ordinance to more adequately fund system expansion due to development. h Completed 2003/04 bond issues for both City Utility and GTEC projects. h Completed annexation cost/benefit analysis model to help analyze the financial viability of future annexations. h Completed Phase I of the patrol vehicle replacement program, utilizing Public Property Financial Contractual Obligations (PPFCO) funding, thus reducing the average age of the City’s patrol fleet by two years. h Completed the electric rate study and related ordinance changes. h Finalized the Water/Wastewater agreement and the Seventh Amendment to the Development Agreement between the City and Del Webb Corporation, ensuring repayment of infrastructure costs for Sun City. h Worked with GISD to begin development of joint projects for the benefit of the community. h Updated the Division web page, providing City financial information in a user-friendly format. h Finalized the Wolf Ranch Development agreement with Simon Properties for a 750,000 sq. ft retail development. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Develop a funding plan for long-term general capital projects that does not adversely impact the City’s tax rate. h Review implementation of GASB 34. h Coordinate the 2003/2004 bond issues for both City and GTEC projects. h Explore funding options to implement the Downtown Master Plan, including possible use of economic development incentives. h Conduct a citizen survey for feedback on City programs and services to be incorporated into the annual budget process. h Continue development of the City’s long-range business and financial models. ADMINISTRATION 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 004/05 PROJECTED Division Director Administrative Assistant 1 1 1 1 1 1 1 1 1 1 Total 2 2 2 2 2 49 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/4 1. # of bond issues outstanding Amount of debt outstanding 13 $54,095,000 14 $57,340,700 13 $54,805,000 14 $58,105,000 16 $62,145,000 2. Utility customers 16,939 17,755 17,700 18,400 18,500 3. Adopted Annual Budget 4. Presentations to Council $83,770,537 12 $90,149,928 15 $88,444,862 12 $85,166,405 15 $104,181,474 16 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/4 1. Receive GFOA Budget Award 2. Special projects completed/ initiated within the same fiscal year 3. Avg. cost to produce budget document 4. Bond Rating: Standard & Poor’s Rating Group Moody’s Investors Service Yes N/A $39.24 A A2 Yes 95% $40.67 A+ A1 Yes 95% $60.00 A+ A1 Yes 97% $59.29 A+ A1 Yes 95% $55.00 AA Aa3 DEPARTMENT BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: 2003/04 includes additional funds for a City-wide Citizen Survey to be conducted in November 2003, as well as, utility costs for City Hall, previously budgeted in Purchasing. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 149,406 155,238 154,639 Personnel 161,050 161,050 151,838 183,135 183,135 Operations 237,629 218,129 301,244 338,373 337,774 398,679 379,179 50 Finance and Administration Accounting DEPARTMENT DESCRIPTION The Accounting Department is responsible for keeping accurate financial records for the City and providing financial and related information to division directors, department heads, and council members when they make financial decisions for the City. The Department pays accounts payable promptly by issuing and mailing checks weekly, processes the City's payroll and related reports, tracks investments and cash flow of all City funds, maintains the general ledger and monitors internal controls, prepares interim and annual financial budget and investment reports, tracks the City’s capital improvements and grant projects, monitors bond proceed disbursements and pays the City's debt service. MAJOR DEPARTMENT GOALS h Provide financial information to all users in the form, frequency and timeliness needed for management decisions. h Provide for accurate and timely payments to City employees and vendors. h Provide financial reporting conformity with generally accepted accounting principles that receives the Government Finance Officers Association (GFOA) Certificate of Achievement. h Monitor budget revenues and expenses to ensure fiscal accountability and responsible use of City resources. h Ensure maximum safety of invested funds while achieving a competitive rate of return. h Foster a “customer-oriented” approach toward internal departments of the City. h Monitor internal controls to safeguard the City’s assets. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Restated 2002 financial statements in Governmental Accounting Standards Board Statement (GASB) Statement No. 34 format to prepare for the mandated reporting requirements for the 2002/03 fiscal year. h Assisted with a cost of service study for the Electric Utility to provide the basis for an unbundled rate structure in anticipation of electric deregulation. h Assisted with an electric deregulation opt-in readiness assessment to determine the City’s current and future requirements for being competitive in a deregulated market. h Converted the City’s investment portfolio accounting software to a new program to save on-going costs. h Completed the update of financial policies and procedures and provided training to divisions on the updates. h Received the GFOA Certificate of Achievement for the 16th consecutive year for the Comprehensive Annual Financial Report. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Implement GASB 34, as mandated for reporting purposes for the fiscal year ended September 30, 2003. h Develop an internal audit program to ensure compliance with City’s financial operating guidelines. h Implement cash handling training program for all City cashiers. h Research benefits and requirements of implementing Federal Energy Regulatory Commission (FERC) reporting for the City’s electric utility. ACCOUNTING 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Accountant I Accountant III Accounting Specialist Chief Accountant Controller Payables Supervisor Utilities Financial Analyst Total (FT/PT) .75 1 2 1 1 1 0 6.75 .75 1 2 1 1 1 1 7.75 .75 1 2 1 1 1 1 7.75 .75 1 2 1 1 1 1 7.75 .75 1 2 1 1 1 1 7.75 51 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Vendor checks issued 11,750 10,955 11,300 11,375 11,400 1. Invoices processed 2. Payroll checks issued 10,300 10,050 9,648 10,073 10,700 9,900 10,600 10,100 10,700 10,300 3. Annual investment portfolio $36,910,331 $26,113,197 $35,000,000 $30,000,000 $35,000,000 4. # of grants Annual grant expenditures 17 $421,488 14 $529,346 4 $74,675 11 $191,312 4 $793,910 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Payments processed within vendor terms N/A N/A 86% 89% 90% 2. Manual payroll check percentage N/A NA 2% 1% 2% 3. % of budgeted interest received 148% 85% 100% 40% 100% 4. Internal customer rating of satisfied or better N/A N/A 97% 97% 97% DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: Staff resources for the upcoming year will be dedicated to the implementation of Governmental Accounting Standards Board Statement No. 34, which mandates additional reporting requirements at the entity-wide level. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 327,613 393,068 392,851 Personnel 423,592 423,592 53,173 60,705 60,705 Operations 61,170 61,170 6,700 6,700 Capital 380,786 460,473 460,256 484,762 484,762 52 Finance and Administration Municipal Court DEPARTMENT DESCRIPTION The Municipal Court handles the judicial processing of Class C misdemeanors that originate from traffic citations, citizen complaints, code violations, and misdemeanor arrest, occurring within the territorial limits of the City of Georgetown. The Municipal Court processing is pre- determined by the Texas Code of Criminal Procedure and the Code of Judicial Conduct. In addition to the judicial processing, the Court prepares dockets, schedules trials, processes juries, records and collects fine payments, and issues warrants for Violation of Promise to Appear and Failure to Appear. Municipal Court also processes code violations as part of the citywide code enforcement effort. The Municipal Judge holds monthly arraignment, juvenile, show cause, and trial dockets. The Judge also facilitates the Teen Court Program in conjunction with the Georgetown High School. One Deputy Court Clerk and Court Cashier perform administrative and clerical activities. The department reports to the Court Clerk. MAJOR DEPARTMENT GOALS h Foster a “customer service” philosophy with court defendants, treating all with professional courtesy and respect. h Increase Court efficiency through streamlined procedures and automation. h Protect and preserve individual liberties of court defendants. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Implemented two Autocite ticket writers to provide judicial support for the traffic deterrent program. h Implemented a Municipal Court Policy and Procedure manual to provide consistency in application of procedures. h Enhanced customer service by offering forms and information on Municipal Court through the website. h Implemented a new filing system to enhance the efficiency of the court. h Implemented wireless network connections in the courtroom to expedite court processing time. MAJOR DEPARTMENT OBJECTIVES FOR FISCAL YEAR 2003/2004 h Implement internet payment option for court fines to provide 24 hour payment options for customers. h Enhance court security by providing training to court staff and mock scenarios to practice procedures in case of threatening situations. h Implement a paperless records storage system to enhance the efficiency of court processes. h Increase number of court sessions to reduce case scheduling time by 30 days. h Provide better customer service through the addition of Judge’s office hours to provide time for customers to discuss their cases with the Judge. h Increase percentage of citations issued through the automated ticket writers through the purchase of units through the Court Technology Fund. MUNICIPAL COURT 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Municipal Court Clerk Court Cashier Deputy Court Clerk Total (FT/PT) 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 NUMBER OF TICKETS/REVENUE 0 100,000 200,000 300,000 400,000 500,000 600,000 99/00 00/01 01/02 02/03 03/04* Fi n e R e v e n u e 0 2,000 4,000 6,000 8,000 10,000 12,000 # o f C a s e s F i l e d Revenue # cases filed *Projected 53 WORKLOAD MEASURES ACTUAL 00/01 ACTUAL 01/02 BUDGETED 02/03 PROJECTED 02/03 PROPOSED 03/04 1. Number of cases filed 6,054 5,767 8,438 9,132 11,000 2. Number of courtesy letters 5,082 4,678 6,604 8,280 10,800 3. Number of warrants issued 1,221 969 1,000 1,320 1,500 4. Municipal Court fine revenue: Retained by City $336,517 $401,305 $630,833 $511,855 $550,000 Remitted to State $132,796 $175,078 $201,850 $246,400 $269,500 PERFORMANCE MEASURES ACTUAL 00/01 ACTUAL 01/02 BUDGETED 02/03 PROJECTED 02/03 PROPOSED 03/04 1. Arraignment docket scheduling ** 90 days 90 days 60 days 180 days 60 days 2. Processing of ticket entry 6 days 3 days 5 days 3 days 3 days 3. Customer use of website NA NA 500 hits 10,560 hits 12,000 hits 4. Warrants cleared as % of issued * NA 91% 20% 57% 30% 5. Citations issued through auto systems - % of total *** NA 2% NA 13% 20% 6. Bailiff attendance for court NA 100% 100% 100% 100% 7. Collections per clerk – City portion $112,200 $133,800 $210,200 $170,618 $183,300 * Warrant processing was behind due to staff turnover. ** Docket delay due to relocation of court sessions while City Hall/Courts Building was renovated. *** Two ticket writers for the motorcycle traffic units were implemented in July, 2002. DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: The Municipal Court office relocated to the newly remodeled City Council Chambers/Court Building late in fiscal year 2003, therefore the 2003/04 budget increases slightly due to additional building costs. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 137,045 154,986 156,912 Personnel 165,044 165,044 44,833 56,764 54,838 Operations 68,991 68,991 181,878 211,750 211,750 234,035 234,035 54 Finance and Administration Purchasing and Properties DEPARTMENT DESCRIPTION The Purchasing & Properties Department procures all supplies, equipment, and services for all departments within the City organization. Procurement activities include establishing annual contracts and blanket purchase orders to reduce cost; preparing bid specification and tabulations; conducting bid proceedings; expediting materials; and preparing recommendations to the City Council for purchases over $25,000. The department regularly meets with using departments to review purchasing procedures and solicit ideas for improved efficiency. This department coordinates the purchases and installations for the 800 MHZ radio communications system and provides a representative that serves on the County-wide Interagency Communications Board. Purchasing also oversees communication systems currently in use by the City, including pagers, long distance and cellular telephones. Purchasing & Properties also oversees the operation of the City's central receiving/distribution warehouses. Purchasing is responsible for disposing of surplus items and conducting the annual Citywide auction. MAJOR DEPARTMENT GOALS h Develop and maintain a level of performance considered above average by our customers while maintaining a high degree of efficiency and economy. h Provide the City of Georgetown user departments with needed materials and services by utilizing best value purchases in a timely manner. h Develop and maintain a positive and productive working relationship with all user departments. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Purchased major replacement equipment, including copiers and fleet equipment. h Completed bid process and awarded new janitorial contract for City facilities and landscape maintenance services. h Relocated the Purchasing Department office personnel and warehouses to a new facility at the Municipal Complex. h Improved Warehouse security and accuracy to reduce inventory discrepancies by installing access readers at Municipal Complex. h Purchased furniture and assisted with relocation of Municipal Court and Council Chambers. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Educate City personnel in procurement procedures and state law by conducting departmental training sessions. h Continue exploring and evaluating E-commerce usage for City purchases to improve efficiency and reduce cost. h Provide additional security by installing security cameras at City Hall. h Purchase major replacement equipment for all City divisions. PURCHASING & PROPERTIES 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Support Services Director Purchasing Agent Purchasing Buyer Purchasing Specialist Warehouse Supervisor Electric Warehouse Specialist Total 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 1 1 1 1 1 6 55 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Purchase orders entered 10,177 7,400 9,500 7,000 7,000 2. Inventory items disbursed by requisition 13,702 13,702 14,500 14,000 14,000 3. Inventory deliveries received 4. Formal bids processed 1,716 38 1,820 55 2,000 45 2320 35 2,400 35 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Purchase order process time 7 days 7 days 7 days 5 days 5 days 2. Formal bid process 55 days 55 days 55 days 55 days 55 days 3. Inventory cost of goods sold $1,322,984 $1,339,556 $1,400,000 $2,100,000 $2,000,000 4. Gross revenue from Impound/ Surplus Auction $37,000 $44,000 $35,000 $40,000 $35,000 DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: The Purchasing offices relocated to the new Georgetown Municipal Complex in Spring 2003. Previously, utilities for City Hall were allocated to this budget and are now budgeted in Finance Administration. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 268,404 283,747 283,747 Personnel 296,563 296,563 112,646 104,767 104,767 Operations 70,374 70,374 381,050 388,514 388,514 366,937 366,937 56 Finance and Administration Facilities Maintenance DEPARTMENT DESCRIPTION The Facilities Maintenance Department provides building maintenance, facilities construction management, major and minor renovations, supervision of architects and consultants, janitorial services, landscape services, equipment replacement and emergency repairs for approximately 20 municipal buildings (approx. 190,000 sq.ft.). This department is responsible for developing and maintaining the Facilities Maintenance Internal Service Fund which provides a repair/replacement schedule for various building maintenance items and equipment, and charges a lease fee to each building occupant to fund the repairs. The department conducts monthly inspections of each facility to identify existing or potential problems and corrects those situations. Facilities Maintenance is managed by the Support Services Director. MAJOR DEPARTMENT GOALS h Provide quality maintenance of City of Georgetown public facilities which fosters a safe and positive atmosphere for our employees and citizens. h Provide preventative maintenance services on all HVAC equipment, elevators, emergency generators, landscaping, copiers, and fire protection systems to ensure optimum operational efficiency and extend the life of capital investments. h Modify and update the internal service fund to provide a perpetual funding source for facility repairs and services. h Annually update the five-year facility plan to ensure adequate space for customers to transact business and for employees to work, and forecast future funding requirements. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Completed the construction of the Municipal Complex, including relocation of impacted departments. h Completed construction of the Council Chambers/Courts Building, including relocation of Municipal Court offices. h Completed repairs to the San Gabriel Park foot bridge and lighting, thus reopening San Gabriel River trail river crossing, unusable since November 2001 storm incident. h Participated in the selection of the architect and began design work on the Animal Shelter. h Began the renovation of the old GUS Administration building for Parks Administration. h Coordinated the remediation of mold and the reconstruction of affected areas of the Library. h Completed the re-roofing of the Library. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Complete the design phase of the Animal Shelter and provide construction coordination and oversight to the renovations/additions to the facility. h Complete the renovations of the Parks Administration Building and relocate Parks staff. h Continue to monitor/supervise service contracts that provide maintenance services to 20 City buildings. h Relocate the Human Resources department to City Hall. FACILITIES MAINTENANCE 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Facilities Maintenance Worker Total 1 1 1 1 1 1 2 2 2 2 Facilities Maintained 0 50,000 100,000 150,000 200,000 250,000 99/00 00/01 01/02 02/03 03/04* Sq u a r e F e e t M a i n t a i n e d 0 5 10 15 20 25 N u m b e r o f F a c i l i t i e s Square Ft # Facilities *Projected 57 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Work orders processed 326 356 356 409 409 2. Facilities maintained 18 19 20 20 21 3. Square feet of facilities maintained 123,000 130,000 190,000 190,000 195,000 4. Service contracts managed 10 10 11 11 11 5. New construction dollars $1,133,536 $420,000 $4,194,993 $4,194,993 $500,000 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Work orders / PM requests completed N/A 80% 85% 85% 85% 2. New construction completed N/A 20% 90% 90% 100% 3. Avg. completion time per work order N/A 6 days 6 days 7 days 7 days DEPARTMENTAL BUDGET: FACILITIES MAINTENANCE FUND MAJOR BUDGET CHANGES/ISSUES: The projected completion of the Parks Administration Building and the Animal Shelter will create additional demands on this department. A new facilities maintenance worker is added in 2003/04 to assist with facility repair and maintenance. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 48,443 50,503 50,503 Personnel 85,354 85,354 14,100 67,135 67,135 Operations 109,333 109,333 62,543 117,638 117,638 194,687 194,687 58 Finance and Administration Facilities Maintenance Contracts Major building maintenance expenses as well as janitorial services, copier replacement and landscape maintenance are included in this department. Each maintenance service is assigned an annual lease value, which the leasing department pays into the Internal Service Fund. The annual lease value is determined by the projected replacement cost divided into the years of useful life for each item. These lease payments enable the Internal Service Fund to replace or repair items on a pre-planned schedule. Thus, the City maintains comfortable, safe and aesthetically appealing City facilities. FACILITIES MAINTENANCE CONTRACTS BUDGET: FACILITIES MAINTENANCE FUND MAJOR BUDGET CHANGES/ISSUES: Capital replacement items, which were postponed from the 2002/03 budget, have been reinstated in 2003/04. These include copiers, recreation equipment and other major repairs. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 63,070 8,390 8,390 Buildings & Structures 34,005 34,005 356,246 416,057 370,120 Lease and Contracts 359,329 348,929 43,697 Bldg. Improvements 111,700 82,000 13,113 11,000 11,000 Other Operating 23,300 14,900 476,126 435,447 389,510 528,334 479,834 Facilities Maintenance Internal Service Fund 03/04 04/05 05/06 06/07 07/08 By Function Copier Replacement 29,400 40,300 37,200 29,400 29,400 Copier Maint. 30,700 30,700 30,700 30,700 30,700 Painting, Int. 33,000 18,000 9,000 Painting, Ext. 5,000 1,000 6,500 18,500 Roof Replacement 30,000 16,000 HVAC Replacement 21,500 35,000 45,000 Pest Extermination 2,850 2,850 2,850 2,850 2,850 Carpet Replacement 2,000 13,000 Vinyl Replacement 2,500 7,700 6,800 Landscape Maintenance 53,920 53,920 53,920 53,920 53,920 Janitorial Svcs. 183,146 183,146 183,146 183,146 183,146 HVAC Maintenance 44,643 44,643 44,643 44,643 44,643 Elevator Maintenance 3,300 3,300 3,300 3,300 3,300 Emergency Gen. Maint. 21,360 21,360 11,360 11,360 11,360 Racquetball Court Ceiling Tiles 200 200 200 200 200 Gym and Racquetball Floor Maintenance 4,700 Table and Chair Replacement 6,500 Overhead Door Maintenance 2,900 2,900 2,900 2,900 2,900 Halon/Fire Alarm Maintenance 1,200 1,200 1,200 1,200 1,200 Tennis Court Resurfacing 12,000 Treadmill Replacement 5,000 Stairclimber Replacement 2,400 Recumbent Bike Replacement 2,400 Security System Maintenance 2,300 2,300 2,300 2,300 2,300 Park Maintenance 16,415 16,415 16,415 16,415 16,415 Structural Inspection - Fire Station 1 3,900 3,900 ISF Services 20,000 20,000 20,000 20,000 20,000 Sub-Total 503,234 468,834 451,634 472,334 465,634 Non Allocated Contingency 19,400 11,000 11,000 11,000 11,000 Contract-Animal Services 5,700 Total Costs by Function 528,334 479,834 462,634 483,334 476,634 By Facilities Airport Terminal 1,012 2,112 1,012 1,012 1,012 Municipal Court/Council Chambers 12,413 12,413 12,413 12,413 22,213 City Office Building 30,601 26,601 23,101 32,901 27,901 Community Center 43,172 6,672 6,672 6,672 10,172 Park & Rec Administration 25,478 27,778 17,978 17,978 22,978 Fire Station #1 22,898 28,698 18,998 12,498 12,498 Fire Station #2 1,567 1,567 1,567 1,567 5,567 Fire Station #3 16,729 21,729 16,729 18,729 16,729 Fire Station #4 5,867 5,867 5,867 5,867 5,867 Library 36,397 44,397 46,197 81,397 36,397 Madellia Hilliard 2,400 5,100 2,400 2,400 2,400 City Hall 41,044 31,244 76,044 68,844 40,244 Police Dept Annex 11,983 12,483 9,483 9,483 24,283 Park & Ride Facility 2,880 2,880 2,880 2,880 2,880 Police Station 39,583 33,783 29,783 29,783 62,583 Recreation Center 46,281 59,581 36,781 41,781 36,781 Municipal Complex 102,400 102,400 100,200 82,600 82,600 Industrial Building 1,200 1,200 1,200 1,200 1,200 Scenic Drive Median 4,320 4,320 4,320 4,320 4,320 Williams Drive Median 1,080 1,080 1,080 1,080 1,080 Williams Drive & I-35 Medians 1,440 1,440 1,440 1,440 1,440 University Drive & I-35 Medians 1,080 1,080 1,080 1,080 1,080 6th & Main Parking Lot Landscape Maint. 3,000 3,000 3,000 3,000 3,000 Georgetown Village Landscape Maint. 9,680 9,680 9,680 9,680 9,680 Tennis Center 34,174 17,174 17,174 17,174 26,174 Grace Episcopal Church 4,555 4,555 4,555 4,555 4,555 Sub-Total 503,234 468,834 451,634 472,334 465,634 Non Allocated Contingency 19,400 11,000 11,000 11,000 11,000 Contract-Animal Services 5,700 Total Costs by Facilities 528,334 479,834 462,634 483,334 476,634 60 Finance and Administration Vehicle Service Center DEPARTMENT DESCRIPTION This department performs routine maintenance and mechanical repairs on all City equipment and vehicles to ensure safe and efficient operations and to prevent and minimize future repair needs. All vehicles needing repairs are brought to the Vehicle Service Center for inspection and either repaired in-house or referred to outside shops for specialized service. The supervisor serves as the division’s representative to the City safety committee. The department also manages the Fleet Internal Service Fund, writes specifications for new vehicle and equipment purchases, and performs new product research. The department reports to the Support Services Director. MAJOR DEPARTMENT GOALS h Ensure a safe and efficient fleet for City operations. h Preserve mechanical, electrical and hydraulic integrity of the City’s fleet, thus extending the useful life of City assets. h Decrease vehicle down time through efficient, cost-effective operations. h Maintain the integrity of the City’s fleet through effective management of the Fleet Internal Service Fund. h Foster a “customer-oriented’ approach toward internal and external City departments. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Installed equipment in 22 new vehicles and contracted with vendor to equip 12 police cars. h Relocated Vehicle Service Center to a new larger, modern facility at the Municipal Complex. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Replace and/or equip 17 new vehicles, including 17 police vehicles. h Increase professionalism for all mechanics by obtaining Automotive Service Excellence (ASE) certifications. h Continue monitoring safety issues within the department, ensuring a safe and efficient workplace. h Implement Phase II of the replacement program for patrol vehicles to reduce average age of patrol cars by two years, and save on-going maintenance costs. h Implement new fire apparatus maintenance program, outsourcing routine maintenance and thus delaying addition of staff. h Assist Fire department in preparing specifications and bidding of new fire apparatus. VEHICLE SERVICE CENTER 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Vehicle Services Supervisor Lead Mechanic Mechanic Mechanic’s Helper Total (FT/PT) 1 1 2 .5 4/.5 1 1 2 .5 4/.5 1 1 2 .5 4/.5 1 1 2 .5 4/.5 1 1 2 .5 4/.5 VEHICLES AND EQUIPMENT 1,900 2,000 2,100 2,200 2,300 2,400 2,500 99/00 00/01 01/02 02/03 03/04* Wo r k O r d e r s p e r Y e a r 225 230 235 240 245 250 255 260 # o f V e h i c l e s / E q u i p m e n t Work Orders # Vehicles *Projected 61 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of City-owned vehicles and equipment 2. Mechanic to vehicle ratio 3. Mechanic to Maintenance Repair Units (MRU) 4. # of work orders per year 241 1 – 80 1 – 164 2,393 241 1-80 1 – 167 2,199 235 1 – 79 1 – 167 2,138 254 1-84 1 – 175 1,496 254 1-84 1 – 175 2,400 5. Gallons of fuel used per year Unleaded gasoline 89,096 90,877 87,414 78,844 78,844 Diesel fuel 37,964 38,723 53,506 63,764 63,764 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of ASE certifications held by m e c h a n i c s 3 23 23 43 43 4 2. % of repairs sent out for service 15% 15% 15% 15% 15% 3. Average age of City fleet: 4 Police - Patrol 4 Public Works & other dept. 4 Fire Trucks 4 Fire Prevention 4 Other Equipment 5 yrs 7 yrs 7 yrs 6 yrs 6 yrs 5 yrs 7 yrs 7 yrs 6 yrs 6 yrs 3 yrs 6 yrs 9 yrs 5 yrs 7 yrs 3 yrs 6 yrs 9 yrs 5 yrs 7 yrs 3 yrs 6 yrs 10 yrs 6 yrs 8 yrs 4. Customer satisfaction rating N/A N/A 75% 75% 75% DEPARTMENTAL BUDGET: FLEET MANAGEMENT FUND MAJOR BUDGET CHANGES/ISSUES: 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 197,331 212,258 210,910 Personnel 225,047 225,047 289,927 258,202 259,550 Operations 299,373 294,373 487,258 470,460 470,460 524,420 519,420 62 Finance and Administration Vehicle Replacement & Insurance The purchases of vehicle replacements, vehicle specific equipment and 800 MHZ communication equipment for all City departments are accounted for in this department. All major equipment and vehicles used in providing services to citizens of Georgetown, are purchased through the Fleet Management Fund. Each vehicle and piece of equipment are assigned an annual lease value, which the leasing department pays into the Internal Service Fund. The lease payments made by the departments enable the Internal Service Fund to schedule equipment and vehicle replacements. CAPITAL REPLACEMENT & INSURANCE BUDGET: FLEET MANAGEMENT FUND MAJOR BUDGET CHANGES/ISSUES: The capital outlay budget varies from year to year, depending upon the scheduled replacement of equipment and vehicles. The second phase of the police vehicle replacement program will be implemented in 2003/04, including eleven patrol cars with laptop computers and six other types of police vehicles. This program reduces the average age of the police fleet to 2 years or less, thus saving additional maintenance costs. This program is funded with tax supported Public Property Financial Contractual Obligations (PPFCO) issued for this purpose. In 2002/03, allocation for fire apparatus was deleted from the ISF. A long-term fire apparatus replacement program is currently being developed, including funding related impacts and issues. A new fire quint apparatus will be purchased in 2003/04, funded through 10-year tax supported debt. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 67,235 75,105 71,000 Insurance 85,000 85,000 73,632 82,000 85,950 Contracts & Leases 72,000 72,000 671,532 1,406,750 1,406,750 Capital Outlay 1,707,174 839,632 812,399 1,563,855 1,563,700 1,864,174 996,632 Fleet Management Internal Service Fund 03/04 04/05 05/06 06/07 07/08 Capital Replacement Georgetown Utility Systems Replacement Cost 347,000 223,500 166,495 331,200 236,495 Number of Units 9 4 5 10 7 Planning & Development Replacement Cost 21,000 0 18,500 55,500 18,500 Number of Units 1 0 1 3 1 Finance & Administration Replacement Cost 46,200 3,700 0 50,000 35,300 Number of Units 4 1 0 1 2 Fire Services Replacement Cost 540,000 35,000 520,000 200,000 500,000 Number of Units 3 1 2 2 1 Management Resources Replacement Cost 36,000 25,000 0 0 0 Number of Units 2 1 0 0 0 Information Resources Replacement Cost 17,500 0 0 0 0 Number of Units 1 0 0 0 0 Parks & Recreation Replacement Cost 65,000 2,100 19,300 53,700 28,000 Number of Units 3 1 2 3 1 Police Services Replacement Cost 585,600 521,000 577,200 585,600 521,000 Number of Units 17 15 16 17 15 W & WW Treatment Facilities Replacement Cost 0 29,332 0 0 0 Number of Units 0 1 0 0 0 Total Fleet ISF Capital Costs 1,658,300 839,632 1,301,495 1,276,000 1,339,295 Total Replacements/Purchases 40 24 26 36 27 64 Finance and Administration Utility Office DEPARTMENT DESCRIPTION The Utility Office Team, consisting of both office and field personnel, bills and collects for all City utility services, as well as handling new development services creation; utility service requests; bad debt and non-payment issues; customer assistance with conservation and utility programs; payment options and arrangements; maintenance of City utility account records; and billing inquiries. The Utility Office director also oversees the City’s sanitation services and manages the sanitation contract. MAJOR DEPARTMENT GOALS h Ensure the efficient delivery of timely and accurate billing and payment information to our customers. h Develop and maintain quality utility programs and innovative services that are administered in a friendly, helpful manner. h Respond to customer requests and issues quickly and fairly, with the intention of satisfying each customer. h Increase public awareness of utility issues and topics through proactive communication with customers. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Worked with GUS and Finance Administration to complete an Electric Rate Study and the implementation of new electric rates, which more accurately reflect service costs between electric classes. h Worked with GUS to complete an electric system evaluation to identify any system problems; reclassify non- residential electric service, as specified in the new electric rate structure; and notify customers of any significant changes to their electric service account. h Moved the Utility Office to the Georgetown Municipal Complex, providing more office and storage space, enhanced security, and a drive-thru payment window. h Worked with Accounting to establish a monthly Airport Billing for Airport hangers, tiedowns, and landleases, providing more accurate and accessible records of Airport billings and payments. h Worked with the Police Department and Municipal Court to establish new cash handling and transportation procedures for the City of Georgetown deposits, making the process safer and more efficient. h Worked with GUS and IT to complete the Lower Colorado River Authority (LCRA) Opt-In Readiness Audit to evaluate our preparations in anticipation of possible entry into the deregulated electric market. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Complete a Revenue Code Unbundling project to simplify the tracking of revenue from specific sources. h Evaluate and redistribute job duties within the Utility Office to provide better coverage and obtain more efficiency in our new office environment. h Update the Utility Office Procedures Manual to reflect revised processes resulting from the software upgrade and changes in daily routine in the new office environment. h Develop and implement an in-house collection program to enhance revenue collection and reduce bad-debt revenue write-offs. UTILITY OFFICE 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Utility Office Director Utility Billing Supervisor Field Customer Service Rep Customer Service Supervisor Customer Service Rep I Customer Service Rep-Telephone Development Account Specialist Utilities Accounts Specialist-Posting Collection Agent Total 1 1 2 1 2 2 0 1 0 10 1 1 2 1 2 2 1 1 0 11 1 1 2 1 2 2 1 1 0 11 1 1 3 1 2 2 1 1 1 13 1 1 3 1 2 2 1 1 1 13 UTILITY CUSTOMERS 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 97/98 98/99 99/00 00/01 01/02 02/03 03/04* *Projected 65 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Work orders processed 16,748 16,352 17,800 16,750 17,200 2. Payments processed 194,195 201,943 215,000 210,000 220,800 3. Customers paying by ACH Draft 1,270 1,332 1,350 1,395 1,540 4. Families helped by the Good Neighbor Fund (GNF) 234 252 240 200 230 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Utility payment collection rate 99.9963% 99.9943% 99.9965% 99.9953% 99.9975% 2. Avg. monthly customer service cost per account $2.19 $2.59 $2.59 $2.90 $3.10 3. % of walk-in customers 24.3% 21.66% 20.0% 14.0% 8.0% 4. % percentage of customers contributing to the GNF 8.54% 7.95% 8.50% 7.45% 7.5% DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: Two staff positions are added in 2003/04, including a collection agent and field customer service representative to implement a new in-house collection program to deter non-payment of utility accounts. Additional revenue collected through this program will offset added staff costs. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 358,046 424,770 416,785 Personnel 507,203 507,203 258,418 300,663 308,647 Operations 350,669 348,669 616,464 725,433 725,432 Subtotal - Department 857,872 855,872 39,100 150,000 150,000 Bad Debt 150,000 150,000 655,564 875,433 875,432 1,007,872 1,005,872 66 Finance and Administration Utility Office - Sanitation DEPARTMENT DESCRIPTION The City contracts with Texas Disposal Systems (TDS) to provide trash removal services to residential and commercial customers. The Contractor provides all curbside garbage and recycling pickup for City customers, and operational management of the public collection station. Additionally, this department funds and participates in neighborhood clean-up events. Also included in this department are allocated costs for administrative and support services. Oversight responsibilities and monitoring of these services are conducted by the Utility Office Director. MAJOR DEPARTMENT GOALS h Protect the environment and contribute to community cleanliness and appearance. h Deliver consistent, reliable, convenient and safe services to the Georgetown Community. h Protect public health by providing for regular removal of trash and rubbish. h Increase participation in sanitation programs and events through proactive communication with citizens. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Worked with Code Enforcement to provide neighborhood cleanups in San Jose, Northeast Old Town and an area on the south side of Williams Dr to promote community health and cleanliness. h Worked with Code Enforcement and the Street Department on the South Austin junkyard cleanup. h Worked with GUS and local organizations to provide sanitation services for local community events, including the Red Poppy Festival, Christmas Stroll, Georgetown Air Show, 4th of July Celebration, Community Garden project, UIL Soccer Tournaments, Law Enforcement Field Day, and the Habitat for Humanity project. h Worked with Animal Services to provide sanitation services for the Annual Animal Shelter Garage Sale. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Work with the Street Department to develop a plan and qualifications for weather related community clean-up needs. h Conduct five neighborhood clean-up events in targeted areas of the community. h Continue to provide targeted community education on sanitation requirements in conjunction with Code Enforcement staff. h Work with the Utility Office to publicize the Recycling Drop-off Center, located at the Collection Station, in order to educate the public on existing recycling opportunities in Georgetown. h Develop and implement a City-wide hazardous waste program. h Expand advertising to promote citywide recycling program. POUNDS OF SOLID WASTE COLLECTED (in millions) 0 5 10 15 20 25 30 35 40 #' s i n m i l l i o n s 99/00 00/01 01/02 02/03 03/04* *Projected 67 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Avg. # of homes served monthly 11,342 11,967 12,800 12,350 12,900 2. Total pounds of residential solid waste collected 33,615,897 36,063,300 34,250,000 34,100,000 34,500,000 3. Avg. pounds of solid waste collected per home weekly 58 63 60 57 60 4. Avg. # of commercial accounts 638 644 675 650 665 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Recycling participation rate 38% 34% 40% 33% 40% 2. % of residential customer complaints compared to service opportunities .05%.03% .02% .03% .02% 3. % of commercial complaints as compared to service opportunities .10% .08% .05% .08% .08% DEPARTMENTAL BUDGET: SANITATION FUND MAJOR BUDGET CHANGES: 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 79,177 174,144 187,644 Operations 174,020 174,020 50,985 56,800 55,700 Franchise Fees 57,800 60,000 46,405 38,727 38,535 General Fund Allocations 37,234 37,016 124,018 152,896 150,700 Joint Svs Allocations 167,843 167,365 1,982,188 2,208,000 2,164,035 Contracted Services 2,248,110 2,362,952 2,282,773 2,630,567 2,596,614 2,685,007 2,801,353 Fire Services The Fire Services Division is comprised of the Administration, Operations, and Prevention and Community Analysis Departments. These three departments have an interdependent working relationship to accomplish specific objectives. The broad goal of the division is to protect life and property, and provide for efficient customer service. This is accomplished by the ability of a team organization to deliver a variety of services to the public. In 2001/02, the City’s code enforcement efforts were centralized within the Division. The Division also created a billing special revenue fund to account for service reimbursements in which the proceeds are used for fire equipment only. Internal programs and procedures are designed to support activities and standards necessary to ensure quality service, legal compliance, and fiscal accountability. Divisional operations are funded within the General Fund. Fire Services Operations Page 72 Administration Page 70 Prevention & Community Analysis Page 74 02/03 04/05 01/02 02/03 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Fire Administration 385,366 389,855 384,064 414,616 (8.0%)420,316 Fire Prevention/Community Analysis 328,735 327,095 328,026 354,191 (8.0%)354,191 Fire Operations 2,640,575 2,629,849 2,593,505 2,877,442 (10.9%)2,958,885 Fire Billing for Services SRF 37,411 248,724 181,400 185,000 (2.0%)143,568 Division Total 3,392,087 3,595,523 3,486,995 3,831,249 (9.9%)3,876,960 * Percent change of 03/04 Adopted from 02/03 Projected Actual 01/02 02/03 02/03 04/05 PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL PROJECTED Fire Administration 4 4 4 4 Fire Operations 43 46 46 46 Fire Prevention and Community Analysis 5/.5 5/.5 5/.5 5/.5 Total (FT/PT)52/.5 55/.5 55/.5 55/.555/.5 Fire Services 4 46 5/.5 03/04 ADOPTED 03/04 ADOPTED (% Change*) Personnel 83% Operations 17% 13,068 354,191 414,616 2,877,442 0 500,000 1,000,000 1,500,000 2,000,000 Fire Billing for Svcs SRF Prevention Administration Operations 70 Fire Department Administration DEPARTMENT DESCRIPTION Fire Administration ensures that quality service is provided to the community by directing and supporting all divisions in Fire. Direction is provided through an emphasis on open communication and participation from all levels in the decision making process, which ensures proper planning, coordination and oversight of activities, including the revenue collection program. MAJOR DEPARTMENT GOALS h Ensure a continuous and progressive environment that facilitates the acquisition, development, and monitoring of knowledge and skills necessary to enable the Fire Department to safely provide the best possible services. h Provide efficient and effective management of the Fire Department. h Provide a revenue source for apparatus, equipment, and public fire training and education facility, by billing for services, minimizing financial impact on the General Fund. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Reviewed and analyzed internal Standard Operating Guidelines to ensure compliance with Local, State and Federal Mandates. h Developed and implemented Lotus Notes applications in order to automate current handwritten and manual processes allowing end users to easily retrieve and complete informational data processes. h Formalized and adopted an automated alarm response plan with the City of Round Rock for emergency responses. h Researched Georgetown’s Rural Fire Protection District boundaries and evaluated the possible establishment of an Emergency Service District (ESD). h Researched and reviewed the local rules for civil service regulations. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Research and review an impact fee on development and known hazards that support the purchase of special needs fire equipment. h Support an election and the adoption of an Emergency Service District (ESD) in the Georgetown Rural Fire Protection District. h Formalize and adopt an automated alarm response plan with the City of Leander for emergency responses. h Review current Standard Operating Guideline (SOG) to ensure compliance with civil service regulations. ADMINISTRATION 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Fire Chief Administrative Manager Administrative Assistant Staff Assistant Total 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 FIRE SERVICES COST PER CAPITA $0 $25 $50 $75 $100 $125 $150 99/00 00/01 01/02 02/03 03/04* *Projected 71 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Public presentations 30 16 38 20 40 2. Processed Special Event permits 87 95 125 123 125 3. # of invoices for billing for services N/A 305 325 325 350 4. # of open records requests 48 62 51 100 175 5. # of policy revisions and new policies written and implemented 25 25 25 10 10 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Fire Services cost per capita $109 $109 $119 $128 $102 2 Firefighters per 1,000 population 1.12 1.35 1.23 1.27 1.3 3 . I S O R a t i n g * 44444 *ISO (Insurance Services Office) is a company that rates Fire Departments nationwide on their ability and resources to fight fires. The rating is on a 1 to10 scale, 1 being the best possible rating, 10 being the worst. The insurance industry uses these ratings to determine homeowner’s insurance rates. DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Civil Service regulations for Georgetown Fire Department will be in place by October 30, 2003. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 225,690 230,563 229,772 Personnel 240,842 240,842 159,676 159,292 154,292 Operations 173,774 179,474 385,366 389,855 384,064 414,616 420,316 72 Fire Department Fire Operations DEPARTMENT DESCRIPTION Fire Operations provides the fire fighting, rescue, and haz-mat forces and resources necessary for emergency incident response to anyone within the service area in order to save lives and minimize property damage. Fire Operations also provides for training, professional development, safety, and communications. Firefighters are informed of the latest health and safety issues and receive mandated training by the Texas Commission on Fire Protection, Texas Department of Health, and Texas Commission on Environmental Quality, ensuring that the requirements for the Insurance Service Office rating system are met. MAJOR DEPARTMENT GOALS • Maintain an operational readiness level that will meet the emergency demands of the community. • Provide firefighting forces and resources necessary to execute quick, effective, skillful, and caring responses to emergency situations. • Provide high quality, first responder service as part of an integrated emergency medical care system. • Maintain a safe, healthy, well-trained and high performing workforce. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Designed and purchased new pumper for Fire Station 2 ensuring response criteria to the city. h Designed a self-contained breathing apparatus confidence course for training to increase fire fighter confidence and enhance efficiency while utilizing vital life saving equipment. h Developed an apparatus replacement program establishing a service life for in service apparatus. h Developed and implemented a biannual flow test and maintenance program for self-contained breathing apparatus (SCBA) to meet Texas Commission on Fire Protection and Senate Bill 382 requirements. h Reinstated the annual firefighter physical program to ensure staff readiness for emergency situations. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Place in service a new pumper to ensure response capabilities for the entire city are being met. h Design and purchase a quint apparatus initiating an apparatus replacement program. h Establish a Fire Training Facility utilizing property that was previously occupied by Georgetown Utility Systems (G.U.S.) storage. OPERATIONS 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Assistant Operations Chief / 911 Addressing Captain Lieutenant Apparatus Operator Firefighter Total 0 3 12 12 15 43 0 3 12 12 18 46 1 3 12 12 18 46 1 3 12 12 18 46 1 3 12 12 18 46 FIRE CALLS FOR SERVICE 3,200 3,277 3,315 3,400 3,500 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 99/00 00/01 01/02 02/03 03/04* *Projected 73 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Alarm incidents 3,277 3,315 3,400 3,400 3,500 2 . S t r u c t u r e f i r e s 5 45 66 56 56 5 3. Rescue and Medical emergencies 1,793 1887 1900 1,900 2,000 4. Hrs. of Professional Development and Continuing Education 4,523 4,836 5,000 9,000 12,000 Measures are calculated by calendar year as required by the State of Texas. PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. % of structure fires not contained to the room of origin 41% 61% 69% 69% 65% 2. **% of rescue and medical emergencies with a 5 minute or under response time 61% 57% 65% 55% 62% 3. # of fire hydrants tested and painted 30 1,100 1,100 1,100 1,120 4. **% of emergency incidents with a 5 minute or under response time 56% 48% 46% 46% 53% 5. % of ISO training met 43.8 % 46.8 % 45 % 68% 75 % **5 % to 7% error margin due to current limitations with the computer aided dispatch system. DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 2,187,815 2,390,751 2,354,407 Personnel 2,518,035 2,599,478 452,760 239,098 239,098 Operations 359,407 359,407 2,640,575 2,629,849 2,593,505 2,877,442 2,958,885 74 Fire Department Prevention DEPARTMENT DESCRIPTION The Fire Prevention seeks to prevent the incidence of hostile fires and other emergencies that pose a threat to the lives and property of Georgetown residents. Prevention's goal is to educate the community regarding fire and safety prevention, enforce fire codes, nuisance codes, and other City codes and ordinances, and ensure that structures are engineered and built to prevent fire and decrease hazards. MAJOR DEPARTMENT GOALS h Maintain a comprehensive public education program designed to increase awareness, provide information, and change behavior in order to manage fire, injury and natural hazards in the community. h Promote a positive image to the community by bringing services to the neighborhoods and soliciting community involvement. h Investigate all fires and explosions and vigorously pursue criminals who commit the crime of arson. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Developed a residential Knox Box program in the Sun City neighborhood for quick access for emergency responses. h Expanded the Risk Watch program to include the new and middle schools of the Georgetown school district to increase awareness and provide information for our youth. h Adopted ordinance for establishing a permit and licensing process for Fire Protection Systems installers to protect citizens from unprofessional and deceptive business practices. h Produced book cover for elementary schools promoting the Fire Department and Risk Watch. h Helped to establish definition of "all - weather driving surface" for use in development regulations. h Reviewed 2003 International Fire Code in preparation for adoption. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Adopt 2003 International Fire Code to replace the 1994 Standard Fire Code. h Review and adopt 2003 Life Safety Code to replace the 1994 Live Safety Code. h Establish a Fire District for the downtown Historic District that insures proper safety measures are being met for its protection. h Adopt an ordinance and procedure for a licensing process of Fire System Installers. h Re-establish dialogue with new management of Sun City to implement the Knox Box Program. h Expand the Risk Watch Program into the new elementary school (9th elementary, GISD). h Provide training to code enforcement personnel in Fire Inspection procedures and obtain certification from the Texas Commission on Fire Protection. PREVENTION 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Fire Marshal 1 1 1 1 1 Municipal Code Inspector 2 2 2 2 2 Municipal Code Supervisor 1 1 1 1 1 Fire Code Inspector 1 1 1 1 1 Fire Code Inspector (PT) .5 .5 .5 .5 .5 Total (FT/PT) 5/.5 5/.5 5/.5 5/.5 5/.5 CODE ENFORCEMENT VIOLATIONS 1,126 1,800 3,020 3,000 3,050 0 500 1,000 1,500 2,000 2,500 3,000 3,500 99/00 00/01 01/02 02/03 03/04* *Projected 75 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Education presentations 75 165 250 168 188 2. Investigations initiated 9 7 10 10 10 3. Abandoned vehicle abatements 407 75 250 150 200 4. # of Code Enforcement violations 1,126 3,020 4,000 3,000 3,050 5. # of inspections performed 969 1,406 1,300 1,380 1,700 6. # of children involved in “Risk Watch” 500 1,884 3,500 2,110 2,523 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Arson incidents per capita .00036 .00020 .00025 .00020 .00025 2. Fire incidents per capita 1.05 .042 1.15 1.00 1.00 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES: 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 262,216 271,777 272,708 Personnel 285,083 285,083 66,519 55,318 55,318 Operations 69,108 69,108 328,735 327,095 328,026 354,191 354,191 Georgetown Utility Systems The Georgetown Utility Systems Division consists of Administration, Energy Services (Electric and AMR), Transportation Services (Streets and Stormwater Drainage), Systems Engineering, Water Services (Pump Maintenance, Wastewater Collection, Water Distribution, Reuse Irrigation and Wastewater and Water Treatment). This division constructs, maintains, and operates the City’s utility infrastructure. The Division is responsible to maintain positive working relationships with outside organizations including the Texas Commission on Environmental Quality (formerly the Texas Natural Resources Conservation Commission) and the Texas Department of Transportation. The Division also coordinates contracts with the private sector. This Division also oversees and coordinates the “Safe Place” children’s program. Operational funding for this division comes from the General Fund (Streets), Joint Services Fund (Administration), Stormwater Drainage Fund, Electric Fund and Water Services Fund. Georgetown Utility Systems Transportation Services Stormwater Drainage Page 88 Streets Page 90 Water Services Energy Services Electric Page 80 SCADA - AMR Page 84 Systems Engineering Page 86 Water Page 92 Wastewater Page 100 Administration Page 78 02/03 04/05 01/02 02/03 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Administration 470,431 598,182 579,183 658,958 (13.8%)656,715 Electric 1,326,890 1,409,082 1,353,553 1,622,470 (19.9%)1,632,390 AMR 506,807 578,971 578,971 611,963 (5.7%)579,763 Electric Contracts 16,843,233 18,274,877 19,891,626 21,115,792 (6.2%)22,375,532 Pump Maintenance 458,108 477,517 477,339 0 (-100.0%)0 Stormwater Drainage 549,245 667,830 664,537 732,865 (10.3%)728,331 Streets 1,867,614 1,790,125 1,789,748 1,902,924 (6.3%)1,904,503 Systems Engineering 356,893 526,577 488,561 529,632 (8.4%)529,632 Water Distribution 971,757 1,035,840 1,009,667 1,404,397 (39.1%)1,497,097 Water Treatment 1,128,910 1,225,042 1,097,165 1,236,634 (12.7%)1,236,634 Water Contracts 2,857,541 3,167,799 3,149,804 3,747,103 (19.0%)3,900,807 Wastewater Collection 541,766 710,071 694,697 920,317 (32.5%)920,317 Wastewater Treatment 1,221,011 1,215,565 1,768,165 1,486,634 (-15.9%)1,486,634 Wastewater Contracts 852,639 1,251,173 1,251,173 1,037,628 (-17.1%)1,032,583 Reuse Irrigation 30,039 82,099 77,749 83,900 (7.9%)84,000 Division Total 29,982,884 33,010,750 34,871,938 37,091,217 (6.4%)38,564,938 * Percent change of 03/04 Adopted from 02/03 Projected Actual * Includes Administration & Systems Engineering 01/02 02/03 02/03 04/05 PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL PROJECTED Administration 788 9 Electric 16 16 16 19 AMR 666 6 Systems Engineering 788 8 Stormwater Drainage 5/.5 5/.5 5/.5 5/.5 Streets 11/.75 11/.75 11/.75 14/.75 Water Distribution *13 13 13 13 Wastewater Collection *10/.25 10/.25 10 10 Total (FT/PT) 75/1.5 77/1.5 77/1.25 84/1.25 *Positions from former Pumps Department have been consolidated into Water and Wastewater Georgetown Utility Systems 9 19 03/04 ADOPTED 03/04 ADOPTED (% Change*) 6 8 5/.5 14/.75 13 10 84/1.25 Personnel 11% Capital 3% Operations 86% 21,115,792 6,472,034 732,865 1,188,590 1,902,924 2,234,433 3,444,579 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 Stormwater *Support Streets Electric Ops Wastewater Ops Water Ops Electric Contracts 78 Georgetown Utility Systems Administration DEPARTMENT DESCRIPTION The Georgetown Utility Systems (GUS) Administration Department manages financial operations and personnel services for all departments in the division. The Department provides administrative support, including customer relations, reception, record keeping, management of Key Accounts, and secretarial services, to all departments within the division. Long-term system planning is coordinated by this department. Administration is responsible for coordination and operation of Utilities during Emergency Management situations. MAJOR DEPARTMENT GOALS h Provide reliable utility services and efficient, effective transportation systems that protect the community and reflect its values. h Promote a safe and positive working environment for employees. h Ensure excellent customer service to the Georgetown community. h Promote Consumer Education programs for efficient utility use, conservation, and customer service. h Maintain quality utilities and transportation systems that promote well-planned development. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Coordinated Capital Improvement Projects, projects to promote economic development related to the ½ cent sales tax, and projects related to the ¼ cent sales tax for roadway maintenance through the Georgetown Transportation Enhancement Corporation (GTEC) Board and the Georgetown Utility Systems (GUS) Advisory Board. h Worked with Georgetown Independent School District to resolve concerns related to the proposed development of new school locations, and coordinate joint-projects. h Established design –build contract for the Lake Water Treatment Plant Expansion. h Relocated Georgetown Utility Systems operations to the new complex on Industrial Avenue. h Implemented the Key Account Program for industrial and commercial customers to provide a single point of contact to address customer inquiries and service concerns. h Received the American Public Power Association’s Community Service Award for the “A Safe Place” Program. h Worked with U.S. and State Senators and Representatives, Texas Department of Transportation, and Williamson County to begin construction process for a regional transportation loop around Georgetown. h Revised and implemented new Impact Fee structure. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Establish a franchise with the City of Round Rock for electric service north of FM 1431. h Continue regional wastewater implementation for the San Gabriel basin. h Expand the Key Account Program to coordinate efforts with the City’s economic development efforts. h Improve Division Quality Assurance in order to reduce damage claims. h Initiate phases of implementation for improvements associated with Wolf Ranch. h Finalize adoption of the 10-Year Transportation Plan for GTEC. ADMINISTRATION 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Assistant City Manager for Utilities Administrative Manager Administrative Assistant Dispatcher Customer Service Coordinator Secretary/Receptionist* Staff Assistant* Paralegal Key Account Representative Total 1 1 1 2 1 0 1 0 7 1 1 1 2 1 0 1 1 8 1 1 1 2 0 1 1 1 8 1 1 1 2 1 1 1 1 9 1 1 1 2 1 1 1 1 9 * Secretary/Receptionist upgraded at mid-year to Staff Assistant 79 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Work orders issued 11,684 13,213 15,000 12,700 13,500 2. Contracts negotiated 70 77 75 80 85 3. Purchase orders processed 1,244 1,263 1,400 1,375 1,450 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Consumer education program contacts 2. Customer satisfaction of field operations 3. Lost time injury/accidents 16,644 N/A 3 17,480 90% 0 17,480 90% 0 17,680 92% 0 17,700 94% 0 DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: A Key Account Representative for utility systems was added in 2002/03 to recruit and manage commercial and industrial utility customers. The Key Account Program was implemented in May, 2003. A staff assistant is added in 2003/04 to provide administrative support to the GUS Advisory Board and the Georgetown Transportation Enhancement Corporation (GTEC) Board. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 349,024 409,888 390,889 Personnel 456,001 456,001 121,407 188,294 188,294 Operations 202,957 200,714 470,431 598,182 579,183 658,958 656,715 80 Georgetown Utility Systems Energy Services – Electric Operations DEPARTMENT DESCRIPTION The Electric Department constructs and maintains a complete system of electric conductors, switches, lines and transformers used for the distribution of electricity purchased wholesale from the Lower Colorado River Authority (LCRA) and Constellation Power Source Incorporated. In addition, the Electric Department reviews plans for construction of new lines (overhead and underground), and develops design specifications that meet all safety and construction requirements. The Electric Department installs and maintains streetlights and security lighting systems. The department administers a tree trimming maintenance program to minimize outages and prevent damage to electric distribution equipment and lines. The department promotes public education and provides information through safety programs. In addition, the department monitors proposed legislation related to electric deregulation and evaluates its potential impact on the City of Georgetown and its customers. MAJOR DEPARTMENT GOALS h Maintain a nationally recognized safety record for the City’s electric and AMR departments. h Stay abreast of issues related to the Texas electric utility industry due to deregulation. h Explore viable options to control and reduce our purchased power expenses. h Provide reliable, cost effective electric service for our customers. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Completed the construction of the new 138/25kv Rivery Substation in conjunction with LCRA. h Constructed 6 miles of new underground lines and 2 miles of new overhead lines for system expansion. h Integrated into electric operations an Electric Reliability Software Program to track momentary and timed outages by source, feeder, voltage, length, number of customers effected, and cause of outage. h Expanded the Electric Department’s in-house Line Technician Safety Training Program to also include other city departments that may require specific electrical safety training. h Developed and implemented a new construction specification manual to allow for standardized construction practices. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Complete the new Rivery Substation underground feeder exits to serve the growing load on the I-35 corridor. h Automate distribution equipment to aid outage detection, service restoration and system reliability in the Glasscock and Chief Brady Substations. h Continue to expand the yearly meter testing and thermovision program for all electric facilities to increase system reliability and ensure revenue reliability. h Explore functionality of outage management software and integrated voice response software systems to enhance customer service. ELECTRIC 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Energy Services Manager Operations Team Leader – Electric Journey Line Technician Inspector – Electric Crew Leader – Electric 1 1 0 2 3 1 1 1 1 3 1 1 1 1 3 1 1 1 1 4 1 1 1 1 4 Line Technician 3 3 3 4 4 Apprentice Line Technician 6 6 6 7 7 Total 16 16 16 19 19 NUMBER OF ELECTRIC CUSTOMERS 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 99/00 00/01 01/02 02/03 03/04* *Projected 81 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of street lights 2. Street light repairs 2,095 606 2,160 270 2,250 850 2,200 775 2,250 800 3. Underground locates 4,895 3,602 5,000 4,900 4,950 4. Ft of 3 phase overhead line constructed 42,250 11,088 52,000 32,120 41,680 5. Ft of 3 phase underground constructed 52,500 12,144 25,000 29,568 30,000 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Compliance with ERCOT 95% LF* 100% 100% 100% 100% 100% 2. % of system GPS 10% 95% 100% 99% 100% 3. Feeder line circuit maintenance 10% 25% 40% 40% 50% 4. Average System Availability Index N/A N/A N/A 99.9% 99.9% 5. Electric System training by TEEX** 70% 100% 100% 100% 100% * ERCOT (Electric Reliability Council of Texas) Load Factor ** TEEX (Texas Engineering Extension Service) DEPARTMENTAL BUDGET: ELECTRIC FUND MAJOR BUDGET CHANGES/ISSUES: A three-person maintenance crew is added in 2003/04 to provide system support for electric infrastructure. This staffing increase is the first in six years, during which the system added over 5,000 customers. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 757,829 816,947 761,418 Personnel 1,014,859 1,014,859 569,061 592,135 592,135 Operations 607,611 617,531 1,326,890 1,409,082 1,353,553 1,622,470 1,632,390 82 Georgetown Utility Systems Energy Services - Electric Contracts The Electric Fund transfers to the General Fund two percent of its gross billings for utility services. This transfer has been viewed as a payment of franchise fees which would have been payable to the General Fund from a non- City provider of such services. This department also accounts for the contractual obligations not specific to an individual department of the fund, such as purchased power costs paid to the City's wholesale providers. Special Projects and Services include programs such as public education, energy and contracts not attributable to the Electric Department. Allocated costs for administrative or support departments are also recognized. The City maintains 185 miles of overhead electric distribution lines, 93 miles of underground distribution lines, and currently has a 130-megawatt capacity. ELECTRIC CONTRACTS BUDGET: ELECTRIC FUND MAJOR BUDGET CHANGES/ISSUES: Purchased power costs increased in 2003 due to the increase of the fuel surcharge caused by higher natural gas expenses implemented by the City’s power providers in 2003. Adjustments to this surcharge are passed through to the City’s electric customers. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 14,746,502 15,945,649 17,600,000 Purchased Power 18,600,000 19,800,000 471,530 418,394 416,327 General Fund Allocations 443,934 452,678 971,711 1,177,881 1,125,289 Joint Svc Allocations 1,274,519 1,290,414 488,686 510,050 526,900 Franchise Fees 577,500 612,600 164,804 222,903 223,110 Special Projects & Svcs 219,839 219,840 16,843,233 18,274,877 19,891,626 21,115,792 22,375,532 84 Georgetown Utility Systems Energy Services – SCADA-Automatic Meter Reading (AMR) DEPARTMENT DESCRIPTION The SCADA-AMR Department is responsible for operation, maintenance, and gathering of customer utility consumption data. This is accomplished by operation of a fixed wireless network for use by Utility Billing in preparing customers water, wastewater and electric billings and by a power line carrier system for the City’s large commercial and industrial electric customers. The Department also monitors and assists with controlling of the City’s electric, pumping, water and wastewater facilities via a Supervisory Control and Data Acquisition (SCADA) wireless network. The department currently monitors 5-electric substations with 21 substation breakers, 26-lift stations, 5-pumping stations, 3-water treatment plants, 3-wastewater treatment plant, 6-well sites, as well as the emergency notification sirens. MAJOR DEPARTMENT GOALS h Assist utility customers in conservation efforts by providing accurate, individualized water and electric consumption data. h Ensure that 96% of AMR electric and water meters are read electronically and accurately. h Enhance the control functions of the SCADA system as the City’s Water, Wastewater and Electric systems continue to grow and benefit from automated controls. h Expand the large commercial and industrial electric metering program in preparation to meet the Electric Reliability Council of Texas (ERCOT) protocols for electric deregulation of Interval Data Recorder (IDR) metering on customers with a peak demand greater than 1000kW. h Expand deployment of water Encoder Receiver Transmitter (ERT’s) to new growth areas of the City’s water system. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Implemented the Validating, Editing, and Estimating (VEE) program to provide data validation of customer consumption data within the AMR system, will also allow validation of IDR data for exchange with ERCOT. h Expanded SCADA system monitoring and control of the water and wastewater infrastructure. h Installed SCADA controlled equipment in Georgetown, Gabriel, and Rivery substations that allows for improved identification of outage causes and locations that will aid in service restoration and troubleshooting. h Worked on the expansion of the Lake Water Treatment Plant control and instrumentation system and the interfacing of this system with the City’s SCADA system during the expansion of this plant. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Expand SCADA system to allow for control of all substation breakers and line breakers and additional water and wastewater facilities and other development within the service area. h Maintain 100% AMR deployment in electric and expand water deployment due to past system growth. h Upgrade control system and SCADA interface for the Berry Creek Wastewater Treatment Plant expansion. AUTOMATIC METER READING (AMR) 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED AMR Systems Technician AMR Meter Reader AMR System Operator SCADA System Technician Wireless Communication System Manager 2 1 1 1 1 2 1 1 1 1 2 1 1 1 1 2 1 1 1 1 2 1 1 1 1 Total 6 6 6 6 6 ERT’s INSTALLED 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 99/00 00/01 01/02 02/03 03/04* Electric Water *Projected 85 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Electric ERTs installed 14,071 14,990 15,750 15,800 16,950 2. Water ERTs installed 10,642 11,050 12,800 12,700 15,200 3. Itron CCUs installed 499 525 545 535 535 4. RTU upgrades 33223 5 . R T U s I n s t a l l e d 4 75 05 76 16 4 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. AMR meters read monthly 90% 96% 96% 96% 96% 2. AMR reads vs. CIS billed accounts 75% 86% 90% 89% 92% 3. CCU success rate (7/24/365) 98% 99% 99% 99% 99% 4. SCADA uptime (7/24/365) 99.7% 99.7% 99.7% 99.7% 99.7% 5. SCADA system remote controlled 83% 88% 93% 93% 98% DEPARTMENTAL BUDGET: ELECTRIC FUND MAJOR BUDGET CHANGES/ISSUES: 2003/04 includes the purchase of new meter testing equipment. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 238,306 279,189 279,189 Personnel 288,013 288,013 268,501 299,782 299,782 Operations 291,750 291,750 Capital 32,200 506,807 578,971 578,971 611,963 579,763 86 Georgetown Utility Systems Systems Engineering DEPARTMENT DESCRIPTION The Systems Engineering Department is responsible for the coordination and installation of Capital Improvement Projects (CIP’s) using consultant design engineering firms; assists in negotiations for the acquisition of easements and rights-of-way; provides inspection, testing services and contract management for these projects. This department manages and maintains utility system models for departments within the Georgetown Utility Services Division, including: Water, Electric, Stormwater Drainage, Streets and Wastewater. The Department develops and maintains construction standards and specifications for CIP and Development construction projects. Systems Engineering supports the review of Development plans and provides inspection, testing and contract management for the installation of these facilities. MAJOR DEPARTMENT GOALS • Provide superior quality inspection and quality control for CIP and development infrastructure construction. • Establish and maintain successful asset management practices within Georgetown Utility Systems. • Apply modern technology to reduce the cost and disruption of utility service. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 • Revised and adopted new technical specifications and details governing construction. • Directed consultant design, and provided inspection services for 25 CIP and GTEC projects. • Completed, reviewed and initiated Phase 1 of the Texas Commission on Environmental Quality (TCEQ) mandated Edwards Aquifer Compliance Study. • Upgraded Geographic Information System (GIS) capabilities and began collecting data for City utility assets. • Provided continuous engineering support for all utility departments, and the GUS and GTEC Boards. • Assisted Planning and Development Services Division with plan review and utility inspection services for roughly 50 projects. • Assisted in the development of the Transportation Improvement Plan. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 • Develop Geographic Information System data for water system infrastructure locations. • Update the Water Distribution System Master Plan. • Implement Phase 1 rehabilitation projects identified by the Phase 1 Edwards Aquifer Compliance Study. • Manage Phase 2 of the Sanitary Sewer Evaluation Survey, mandated by the (TCEQ) for Edwards compliance. • Assist in the implementation of the Regional Stormwater Master Plan. • Present for adoption the Utility System Technology Assessment Study to assist in future utility operations goals. • Provide continued support to all utility departments in project design and construction for a seamless process. SYSTEMS ENGINEERING 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED System Engineering Manager 1 1 1 1 1 C.I.P. Coordinator 1 1 1 1 1 Utility Systems Information Manager 1 1 1 1 1 Chief Field Representative 1 1 1 1 1 Field Representative Systems Engineering Tech 2 0 3 1 3 1 3 1 3 1 Total 6 8 8 8 8 CIP PROJECT COSTS $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 98/99 99/00 00/01 01/02 02/03 03/04* Pr o j e c t C o s t s 0 5 10 15 20 25 30 35 40 45 # o f P r o j e c t s Project Costs # of Projects *Projected 87 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Capital Improvement Projects: # of projects 40 14 27 19 20 Project budget $14,818,658 $21,000,000 $16,847,000 $15,687,000 $8,873,000 Construction costs N/A N/A N/A $13,333,950 N/A 2. GTEC Projects # of projects N/A N/A 9 8 6 Project budgets N/A N/A $5,065,725 $4,765,725 $8,728,808 3. Development Projects: # of projects N/A 57 N/A 50 50 4. Easement/Right-of-Way: Acquisitions/research 25 42 30 30 70 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. % CIP projects – design complete N/A 65% 80% 80% 100% 2. % CIP projects under construction N/A 65% 80% 80% 100% DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 305,827 430,596 392,580 Personnel 450,357 450,357 51,066 95,981 95,981 Operations 79,275 79,275 356,893 526,577 488,561 529,632 529,632 88 Georgetown Utility Systems Transportation Services - Stormwater Drainage DEPARTMENT DESCRIPTION The Stormwater Drainage Utility addresses environmental concerns over in-stream water quality, regulatory demands related to stormwater run- off controls, infrastructure operation and maintenance, and drainage/flood control related capital project needs. Other duties include sign maintenance for the Street Department and assisting Police and Fire Services on Code Enforcement issues. MAJOR DEPARTMENT GOALS h Utilize the Regional Stormwater Master Plan (RSMP) by building detention ponds and upgrading waterways as needed within the city. h Comply with Stormwater regulations. h Reduce the threat of property damage and personal injury, and enhance public safety through proper maintenance and operation of the city’s drainage system. h Improve the cleanliness and appearance of the community through the sweeping of city streets. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Increased maintenance of drainage ways and detention ponds by utilizing new posi-track loader. h Constructed approximately 1,000 linear feet of curb and gutter in Old Town. h Purchased a new street sweeper to ensure clean streets. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Utilize equipment and Community Service Restitution (CSR) labor to improve the appearance of City detention ponds. h Correct drainage issues at River Bend Drive and Mesquite Lane. h Implement a new Stormwater Permit Fee as a part of the new Unified Development Code (UDC) to assist in funding the improvements outlined in the RSMP. STORMWATER DRAINAGE 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Supervisor/ Sign & Drainage 1 1 1 1 1 Sign & Drainage Field Technician Heavy Equipment Operator Light Equipment Operator 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Street Sweeper Operator 1 1 1 1 1 Crewman 1 (P/T) .5 .5 .5 .5 .5 Total (FT/PT) 5/.5 5/.5 5/.5 5/.5 5/.5 DETENTION PONDS MAINTAINED 0 5 10 15 20 25 98/99 99/00 00/01 01/02 02/03 03/04* *Projected 89 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Miles of public right-of-way mowed and cleaned 20.5 20.5 20.5 20.5 20.5 2. Hours of street sweeper operation 1,500 1,500 1,500 1,500 1,800 3. Linear feet of curb and gutter installed/replaced city wide 21,000 16,500 2,300 11,500 10,000 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of times city streets swept annually N/A N/A 8.6 6 12 2. Cubic yards of debris prevented from entering waterways N/A 1,440 3,840 2,500 3,840 3. # of detention ponds maintained 14 15 18 18 20 DEPARTMENTAL BUDGET: STORMWATER DRAINAGE FUND MAJOR BUDGET CHANGES/ISSUES: Maintenance costs continue to increase due to the addition of specialized equipment to maintain detention ponds, as well as other maintenance costs. The department will add additional equipment in 2004 to continue to provide maintenance on City-owned ponds and drainage infrastructure. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 199,847 215,310 215,310 Personnel 231,232 231,232 349,398 452,520 449,227 Operations 496,568 497,099 Capital 5,065 549,245 667,830 664,537 732,865 728,331 90 Georgetown Utility Systems Transportation Services - Street Department DEPARTMENT DESCRIPTION The Street Department manages, maintains and repairs City streets and rights-of-way. Responsibilities include traffic control, emergency response operations, special events, and assistance in code enforcement. Daily, the department inspects roadways for sign repair, pavement management, and sight obstructions. The Street Department participates with the Safety Committee to provide safety-training workshops. MAJOR DEPARTMENT GOALS h Partner with Federal, State and County entities, adjoining municipalities, other departments and the public to develop and maintain a comprehensive Transportation Plan. h Protect the investment in the public transportation system through preventive maintenance and on-going rehabilitation of streets and sidewalks. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Implemented Phase One of the Sidewalk Master Plan funded through the Georgetown Transportation Enhancement Corporation (GTEC). h Implemented the use of ¼ cent sales tax for road maintenance. h Rehabilitated: h 7th & 8TH Streets on the Square h Morrow Street from FM 971 to the low water bridge in San Gabriel Park h Walnut Street from 2nd Street to University Avenue h Hutto Road h 11th Street from Martin Luther King, Jr. Boulevard. To Railroad Street h 16th Street from Olive Street to Maple Street MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Contract engineering service to implement a Pavement Maintenance Program. h Implement a street cut permit fee to fund utility repair patches to assist in funding a specialized street maintenance crew to increase response times to street cuts/repairs. h Continue asset management for existing infrastructure by rehabilitating: h Northwest Boulevard from Business 35 to Northwood Drive h Riverside Drive h Gabriel View Drive h Gabriel View Drive from Power Road to Booty’s Crossing. h 4th, 5th and 6th Street improvements between Rock and Main Streets h Northwood Drive from Northwest Boulevard to the dead end. h Martin Luther King, Jr. Boulevard from 10th Street to University Avenue h Continue Preventive Maintenance Program including: overlay, microsurfacing, curb replacements, and spot repairs. STREET DEPARTMENT 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Transportation Services Manager 1 1 1 1 1 Streets Foreman 1 1 1 1 1 Heavy Equipment Operator/Crew Foreman 1 1 1 1 1 Heavy Equipment Operator 3 3 3 4 4 Light Equipment Operator 5 5 5 7 7 Street Maintenance Worker (P/T) .75 .75 .75 .75 .75 Total (PT/FT) 11/.75 11/.75 11/.75 14/.75 14/.75 91 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Lane miles of seal coated, overlayed or microsurfaced streets 32.00 32 33.5 6** 25 2. Square feet of roadway patching 30,000 30,000 30,000 30,000 30,000 3. Traffic signs repaired/installed 254 275 900 350 450 4. Lane miles of streets maintained 335 335 335 335 335 5. Linear feet of sidewalk installed 300 300 3,700 27,000* 3,700 * Amount reflects the $500,000 GTEC Phase One Sidewalk Project ** Reduction due to revised rehabilitation requirements PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. % of streets seal coated 1.5 % 1.5% 1.5% 1.5% 1.5% 2. % of streets overlayed 3% 3% 3% 2% 3% 3. % of streets microsurfaced 7% 7% 7% 0% 5% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: In November 2002, the citizens of Georgetown voted to increase sales tax by ¼ cent for existing street maintenance. This revenue is accounted for within the Street Maintenance Special Revenue Fund as required by State law. The ¼ cent sales tax has added much needed additional funds for rehabilitation projects. A three-person street maintenance crew is added in 2003/04 to proactively manage street cuts and repairs. This budget includes over $724,000 for street overlay, micro-resurfacing, sidewalk and other street capital maintenance projects. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 491,246 475,742 436,365 Personnel 600,970 600,970 731,865 489,058 528,058 Operations 577,026 577,001 644,503 825,325 825,325 Capital 724,928 726,532 1,867,614 1,790,125 1,789,748 1,902,924 1,904,503 92 Georgetown Utility Systems Water Services – Water Distribution DEPARTMENT DESCRIPTION The Water Distribution Department is responsible for the installation, inspection, and repair of water distribution lines and valves; installation and repair of water service lines, valves, and metering; preventive and corrective maintenance on fire hydrants and valves. The Department marks the location of water lines prior to maintenance and construction for other departments and contractors. Staff provides assistance to the Utility Billing department for customer billing complaints. The Water Distribution Department takes routine water samples to test the safety and efficiency of the system. The Department maintains the water system lines and equipment to meet all Environmental Protection Agency (EPA), Texas Commission on Environmental Quality (TCEQ), and Safe Drinking Water Act regulations. The Water Department participates with the Safety Manager to provide safety-training workshops, and with the Building Inspection Department to ensure water system protection. MAJOR DEPARTMENT GOALS h Ensure safe efficient delivery of water to the Georgetown Community. h Maintain highest standard of water quality, meeting EPA and TCEQ standards. h Minimize system losses. h Enhance customer service through efficient service. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Reduced the work order backlog from over 225 to less than 30 work orders. h Eliminated the backlog of fire hydrant maintenance. h Implemented the backflow prevention program. h Completed the initial training and certification of 4 Water Service Trainees. h Outsourced most of the landscape repairs resulting in faster response times. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Continue to reduce water loss by repairing or replacing existing faulty service piping. h Secure an annual landscape contract to perform the turf replacement after service repairs. h Continue to develop the department training program to improve personnel experience levels and obtain TCEQ water licenses. WATER DISTRIBUTION 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Manager Supervisor Team Leader Senior Water Services Technician Water Services Technician Water Services Trainee Pump Maintenance Positions * Total 1 1 1 0 1 6 3 13 1 1 1 0 1 6 3 13 1 1 1 0 1 6 3 13 1 1 1 0 1 9 0 13 1 1 1 0 1 9 0 13 * Positions from former Pumps Department that have been consolidated WATER SERVICE CUSTOMERS AND WORK ORDERS 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 99/00 00/01 01/02 02/03 03/04* Wa t e r C u s t o m e r s 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 W o r k O r d e r s Customers Work Orders *Projected 93 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Water service customers 13,518 14,086 14,700 14,800 15,400 2. Work Orders completed 2,200 3,129 4,000 3,000 3,300 3. Locates Completed N/A N/A 1,000 1,250 1,500 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Maintenance Work Order backlog N/A 120 days 30 days 15 days 14 days DEPARTMENTAL BUDGET: WATER SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: Increases for 2003/04 relate to the dissolution of the pump department into the water and wastewater departments, including reallocation of various staff positions. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 312,439 415,455 398,532 Personnel 541,051 541,051 539,563 565,985 556,735 Operations 653,846 653,846 119,755 54,400 54,400 Capital 209,500 302,200 971,757 1,035,840 1,009,667 1,404,397 1,497,097 94 Georgetown Utility Systems Water Services – Water Treatment DEPARTMENT DESCRIPTION The City of Georgetown operates four water treatment plants: the 17.6 MGD Lake Water Treatment Facility, the 5.45 MGD San Gabriel Park Water Treatment Facility, the 0.5 MGD Berry Creek Facility, and the 3.6 MGD Southside Water Treatment Plant. The City of Georgetown retains ownership of these plants and contracts for their operation with a private contractor. MAJOR DEPARTMENT GOALS h Provide a safe drinking water source for the Georgetown community. h Stay abreast of changing regulations to meet the new drinking water standards. h Continually upgrade the existing facilities to meet regulatory requirements, maintain quality service, and meet the communities water-use needs. h Operate facilities in a cost efficient manner to minimize water-usage rate increases. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Installed new flow meters at the Lake Georgetown Plant and San Gabriel Plant h Increased the operator certification level. h Coordinated continued operations at the Lake Georgetown Water Treatment Plant while allowing for disruptions caused by major expansion of the Water Treatment Plant during Spring/Summer, 2003. h Completed the annual Texas Commission on Environmental Quality (TCEQ) with only one violation – down from 13 previously. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Perform initial start-up testing of the Lake Georgetown Water Treatment Plant expansion. AVERAGE DAILY FLOW WATER UTILITY CUSTOMERS 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 98/99 99/00 00/01 01/02 02/03 03/04* Wa t e r C u s t o m e r s 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00 10.00 A v e r a g e F l o w Customers Average Flow 6.49 7.06 7.61 7.50 9.00 *Projected 8.93 95 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Water service customers 13,518 14,086 14,700 14,800 15,400 2. Average Daily Production (MGD) 7.61 7.5 8.93 9.0 8.93 3. Peak Daily Production (MGD) 17.1 16.4 18.7 17.5 18.5 4. Annual production (MG) 2,681 3,096 3,269 3,068 3,269 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Treatment cost (per Mgal) $372 $372 $428 $200 $242 DEPARTMENTAL BUDGET: WATER SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: Lake Georgetown Water Treatment Plant capacity addition will come on-line late FY 02/03, therefore increasing operational costs. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 1,128,910 1,225,042 1,097,165 Operations 1,236,634 1,236,634 1,128,910 1,225,042 1,097,165 1,236,634 1,236,634 96 Georgetown Utility Systems Water Services – Water Contracts The Water Utility transfers two percent of its gross billings to the General Fund. This transfer is a payment of franchise fees which would have been payable to the General Fund from a non-City provider of such services. Also included are allocated and shared administrative and support costs from other departments. This department is also used to account for the contractual obligations not specific to any individual department of the fund. Special Projects and Services include programs such as public education on water conservation, as well as contracts and professional services. This department also includes payments to the Brazos River Authority (BRA) for the City’s surface water supply. The City has water rights to 6,720 acre feet in Lake Georgetown and 15,488 acre feet in Lake Stillhouse Hollow, and 6,944 acre feet for LCRA Alliance water. These water rights are expected to meet the needs of Georgetown’s current certificated water service area through full build out of the service area. Also included here is the City’s allocation of the cost to BRA for the Williamson County Raw Water Line (WCRWL) from Lake Stillhouse. WATER CONTRACTS BUDGET: WATER SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: The major variance in this department relates to the increase in costs related to the BRA for system rate for water and the costs associated with the WCRWL. The City will also pay BRA $631,188 for the annual contractual obligation payment for the WCRWL. 2003/04 is the first year of principal reduction on this obligation. Also included are estimated operational costs for the line. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 630,696 762,000 762,000 BRA - Water Purchases 876,300 1,007,745 179,727 202,250 204,300 Franchise Fee 210,300 219,600 187,418 171,199 170,353 General Fund Allocations 178,396 175,541 980,543 945,439 916,145 Joint Svc Allocations 847,511 833,940 846,763 1,061,911 1,072,006 Special Projects & Svcs 1,609,596 1,638,981 32,394 25,000 25,000 Capital 25,000 25,000 2,857,541 3,167,799 3,149,804 3,747,103 3,900,807 98 Georgetown Utility Systems Water Services - Reuse Irrigation DEPARTMENT DESCRIPTION The Reuse Irrigation Department is responsible for the operation and maintenance of the piping and pumps required for the supply of effluent and non-potable ground water for large-scale commercial irrigation customers. The Wastewater Department and the contract operations staff maintains the system. MAJOR DEPARTMENT GOALS h Promote use of effluent water supply for large volume irrigation needs. h Conserve treated water usage. h Reduce the demands of treatment plants for potable water. h Reduce the cost of irrigation for large-scale commercial customers. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Signed long term reuse water contract with Georgetown Country Club h Commenced the engineering of a new reuse water line from San Gabriel Park to the Rivery and Georgetown Country Club. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Complete the reuse water line to the Rivery and Georgetown Country Club, further reducing demand for potable water. 99 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Average Daily Production (MGD) N/A .91 1.25 1.00 1.10 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. System Availability N/A 99% 99% 99% 99% DEPARTMENTAL BUDGET: WATER SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: Major operating cost increase due to proper allocation of pumping costs from the water and wastewater utilities. New rate ($.85/Kgal) goes into effect in November 2003 for Sun City billings. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 26,439 73,049 73,049 Operating 77,000 77,000 3,600 9,050 4,700 Franchise Fee 6,900 7,000 30,039 82,099 77,749 83,900 84,000 100 Georgetown Utility Systems Water Services - Wastewater Collection DEPARTMENT DESCRIPTION The Wastewater Collection Department maintains and rehabilitates the wastewater collection system, through routine inspections of system facilities and restoration of broken or collapsed mains. The Department provides maintenance services including: the installation of wastewater taps, the clearing, jet cleaning and camera inspection of lines, troubleshooting customer problems, and locating City wastewater lines. In addition, the Department performs preventive maintenance functions of the expanded collection system. This department coordinates with Building Inspection to ensure a safe and functioning wastewater system. MAJOR DEPARTMENT GOALS h Maintain all public wastewater collection system lines in free-flowing condition to protect the public health and environment. h Respond to customer requests regarding the collection system quickly and efficiently. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Purchased a new Vacuum truck to clean collection mains and lift stations to eliminate the problems caused by grease. h Certified 2 additional Water Service Technicians. h Purchased the lease of the Zabocs odor control system resulting in cost savings. h Reviewed results of the Edwards Testing Program and developed repair strategy. h Reorganized staff, moving personnel from the Pump Department into the Wastewater Department for greater efficiency and effectiveness. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Develop and implement a systematic collection line cleaning program to reduce sewer chokes. h Continue with the second phase of the Edwards Aquifer Testing Program required by the Texas Commission on Environmental Quality (TCEQ) ensure the water quality of the aquifer. h Make repairs to the collection system identified by the first phase of the Edwards Testing. h Utilize the Vacuum Truck during the Edwards testing to reduce the cost of the second phase of required testings. WASTEWATER COLLECTION 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Supervisor 1 1 1 1 1 Team Lead 0 1 1 1 1 Senior Water Services Technician 1 1 1 1* 1 Water Services Technician 1 1 1 3* 3 Water Services Trainee Pump Maintenance Positions * 3 4/.25 2 4/.25 2 4 4* 0 4 0 Total (PT/FT) 10/.25 10/.25 10 10 10 *Positions from former Pumps Department that have been consolidated. WASTEWATER SERVICE CUSTOMERS AND WORK ORDERS 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 99/00 00/01 01/02 02/03 03/04* Wa s t e w a t e r C u s t o m e r s 0 500 1,000 1,500 2,000 2,500 3,000 W o r k O r d e r s Customers Work Orders *Projected 101 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Wastewater Service Customers 11,338 11,972 12,250 12,600 13,100 2. Work Orders 1,230 1,450 2,000 2,600 2,800 3. Locates completed N/A N/A 1,000 1,250 1,375 4. Collection Piping Cleaned / Tested N/A N/A 111,000 181,000 150,000 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Maintenance Work Order Backlog N/A 7 days 7 days 7 days 14 days* 2. Sewer Chokes Cleared N/A N/A N/A 260 200 * Backlog increase due to batch addition of Edwards Testing work orders. DEPARTMENTAL BUDGET: WATER SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: The wastewater collection system continues to expand at over 5% annually. This growth, along with aging of the existing system, will continue to require added expense for proper maintenance and responsive repairs. Because 98% of the City of Georgetown is over the Edwards Aquifer Recharge Zone, the regulatory requirements of the TCEQ require annual testing of at least 20% of the collection system every year, thus testing the entire system every 5 years. 2003/04 is the second year of our 8 year implementation plan to bring Georgetown’s system into compliance. The testing is included in the Wastewater CIP program. Once problems are identified, the City has twelve (12) months to make repairs. The former Pumps Department has been combined into the Water and Wastewater departments for 2003/04, thus increasing to 10 the total FTE’s assigned to Wastewater. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 201,841 166,834 151,460 Personnel 421,984 421,984 299,822 542,477 542,477 Operations 496,333 496,333 40,103 760 760 Capital 2,000 2,000 541,766 710,071 694,697 920,317 920,317 102 Georgetown Utility Systems Water Services - Wastewater Treatment DEPARTMENT DESCRIPTION The City of Georgetown operates five wastewater treatment plants (WWTP): the Dove Springs WWTP, rated at 1.24 WWTP Treatment Facility, rated at 2.5 MGD; the Pecan Branch WWTP, rated at 1.5 MGD; the Cimarron Hills WWTP, rated at .2 MGD; and the Berry Creek WWTP, rated at .1 MGD. The City of Georgetown contracts with a private contractor to provide for the safe operation of the wastewater plants. The contract operator conducts routine wastewater operations and maintenance. The City continues to closely monitor and evaluate these operations and retains ownership of the plants. MAJOR DEPARTMENT GOALS h Meet regulatory requirements for effluent discharged from the wastewater facilities. h Operate all facilities in the most cost efficient manner possible while maintaining effluent quality. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Submitted discharge permit renewals to the Texas Commission on Environmental Quality (TCEQ). h Commenced operation of the Cimarron Hills and Pecan Branch WWTPs. h Installed new aeration system at the Berry Creek WWTP effluent pond h Completed implementation of Toxicity Reduction Evaluation (TRE) program to monitor for chemicals in wastewater stream. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Commence expansion of the Berry Creek WWTP to .3 MGD. h Begin the design phase of expansion of the Dove Springs WWTP to 2.5 MGD. AVERAGE DAILY FLOW WASTEWATER UTILITY CUSTOMERS 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 99/00 00/01 01/02 02/03 03/04* Wa s t e w a t e r C u s t o m e r s 2.0 2.4 2.8 3.2 3.6 4.0 A v e r a g e F l o w Customers Average Flow *Projected 103 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Wastewater service customers 11,338 11,972 12,250 12,600 13,100 2. Average daily flow (MGD) 3.04 2.45 2.84 2.7 2.89 3. Million gallons treated 1,108 894 1,025 973 1,053 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Cost per million gallons treated 2. % permit requirements met $739 93% $850 95% $850 95% $1,246* 98% $1,238 99% *Adjusted to actual costs between water/wastewater contract DEPARTMENTAL BUDGET: WATER SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: Costs increased in FY 02/03 due to re-allocation of contract costs between Water Treatment and Wastewater Treatment. FY 02/03 increase is also due to operation of two new facilities, Cimarron Hills and Pecan Branch. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 1,221,011 1,215,565 1,768,165 Operations 1,486,634 1,486,634 1,221,011 1,215,565 1,768,165 1,486,634 1,486,634 104 Georgetown Utility Systems Water Services - Wastewater Contracts The Wastewater Utility transfers two percent of its gross billings to the General Fund. This transfer is a payment of franchise fees which would have been payable to the General Fund from a non-City provider of such services. Also included are allocated costs for shared administrative support. This department is also used to account for administrative and other direct costs associated with providing wastewater services. WASTEWATER CONTRACTS BUDGET: WATER SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 95,120 113,050 107,900 Franchise Fees 120,500 126,600 111,614 93,616 93,153 General Fund Allocations 110,580 109,123 514,017 847,204 816,319 Joint Svc Allocations 659,921 650,234 131,888 197,303 233,801 Spec. Svc / Legal 146,627 146,626 852,639 1,251,173 1,251,173 1,037,628 1,032,583 Management Services Management Services consists of the executive and governing functions of the City. The City Council is the legislative body that provides the leadership and vision for the community of Georgetown. The City Manager's Office functions as the central communication link between the Council and the City organization, and manages the day-to-day operations and services of the City. The City Secretary maintains official records, oversees all municipal elections and coordinates the boards and commissions appointment process. Human Resources and Safety Services provide employee and organizational support to retain and attract quality employees. Other departments overseen include Convention & Visitors’ Bureau, Economic Development, Main Street, Information Technology, Library and the Airport. Sources of funding for the division include the General Fund (Library, City Manager’s Office and City Council), Joint Services Fund (Human Resources and Economic Development), CVB Special Revenue Fund, (including Main Street), Information Technology through the Internal Service Fund and the Airport Fund. 02/03 04/05 01/02 02/03 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE City Council 337,080 252,103 251,210 258,218 (2.8%)258,218 City Manager's Office 512,067 577,032 562,210 961,438 (71.0%)592,438 Airport 1,242,660 1,842,712 1,403,652 1,278,224 (-8.9%)1,286,458 General Govt. Contracts 165,981 209,071 209,071 249,595 (19.4%)253,045 Information Technology 611,350 641,779 641,419 661,317 (3.1%)661,317 Information Tech Capital 346,457 478,553 501,253 693,476 (38.3%)640,462 Economic Development 270,419 350,302 349,912 341,292 (-2.5%)341,292 Convention & Visitor's Bureau 409,291 352,006 310,418 264,088 (-14.9%)212,088 Main Street 00 085,675 (N/A)85,675 Main Street Façade 2,000 6,907 4,500 12,807 (184.6%)300 Legal Contracts 498,335 448,400 400,000 480,000 (20.0%)480,000 Human Resources 373,980 340,575 340,456 363,454 (6.8%)361,454 City-wide Services 344,150 564,900 563,445 733,900 (30.3%)446,250 Library 863,057 896,542 893,920 973,353 (8.9%)971,478 Library Donations 38,407 80,759 80,759 48,415 (-40.1%)21,100 Division Total 6,015,234 7,041,641 6,512,225 7,405,252 (13.7%)6,611,575 * Percent change of 03/04 Adopted from 02/03 Projected Actual 01/02 02/03 02/03 04/05 PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL PROJECTED City Council 1 1 1 1 City Manager's Office 5/.5 5/.5 5/.5 5/.5 Airport 2/3.5 2/3.5 2/3.5 2/3.5 Human Resources 4 4 4 4 Economic Development 2 3 3 3 CVB/Main Street 2 3 3 3 Information Technology 8 8 8 8 Library 11/4.5 11/4.5 11/4.5 11/4.5 Total (FT/PT)35/8.5 37/8.5 37/8.5 37/8.5 1 5/.5 2/3.5 Management Services 03/04 ADOPTED 03/04 ADOPTED (% Change*) 4 11/4.5 37/8.5 3 3 8 Personnel 37% Operations 53% Capital 10% 1,278,224 1,354,793 1,021,768 480,000 249,595 258,218 341,292 362,570 363,454 961,438 733,900 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 Gen. Govt. Cont. City Council Eco Devo CVB/Main Street Human Resources Legal Contracts City-wide Svcs. City Mgr.'s Office Library Airport Info Technology 106 Management Services City Council DEPARTMENT DESCRIPTION The City Council is composed of a Mayor, elected at large, and seven Councilmembers elected from single- member districts. Georgetown is a Home Rule City, which means that the Council is free to enact legislation, adopt budgets, and determine policies, subject only to the limitations imposed by the Texas Constitution and City Charter. The Council appoints the City Manager coordinates and implements activities to effectively accomplish the City Council goals and objectives established by the City Council. The Council also appoints the City Attorney, the Municipal Judge and the City Secretary. In addition, the Council appoints citizens to serve on advisory boards, commissions, and committees. The City Secretary, who is included in this budget area, maintains official City records, conducts City elections and coordinates the boards and commissions appointment process. MAJOR DEPARTMENT GOALS • Develop policies which enhance the quality of life for the community while preserving its unique character and natural resources. • Ensure the long-term financial viability of Georgetown. • Promote community involvement and participation in local government. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 • Adopted the Unified Development Code to insure consistency of the City’s development ordinances to preserve the character of the community. • Adopted a comprehensive transportation plan that provides for the safe and efficient movement of traffic, promotes the economic interests of the community and adequately serves the personal needs of individuals. • Adopted an annexation plan that identifies planning issues and financial impacts of future annexations. • Added additional polling locations for city elections for the convenience of voters. • Adopted the Future Land Use and Thoroughfare Plan and the Williams Drive Corridor Study that provide for the safe and efficient movement of traffic, and promotes the economic interests of the community. • Adopted a competitive public safety compensation plan. • Approved the Downtown Masterplan to guide development and public improvements in the downtown overlay district. • Approved the Wolf Ranch /Simon Property Development Agreement and the Seventh Amendment to the Del Webb Development Agreement. • Adopted Principles for Economic Development Incentives Policy to guide investment in economic development. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 • Implement the Downtown Masterplan to guide development and public improvements in a manner that promotes the economic interests of the downtown and overall community. • Continue to work with Simon Development to develop the Wolf Ranch property in a manner that ensures the City’s best economic interest, while still enhancing the quality of life for the community. • Continue adherence to the City's financial policy that promotes long-term financial responsibility to ensure future economic viability of the community. • Continue development of an improved records management program to increase efficiency and accessibility of public records. CITY COUNCIL 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED City Secretary Total 1 1 1 1 1 1 1 1 1 1 107 WORKLOAD MEASURES ACTUAL FY00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of agenda items processed/reviewed 1,103 855 1,000 639 700 2. # of hours spent in Council meetings 178 345 350 151 200 3. # of Council/special meetings posted 99 60 75 53 60 4. # of public meetings posted 269 288 300 306 325 5. # of elections held 2 3 2 2 2 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. % of citizens who rated the value received from City tax dollars to be excellent or good 46.9% 50% N/A 60% 70% 2. % of citizens who rated the City to be excellent or good in the area of making sure there are sufficient green, open spaces throughout the city 68.4% 75% N/A 80% 85% 3. City Council meeting minutes completed and approved in two weeks 98% 100% 100% 100% 100% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 73,815 78,564 78,564 Personnel 80,700 80,700 263,265 173,539 172,646 Operations 177,518 177,518 337,080 252,103 251,210 258,218 258,218 108 Management Services City Manager’s Office DEPARTMENT DESCRIPTION The City Manager’s Office is responsible for the administration of City affairs and serves as the liaison between the policymaking and administrative branches of City Government. The City Manager, appointed by City Council, is the chief administrative and executive officer of the City. Responsibilities of the City Manager’s Office include coordinating activities to effectively accomplish the City Council goals and objectives. The City Manager also acts as the City’s representative and liaison to local groups, service organizations and businesses in the community, as well as at the County, State and Federal level. MAJOR DEPARTMENT GOALS • Ensure the delivery of quality services to citizens through effective management and efficient administration. • Coordinate the implementation of City Council goals and objectives with all City Departments. • Facilitate community activities to address public requests for needs and services. • Improve citizen awareness and understanding of City programs, services and issues and promote a positive public image of the organization. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 • Worked with Del Webb to finalize the 7th Amendment to the Del Webb Development Agreement, including a water and wastewater utility agreement. • Worked with Simon Property Group to finalize the Development Agreement for the development of Wolf Ranch. • Developed an Annexation Policy in order to identify planning issues and financial impacts of future annexations. • Expanded Public Information Program to improve community understanding of City Services by publishing a City Newsletter - City Reporter. • Provided educational information to the citizens regarding proposed ¼ cent sales tax increase for road maintenance, which was approved by the voters. • Worked with the City Council and city staff to update and revise the City's Century Plan Policy Statements. • Worked with Economic Development Department and TIP Development Strategies to complete the study of City's Economic Development Structure and begin implementation of the recommendations. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 • Complete the development of a long-range facilities plan to more efficiently utilize the City’s current resources to their fullest and most economical use. • Continue expansion of the Public Information Program to improve community understanding of City services. • Continue seeking partnerships to assist the City in its efforts to develop affordable housing options. • Implement the Professional Resource Organization (PRO) to utilize a multitude of professional individuals who have a tremendous interest in giving back to the community through volunteer work and special project assistance. • Implement a "Government for the People" program to educate the public about the services the City provides and to promote those services to the public. • Continue efforts to foster ongoing communication and cooperation with the Georgetown Independent School District, Williamson County and Southwestern University to continue to nurture a healthy relationship for the Georgetown Community. • Continue efforts to foster improved communication and cooperation between interested stakeholders in the downtown area to arrive at a common vision for this important area of our community. • Coordinate with Parks & Recreation to install “Welcome Signs” at the city’s major gateways to promote Georgetown as a tourist destination and a community with high standards of civic pride and quality of life. • Develop city-wide customer service initiative to ensure the delivery of quality service to internal and external customers of the city. • Development of a city-wide non-utility Capital Improvement Plan for city operations that includes facilities and equipment in order to more effectively plan for the future growth and needs of the city. CITY MANAGER’S OFFICE 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED City Manager Assistant City Manager for Operations Administrative Assistant/Deputy City Secretary Staff Assistant/Receptionist Public Information Officer Mail Couriers (PT) Total (FT/PT) 1 1 1 1 0 .5 5/.5 1 1 1 1 1 .5 5/.5 1 1 1 1 1 .5 5/.5 1 1 1 1 1 .5 5/.5 1 1 1 1 1 .5 5/.5 109 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of Public Information Requests handled 248 565 500 500 500 2. # of Council/Special Meetings 99 60 75 53 60 3. # of Press Releases N/A N/A N/A 132 150 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. % of citizens who rated their experience with city employees to be excellent or good 74% 80% N/A 85% 85% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 2003/04 includes funding for the first phase of the Downtown Master Plan implementation, and $90,000 to update the Facilities Master Plan. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 351,330 415,763 412,941 Personnel 430,095 430,095 160,737 161,269 149,269 Operations 177,343 162,343 Capital 354,000 512,067 577,032 562,210 961,438 592,438 110 Management Services Airport DEPARTMENT DESCRIPTION The City of Georgetown Municipal Airport provides aviation services to the public. The Airport Department is responsible for the day-to-day operations and maintenance, which include the supervision of fuel sales concessions, monitoring the leases for City-owned facilities, and the supervision of the ground maintenance. The Airport provides 24-hour operation of a 5000-foot main runway and related taxiways, ramps and navigational aides. All of the above must be in compliance with state and federal rules and regulations. In addition, the Department provides support to the Airport Advisory Board. MAJOR DEPARTMENT GOALS h Minimize the environmental impact of the Airport. h Operate the Airport as a self-supporting enterprise, whereby costs are minimized with maximum efficiency. h Ensure the safety of the flying public. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Completed FAR Part 150 Noise Study. h Installed security cameras and Airport Watch signs. h Revised and re-introduced Fly Friendly program with new signs and mail-out information. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Rehabilitate 8-foot game fence to increase airport security. h Rehabilitate runway 11-29, taxiway B & D, and T-Hangar B & C ramps for improved operations. h Rehabilitate Airport streets and install concrete ribbon curb to improve transportation within the airport h Complete update of Airport Master Plan and begin implementation of recommendations. AIRPORT 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Airport Manager Airport Support 1 1 1 1 1 1 1 1 1 1 Ground Maintenance (PT) .5 .5 .5 .5 .5 Bookkeeper (PT) .5 .5 .5 .5 .5 Fuel Attendants (PT) Total (FT/PT) 2.5 2/3.5 2.5 2/3.5 2.5 2/3.5 2.5 2/3.5 2.5 2/3.5 BASED AIRCRAFT 0 50 100 150 200 250 300 98/99 99/00 00/01 01/02 02/03 03/04* *Projected 111 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Jet fuel sold 398,953 449,854 490,000 420,000 450,000 2. AvGas sold 254,963 259,440 300,000 224,000 230,000 3. Based aircraft 274 268 285 256 276 4. Take off or landings Est. 85,000 Est. 90,000 Est. 98,000 Est. 90,000 Est. 95,000 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Man hours/10 gallon fuel sold .13 .08 .07 .09 .08 2. Airport expenses/ based aircraft $1,411 $1,477 $1,371 $1,546 $1,434 3. Airport expenses/ aircraft operations 4. T-hangar occupancy rate 4.55 100% 4.40 100% 3.99 100% 4.40 100% 4.17 100% DEPARTMENTAL BUDGET: AIRPORT FUND MAJOR BUDGET CHANGES/ISSUES: Capital improvements to the Airport are reviewed by the Airport Advisory Board and approved by Council through grant applications for funding and through the budget process. Review of available resources and consideration of on-going costs are required before each project is approved. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 198,644 205,307 205,307 Personnel 198,030 198,030 1,044,016 1,132,963 1,123,345 Operations 1,080,194 1,088,428 504,442 75,000 Capital 1,242,660 1,842,712 1,403,652 1,278,224 1,286,458 112 Management Services Economic Development DEPARTMENT DESCRIPTION The Economic Development department coordinates and leads the community’s economic development efforts. The department works to improve the social, employment, and physical conditions of the City by increasing the City of Georgetown’s economic base and the creation of jobs. In addition, the department undertakes projects which will foster partnership among private and public entities, and implements economic development goals, policies, and strategies established by the Economic Development Commission (EDC) and City Council. Operations of the department also include oversight for business assistance such as workforce training, affordable housing issues, development, redevelopment and retention issues, and industrial recruitment and retention programs. MAJOR DEPARTMENT GOALS h Develop economic development programs that highlight and promote the elements commonly held as the most important contributors to quality of life of our community. h Work with business community on housing and workforce issues. h Increase cooperation with private sector developers, state and regional economic development organizations, and economic development allies to expand and diversify the City’s tax base. h Encourage dialogue and promote positive relationships with local industries for business retention within the community. h Create and provide site specific information and geographic information to prospective and existing industries in order to create new jobs and expand the tax base. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Established City website for economic development, including indicators to provide additional information for prospective businesses. Updated website for the Convention and Visitors Bureau to make it user-friendly. h Worked with EDC, CVB and Main Street Advisory Boards, to establish a communications system to keep board members and others apprised of the Divisions activities. h Worked with EDC for Council adoption of the Principals for Economic Development Incentives Policy to guide the usage of incentives in economic development. h Restructured department for efficiency and improved service to business community. h Added a marketing coordinator to increase market awareness of Georgetown’s unique economic recruitment position. h Developed and Economic Development brochure to aid recruitment and redevelopment efforts. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Develop a Comprehensive Economic Development Action Plan in consultation with the City Manager and EDC to identify priorities, projects, timeframes, and measured results specific to economic recruitment, retention, and redevelopment. h Assist Main Street with implementation of the Downtown Master Plan. ADMINISTRATION 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Economic Development Director 1 1 1 1 1 Marketing Coordinator 0 1 1 1 1 Administrative Assistant 1 1 1 1 1 Total 2 3 3 3 3 113 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of inquires N/A 10 15 34 35 2. # of prospects N/A 2 6 15 15 3. # of newsletters/seminars produced N/A 1 3 3 4 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of jobs created N/A 50 80 50 75 2. # of business retention assistance N/A 1 5 5 5 3. # of articles in local, regional, and state newspapers and magazines N/A 3 10 10 10 4. Economic Development site visits N/A 3 7 9 10 DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: Previously, the City had outsourced its business recruitment and retention efforts. The department was restructured in 2003 to bring this process in-house. A new marketing position was added at mid-year 03, and will be filled in early 2004. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 132,572 137,073 136,983 Personnel 202,133 202,133 137,847 213,229 212,929 Operations 139,159 139,159 270,419 350,302 349,912 341,292 341,292 114 Management Services Convention and Visitors’ Bureau DEPARTMENT DESCRIPTION The Georgetown Tourism Department attracts visitors and conventions to the Georgetown area to experience and enjoy our history, culture, and attractions and to further strengthen our city’s image as a Texas destination. The department also promotes economic stability and the region’s quality of life. The department manages advertising, promotion, and solicitation efforts to market the City of Georgetown as a place for meetings, conventions, group tours, tourists, and day-trip shoppers. The department provides a positive economic impact on the community by bringing visitor dollars into the City which increases the total revenue of local businesses and improves the overall economic climate of Georgetown. MAJOR DEPARTMENT GOALS h Promote the area's cultural, recreational, historical, and educational attributes to a wide audience. h Assist visitors and potential visitors to the area by offering comprehensive visitor information and promotional services. h Encourage and participate in the further development of attractions throughout Williamson County. h Work with local business to streamline the use of meeting, dining, and event facilities for organized groups and conventions. h Work with local groups and organizations to plan and hold special events that will bring tourists to Georgetown. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Expanded the Cooperative Advertising Program to include more athletic events (golf, softball, soccer, etc.). h Planned and organized the 2nd Annual Old Time Fiddlin’ Fair. h Assisted the Main Street Program in hosting the 4th Annual Red Poppy Festival. h Worked jointly with Parks and Recreation to develop a sports and tourism brochure to promote sport tourism in Georgetown. h Implemented Event Economic Impact tracking program at Red Poppy Festival. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Work with Parks and Recreation to promote Georgetown as a venue for athletic events. h Conduct hospitality training seminars for area retailer, accommodations, attractions, and the Chamber of Commerce. h Complete one-stop promotional publication to increase tourism. h Target travel writers to increase media exposure of Georgetown as a tourist destination. CONVENTION & VISITORS’ BUREAU 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Tourism Director/Main Street Manager 1 1 1 .5 .5 CVB Coordinator Staff Assistant (shared with Main Street) Total (FT/PT) 0 1 2 1 1 3 1 1 3 1 .5 2 1 .5 2 # OF VISITOR’S CENTER ASSISTS 18.9 21.2 15.1 20.0 25.0 0 5 10 15 20 25 (i n t h o u s a n d s ) 99/00 00/01 01/02 02/03 03/04* *Projected 115 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of special/promotional events organized or assisted 4 6 10 10 10 2. # of visitors assisted at Visitor’s Center 21,190 15,179 20,000 20,000 25,000 3. # of advertisement designed and placed 75 80 150 150 125 4. # of visitors with organized groups and conventions solicited and assisted N/A* 12,066 7,000 4,000 7,000 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Special event attendance 2. # inquiries resulting from advertisements 104,198 N/A* 98,153 5,438 105,000 3,000 105,000 5,500 105,000 6,000 3. # of volunteer labor hours 4. # of information requests from website 3,808 246 4,360 923 4,400 400 4,400 900 4,600 1,200 * New measure DEPARTMENTAL BUDGET: TOURISM FUND MAJOR BUDGET CHANGES/ISSUES: Costs and staff associated with the Main Street program are now accounted for in the Main Street Department. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 89,793 116,730 98,391 Personnel 57,578 57,578 319,498 235,276 212,027 Operations 206,510 154,510 409,291 352,006 310,418 264,088 212,088 116 Management Services Main Street DEPARTMENT DESCRIPTION The Georgetown Main Street Program is an economic development and physical improvement process designed to benefit the entire community. The overall goal is to help provide opportunities to enhance the central business district for all citizens and visitors. The program utilizes historic preservation as an integral foundation of downtown economic development. Key functions are aiding present businesses in improving the physical attractiveness of the central business district and recruiting new businesses. MAJOR DEPARTMENT GOALS h Promote a positive image of the downtown and its cultural and historical attributes. h Enhance the unique character of the downtown through partnerships and community involvement. h Enhance the aesthetic appeal of the Downtown Business District by promoting historic preservation and high quality design. h Work with local business to strengthen the downtown economy by providing educational and technical assistance. h Work with local groups and organizations to plan and hold special events that will reinforce an intangible sense of community. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Received the 2002 Texas Downtown Association (TDA) President’s Awards for Best Downtown Marketing Program . h Assisted the CVB Program in hosting the 2nd Annual Old Time Fiddlin’ Fair. h Hosted the 4th Annual Red Poppy Festival to generate funds for matching grants. h Worked with CVB to implement Event Economic Impact tracking program at Red Poppy Festival. h Composed nomination for 2003 National Main Street Leadership Award which resulted in Renee Hanson receiving the Main Street Hero Award. h Enhanced the visual appearance of the downtown area, through façade improvement grants to downtown area businesses. h Assisted in the completion of the Downtown Master Plan. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Conduct hospitality training seminars for visitor center volunteers. h Conduct service marketing training for downtown retailers, accommodations, attractions, and the Chamber of Commerce. h Outline a structure and implement Georgetown Hostess Program. h Assist with implementation of Year 1 of the Downtown Master Plan project list. h Implement the guidelines of the Retail Master Plan for Downtown Georgetown to promote long-term economic stability for the downtown area. h Promote the historic business district as a center for community activity thereby maintaining the community image of Georgetown. h Create website for the Main Street Program. ADMINISTRATION 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Tourism Director/Main Street Manager Staff Assistant (Both positions shared with CVB) Total 0 0 0 0 0 0 0 0 0 .5 .5 1 .5 .5 1 117 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of special events held in the Main Street area 5 14 10 15 15 2. # of training/educational seminars hosted 201 1 3 3. # of newsletters produced 1 0 2 1 N/A PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Special downtown event attendance 36,000 34,100 40,000 54,000 60,000 2. Amount of reinvestment in downtown 4,306,962 N/A N/A 300,000 300,000 * New measure DEPARTMENTAL BUDGET: TOURISM FUND MAJOR BUDGET CHANGES/ISSUES: The budget for this program was previously accounted for within the CVB department. Expenses, including allocated staff, will now be in the Main Street department budget. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE Personnel 65,675 65,675 Operations 20,000 20,000 000 85,675 85,675 118 Management Services Governmental Contracts DEPARTMENT DESCRIPTION This department includes funds for the City's contracted social and community service commitments, and is managed through the City Manager’s Office. Funds for maintenance of four community buildings and utility subsidies for local social service organizations, supported by the City, are also budgeted in this department, as are administrative allocations for services received from other City funds. MAJOR DEPARTMENT GOALS h To insure all citizens have access to services which enable them to live safe, healthy, and productive lives. h To provide resources necessary for community agencies to operate in Georgetown. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Developed eleven contracts for services provided by non-profit agencies. h Prepared agreements for lease of City buildings and property maintenance arrangements. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Continue discussions and develop workshops for community and social services providers on results-oriented performance objectives and prevention issues, and form service partnerships as appropriate. SOCIAL SERVICE FUNDING $0 $50,000 $100,000 $150,000 $200,000 $250,000 99/00 00/01 01/02 02/03 03/04* *Projected 119 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Contracts developed and monitored 2. Amount spent on Social Services 9 $103,750 9 $142,900 11 $189,500 11 $189,000 11 $232,950 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. % of contracts with prevention objectives N/A N/A 4 4 4 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Each social service contribution is approved individually by Council as part of the budget process. The Williamson County and Cities Health District allocation, which is set by population in the City, is included in the base budget due to the City’s on-going responsibility for this agency. Funding has been increased by $40,000 in 2003/04, and will be reviewed for additional increases in each budget cycle. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 145,502 189,500 189,500 Social Services Contributions 232,950 236,400 20,479 19,571 19,571 Operations 16,645 16,645 165,981 209,071 209,071 Subtotal - Department 249,595 253,045 1,075,463 1,272,479 1,308,150 Intfd Nondept'l Chrg 1,367,833 1,379,994 1,241,444 1,481,550 1,517,221 1,617,428 1,633,039 120 Management Services Human Resources & Safety Services DEPARTMENT DESCRIPTION The Human Resources and Safety Services Department provides employee and organizational support to attract and retain quality employees. The department works with all divisions to improve internal processes and continually develop programs to enhance employee satisfaction. In addition, the department facilitates City-wide programs and services such as compensation administration, policy interpretation, and benefits administration. It is the department’s goal to provide exceptional customer service to both internal and external customers. MAJOR DEPARTMENT GOALS h Provide services and tools to create an environment where employees are treated fairly and consistently. h Attract, retain, and develop a quality workforce. h Provide each employee with a safe work environment. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Completed first draft of Personnel Policy revisions. h Implemented a new City-wide Safety Program including the addition of an employee safety committee which resulted in fewer claims and reduced insurance premium costs. h Implemented phase two of public safety compensation plan to increase employee retention and attract higher quality applicants. h Completed initial phase of supervisor and administrative assistant training by offering courses on workplace safety, employment law, performance management, and harassment prevention in the workplace. h Completed harassment prevention training for all City employees. h Established civil service commission. h Implemented first two modules of human resource information system, thereby automating previously manual processes. h Simplified annual evaluation process by providing resource manuals to all supervisors. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Complete final draft and adoption of Personnel Policies and Procedures to ensure compliance with federal employment law and consistency in administration of employee relations. h Continue development and implementation of human resource information system to be fully integrated with the City’s financial information system in order to increase efficient processing and maintenance of employee data/records. h Adopt civil service local rules. h Revise and update all safety program policies and procedures to support the newly implemented safety program. h Complete development of supervisor and administrative assistant resource manuals to provide guidance on policy administration, safety processes, staffing and payroll procedures, benefits, and compensation. HUMAN RESOURCES/ SAFETY SERVICES 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 PROJECTED 04/05 PROJECTED Director of Human Resources 1 1 1 1 1 Administrative Assistant 1 1 1 1 1 Human Resource Generalist 1 1 1 2 2 Safety Coordinator 1 1 1 0 0 Total 4 4 4 4 4 TURNOVER RATE 23.5% 8.8%9.8% 8% 10.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 99/00 00/01 01/02 02/03 03/04* *Projected 121 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Application/resumes processed N/A 2,000 2,100 2,400 2,500 2. Supervisor training hours (per employee) N / A 2 03 22 72 0 3. Employee relations issues N/A 20 12 20 15 4. # Civil Service hearings N/A N/A N/A N/A 5 5. # of liability claims processed N/A 79 60 160 (145 YTD)75 6. # of worker’s compensation claims processed N/A 61 45 45 35 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of disciplinary actions appealed t o C i t y M a n a g e r N / A 0413 2. Average # of open positions N/A 15 15 16 15 3. Turnover rate 8.83% 9.82% 12% 8% 10% 4. # of work injuries/illness requiring medical attention 47 53 30 30 (25YTD)25 DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 244,066 222,481 222,362 Personnel 238,604 238,604 129,914 118,094 118,094 Operations 124,850 122,850 373,980 340,575 340,456 363,454 361,454 122 Human Resources City-Wide Services This department represents the pooled funds available for the City’s one-time performance bonus program. Training for City-wide issues, such as supervisory training and safety are also included here. CITY-WIDE SERVICES BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: For 2004, the City provided a 2.5% cost-of-living adjustment (COLA) for employees, which is included in the departmental budgets. An additional $300,000 is included for implementation of a one-time performance based bonus program. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 150,000 150,000 Merit Bonus 300,000 16,560 25,900 25,900 Benefits 22,700 22,700 44,983 73,000 73,000 Operations 68,200 68,200 61,543 248,900 248,900 Subtotal-Department 390,900 90,900 198,971 231,000 234,545 Insurance 258,000 270,350 83,636 85,000 80,000 Insurance Deductible 85,000 85,000 344,150 564,900 563,445 733,900 446,250 124 Management Services Information Technology DEPARTMENT DESCRIPTION The Division of Information Technology (IT) provides information and technology management services in support of all City divisions. The division includes: 1) Information Technology Administration; and 2) Information Technology functional services that include Network Administration, Technology Training, Website Management, Computer and Peripheral Replacement and Maintenance, Telephone System Management and Support, and Systems Administration. The division also manages the Information Services Internal Services Fund. MAJOR DEPARTMENT GOALS h Assist all City divisions in streamlining work processes through the use of technology. h Provide timely and accurate public information via the City’s websites. h Increase City-wide employee efficiency and effectiveness through technology training. h Provide cost-effective information technology management services. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Installed and deployed a new telephone system based on Internet Protocol (IP) technology, and began phased implementation to all City facilities. h Upgraded the Invision system and application to provide a more efficient, stable, and reliable platform. h Developed and implemented a PC lease program for all City desktop and laptop machines. h Upgraded the Novell Netware operating system to Version 6, allowing new technologies to be deployed. h Completed the website upgrade and enhancement project to provide quick and accurate information to the public. h Enhanced IT-related service call tracking and response time by completing the IT Service for Call Tracking deployment for all City divisions. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 • Complete the City-wide migration for all possible applications to the Service application, thus providing a centralized method of call tracking and problem resolution. • Enhance the City’s Intranet site to provide centralized access to electronic forms and information for City employees. • Complete the City-wide deployment of the IP telephone system. • Continue to upgrade and enhance existing systems and platforms to meet City technology needs and demands. • Continue to enhance the new City websites with technology and capabilities, such as e-Commerce. • Continue to develop a disaster recovery plan for all IR systems, applications, and networks to provide recovery capability in the event of disaster or major systems failures. INFORMATION RESOURCES 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Division Director 1 1 1 1 1 System Support 3 3 3 3 3 Webmaster 0 1 1 1 1 Technical Support 2 2 2 2 2 Project Manager / Training Coordinator Total (PT/FT) 1 8 1 8 1 8 1 8 1 8 NUMBER OF COMPUTER USERS 0 50 100 150 200 250 300 350 99/00 00/01 01/02 02/03 03/04* *Projected 125 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTE D FY 02/03 PROPOSED FY 03/04 1. Help desk calls received * 1,997 2,800 3,000 3296 3580 2. Computers replaced 77 41 10 293 0 3. # of computer users 320 320 306 332 342 4. # of servers managed N/A N/A 19 33 37 5. # of training sessions conducted N/A N/A 224 925 1,000 6. * Change in tracking system PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. % Help Desk calls resolved within service level standards N/A 73% 85% 81% 83% 2. # of hits to web site 2,337,998 3,250,000 3,600,000 772,477 * 926,723 * 3. % users with basic training in core applications N/A N/A 75% 95% 95% 4. Network up time 5. Cost of service per user/per yr ** N/A $2,758 N/A N/A 99% $2,621 99.5% $2,746 99.5% $2,854 * Change in tracking system. **Combined Administration and ISF Operations DEPARTMENTAL BUDGET: INFORMATION SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 498,020 517,418 517,058 Personnel 534,585 534,585 113,330 124,361 124,361 Operations 126,732 126,732 611,350 641,779 641,419 661,317 661,317 126 Information Technology Capital Replacement The purchase and support of computers and peripherals, end-user training, major business applications, and the network system are included in this department. Costs are assessed on a per capita or per component basis, and charged back to the user division over the life of the equipment. Equipment is then purchased on a coordinated, centralized, pre-planned basis, which minimizes cost of purchase, maintenance, and training. Divisions are also charged for the maintenance of production applications and their proportionate use of network resources. CAPITAL REPLACEMENT CONTRACTS BUDGET: INFORMATION SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: The City entered into new lease agreements for personal computers and telephone equipment. The lease costs for the new Voiceover IP telephone system, which is currently being implemented citywide, are now recognized in the IT department and allocated to the using departments within the City. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 224,201 277,922 280,622 Operating 420,677 400,677 122,256 200,631 220,631 Capital 272,799 239,785 346,457 478,553 501,253 693,476 640,462 Information Technology Internal Service Fund 03/04 04/05 05/06 06/07 07/08 Services Software 8,000 8,000 50,000 50,000 50,000 Technology Training 20,000 20,000 40,000 40,000 40,000 Annual Contracts 290,267 270,267 297,294 327,023 359,725 Voiceover IP Contract 64,910 64,910 64,910 64,910 64,910 Desktop Operations 9,000 9,000 9,450 9,923 10,419 Network Operations 18,000 18,000 18,900 19,845 20,837 Contingency 7,500 7,500 7,500 7,500 7,500 Total Services 417,677 397,677 488,054 519,201 553,391 Capital Outlays and Projects Replacement Desktop Hardware 125,817 125,817 125,817 * Replacement Network Hardware 141,424 113,968 119,007 40,113 114,865 New Program Equipment 5,558 Total Capital Replacement 272,799 239,785 244,824 40,113 114,865 Total IR Internal Service Fund 690,476 637,462 732,878 559,314 668,256 Number of Computers Added 2 0 293 0 0 *3 year leasing with Gateway 128 Management Services Legal Contract DEPARTMENT DESCRIPTION Legal Services, including the appointment of the City Attorney, has been contracted to an outside legal firm, who represents the City in litigation matters and before state agencies. Primary duties include acquisition of real property, easements and right-of-way for utility and transportation projects; reviewing ordinances and contracts, and provide legal opinions for interpretation of the City Charter, City ordinances, and state laws. LEGAL CONTRACT BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: The City of Georgetown began contracting its legal services with Brown & Carls, L.L.P. in FY 01/02. Contract costs for the Municipal Court prosecutor as well as the City’s legal contingency funds for litigation outside the scope of Brown & Carls, L.L.P. or requiring other special legal consideration are also included in this budget. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 347,697 350,000 350,000 Operations 380,000 380,000 150,638 98,400 50,000 Legal Contingency 100,000 100,000 498,335 448,400 400,000 480,000 480,000 130 Management Services Library DEPARTMENT DESCRIPTION The Georgetown Public Library houses and administers a collection of more than 70,000 items, including popular fiction and non-fiction for adults, youth, and children; classics; large-print materials; reference; books on cassette; videos; DVDs; music CDs; books on CD; literacy materials; books in Spanish; newspapers and magazines, to meet the life-long learning and reading interests of library users. Weekly story hours, a summer reading program, reference services, public access to the Internet and computer classes are a few of the services provided without cost to the public. Also, under the TexShare program, library users may go in person to borrow materials from other participating libraries in Texas. Inter-library loan service is available at a small cost. A small meeting room is available for public use during hours that the library is open. The library works in concert with other community organizations to provide solutions, within programming, to social and educational concerns. MAJOR DEPARTMENT GOALS h Provide open and equal access to information. h Create opportunities for life-long learning. h Encourage a love of reading. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Moved Texas History Room into larger space and the former Texas History Room now is used for a quiet reading area, small meetings, computer classes, and tutoring. h Reorganized technical services work area for better work flow after completion of mold remediation. h Received grant of $6,873 from Texas State Library for part-time cataloging intern. h Received grant of $25,000/year for two years from Dell Foundation and the Georgetown Library Foundation for a half-time public technology coordinator who manages the library’s 30 public computers and conducts computer classes. h Deployed 20 laptop computers for public use that were acquired through a Community Network grant from the Telecommunications Infrastructure Fund. h Increased level of service for children’s summer programs in spite of reduced space. h Offered supervised time for children to use laptop computers. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 • Seek grants to provide short-term solutions to staffing problems. • Work with City Manager on plans for a new or expanded library facility. LIBRARY 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Library Services Director Asst. Library Director Librarian 1 1 2 1 1 3 1 1 3 1 1 3 1 1 3 Supervisor 1 1 1 1 1 Children’s Coordinator 1 1 1 1 1 Administrative Assistant 0 0 1 1 1 Staff Assistant 1 1 0 0 0 Library Assistant 3 3 3 3 3 Library Assistant (P/T) 4 4 4.5 4.5 4.5 Library Page (P/T) Total (FT/PT) .5 11/4.5 .5 11/4.5 0 11/4.5 0 11/4.5 0 11/4.5 LIBRARY CIRCULATION 100,000 125,000 150,000 175,000 200,000 225,000 250,000 275,000 300,000 325,000 350,000 98/99 99/00 00/01 01/02 02/03 03/04* *Projected 131 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Circulation per year 322,238 330,503 340,000 330,000 340,000 2. New patron registrations per year 1,893 2,586 1,900 1,500 1,500 3. Books added per year 8,235 8,820 11,000 10,000 10,000 4. Children’s program attendance/yr 12,686 9,489 11,000 11,000 9,000 5. Internet usage (persons/yr) N/A N/A 25,000 25,000 30,000 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED 03/04 1. Books circulated per capita 10.17 11.4 11.34 10 10.3 2. Resident library cardholders/capita N/A N/A .55 .47 .47 3. GISD cardholders/student pop. N/A N/A .25 .23 .23 4. Presentations to community groups N/A N/A 30 30 30 5. Special children’s events 37 30 40 40 40 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: As our department strategies for the coming year point out, the library has run out of space and needs more staff. These limitations make expanding existing programs such as the highly successful summer reading program and collections such as audio books and videos impossible. We also cannot accommodate new programs that customers request, such as adult programming. In the spring of 2003 the Library Advisory Board recommended to the City Council that a new library become one of the Council’s budgetary priorities. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 576,632 599,390 596,768 Personnel 621,727 621,727 196,334 206,902 206,902 Operations 261,376 259,501 90,091 90,250 90,250 Capital 90,250 90,250 863,057 896,542 893,920 973,353 971,478 Parks and Recreation The Parks & Recreation Division plans, organizes, supervises, and coordinates comprehensive leisure and educational activities for the citizens of Georgetown. The Division provides safe, well-maintained facilities in which to enjoy these activities. The Parks & Recreation Division maintains over 380 acres of park land, twenty three parks, five swimming pools, downtown pocket parks, various City facilities, and three cemeteries. The Division programs include the Recreation Center, adult and youth softball, swim lessons, spring break camp, summer camp, teen camp, kid city, youth basketball, youth soccer, senior programs, adventure recreation and many other special events and programs. The Division maintains and handles the sale of cemetery plots in the International Order of Odd Fellows Cemetery, the rental of the Community Center, and park areas at San Gabriel Park. The Division also maintains and programs the Georgetown Tennis Center, which has eleven tennis courts. The Division provides staff support to the City’s nine member Parks and Recreation Board. The Parks and Recreation operating budget is funded within the General Fund. Parks and Recreation Recreation Page 136 Parks Maintenance Page 134 02/03 04/05 01/02 02/03 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Parks 1,270,498 1,262,770 1,255,300 1,481,224 (18.0%)1,366,724 Parks Restricted SRF 11,819 235,679 32,255 1,040,515 (3125.9%)55,950 Recreation 1,219,139 1,253,526 1,245,486 1,305,418 (4.8%)1,305,418 Cemetery SRF 31,615 56,934 47,874 55,200 (15.3%)49,200 Division Total 2,533,071 2,808,909 2,580,915 3,882,357 (50.4%)2,777,292 * Percent change of 03/04 Adopted from 02/03 Projected Actual 01/02 02/03 02/03 04/05 PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL PROJECTED Parks 18/1.5 18/1.5 18/1.5 18/1.5 Recreation 10/14.25 11/13 11/13 11/13 Total (FT/PT)28/15.75 29/14.5 29/14.5 29/14.5 Parks and Recreation 18/1.5 11/13 29/14.5 03/04 ADOPTED 03/04 ADOPTED (% Change*) Personnel 39% Operations 40% Capital 21% 1,481,224 1,305,418 1,095,715 0 500,000 1,000,000 1,500,000 Special Revenue Funds Recreation Parks 134 Parks and Recreation Parks Maintenance DEPARTMENT DESCRIPTION The Parks Department improves the quality of life for Georgetown citizens by maintaining twenty three parks on 380 acres, 4 miles of Hike/Bike Trail, three cemeteries, athletic complex, five swimming pools, downtown pocket parks, tennis center and other City facilities. The Department maintains and schedules the use of the Community Center and special park areas. The Parks Department also helps with special events, such as Cupid’s Chase 5K Run/Walk, Haunted Hayride at Halloween, 4th of July Celebration, Juneteenth, Christmas Stroll, Red Poppy Festival, Arbor Day, Project Graduation, Williamson County Sheriffs Posse Rodeo, and Safe Place end of school swim party. MAJOR DEPARTMENT GOALS h Explore funding opportunities such as grants and other sources for future park development. h Initiate, cultivate, and maintain effective partnerships with other departments, agencies, organizations, and citizens to provide quality service to the City. h Provide ongoing maintenance and operation of the City park system to provide beautiful, safe parks and opportunities for personal growth. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Received $700,000 in grants from Texas Parks and Wildlife and the Lower Colorado River Authority for trail expansion. h Reconstructed low water pedestrian bridge in San Gabriel Park that was lost in the November 2001 flood. h Renovated turf on the two soccer fields at McMaster Athletic Complex. h Worked in conjunction with Williamson County and Cities Health District to develop Heritage Gardens. h Worked with the developer of the Rivery to design and develop an attractive water retention pond in Rivery Park. h Worked with Congressman Chet Edwards and the Corps of Engineers in securing $1 million in federal funds to expand the hike and bike trail at Lake Georgetown. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Start construction on Lake Georgetown Trail and Rivery Park hike and bike trail project. h Work with the Corps of Engineers at Lake Georgetown to make sure the trail connections are seamless. h Work with the Police Department on the Park Ranger program to insure the citizen safety on the hike/bike trail. h Relocate to the park compound, thus bringing all parks and recreation administrative staff and park maintenance staff together to be more efficient and improve communication in the division. h Continue to work with Georgetown Independent School District on the football stadium expansion and joint use playgrounds. h Upgrade facilities and maintenance in San Gabriel Park. PARKS 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Division Director 1 1 1 1 1 Manager of Administration 1 1 1 1 1 Secretary/Receptionist 1 1 1 1 1 Parks Manager 1 1 1 1 1 Parks Supervisor 2 1 1 1 1 Parks Maintenance Worker III 1 2 2 2 2 Park Maintenance Worker II 3 3 3 3 3 Park Maintenance Worker I 8 8 8 8 8 Park Maintenance Worker I (Seasonal) 1.5 1.5 1.5 1.5 1.5 Total (FT/PT) 18/1.5 18/1.5 18/1.5 18/1.5 18/1.5 PARK AREA BOOKINGS 480 500475459 557 447 0 100 200 300 400 500 600 98/99 99/00 00/01 01/02 02/03 03/04* *Projected 135 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Weekend days Community Center is rented (possible 156 days) 123 119 120 125 125 2. Cemetery lots sold 99 62 46 50 60 3. Park area bookings 459 475 475 480 500 4. Acres maintained per maintenance worker 28.6 28.6 28.6 29.6 29.6 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Cemetery lots available * 405 343 297 293 233 2. Developed parkland acres N/A 300 300 300 335 3. Developed acres per capita N/A .1071 .1071 .1071 .1196 4. Weekend Community Center bookings 84% 76% 85% 85% 90% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Park Maintenance and Parks and Recreation Management will be moving to the old GUS facility in the fall of 2003. The offices will be renovated and the facility made ADA accessible. This move will allow the park maintenance facility downtown to be sold or be used for future expansion of the Police Department. 2003/04 includes added funding for improvements to San Gabriel Park, including: • Replacement of playground equipment • Repair of the Gazebo roof • Additional benches along the trail • Repair of the irrigation system • Upgrade the trash receptacles • Add 5 picnic tables to the Park • Increase the number of BBQ pits • Improve signage 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 782,919 789,694 782,224 Personnel 825,337 825,337 487,579 473,076 473,076 Operations 550,887 539,887 Capital 105,000 1,500 1,270,498 1,262,770 1,255,300 1,481,224 1,366,724 136 Parks and Recreation Recreation DEPARTMENT DESCRIPTION The Recreation Department provides a wide variety of leisure and educational opportunities. In addition to these opportunities, the Recreation Department staffs and manages the Recreation Center, Tennis Center, five swimming pools, summer camp, spring break camp, teen camp, and leagues like youth and women’s soccer, softball, in-line hockey, basketball, co-ed t-ball, and senior programs. The department also programs special activities at the Georgetown Recreation Center, such as aerobics, country and ballroom dancing, martial arts, tumbling, CPR and many other classes. In addition, unique education opportunities for outdoor recreation are offered numerous times during the year for youth and adults as well as in a camp environment through special camping trips and the largest challenge course in Central Texas. The department programs special events such as a 5K Run/Walk, Haunted Hayride, Youth Pool Parties, and Easter Egg Hunt. MAJOR DEPARTMENT GOALS h Ensure access to recreation facilities and programs for all Georgetown residents regardless of race, gender, age, income, or physical ability. h Consistently meet or exceed the expectations of our customers through proactive communications and the continuous improvement of our services. h Promote youth activities that foster healthy decisions and use leadership skills to create a healthy and safe lifestyle. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Relocated Challenge Course to Lake Georgetown Corps of Engineer property. h Renovated Children’s Activity Room in Recreation Center. h Expanded recreation programs to include Jr. Jazzercise, dance and cheerleading classes. h Revised the Recreation Center Emergency Action Plan. h Worked jointly with CVB in developing a sports and tourism brochure. h Negotiated with Georgetown Country Club for the purchase of 6 acres for trail expansion. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Expand weight room and add additional equipment to increase membership revenue. h Work with Tourism and other city parks and recreation departments in the area to bring the Games of Texas to Williamson County. h Solicit vendors to purchase scoreboards for McMaster Athletic Complex in order to bid on major tournaments. h Work with Tourism to bid on major softball tournaments. RECREATION 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Activity Coordinator 4 5 5 5 5 Superintendent 2 2 2 2 2 Facility Supervisor 2 2 1 1 1 Recreation Specialist 1 1 2 2 2 Tennis Instructor 1 1 1 1 1 Recreation Assistants (5 - PT) 3.75 2.50 2.50 2.50 2.50 Camp Staff, Seasonal (12 - PT) 2.75 2.75 2.75 2.75 2.75 Pool Staff, Seasonal (31 - PT) 7.75 7.75 7.75 7.75 7.75 Total (FT/PT) 10/14.25 11/13 11/13 11/13 11/13 RECREATION ACTIVITY 0 250 500 750 1,000 1,250 1,500 1,750 2,000 98/99 99/00 00/01 01/02 02/03 03/04* Re c C e n t e r M e m b e r s h i p s 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000 11,000 P r o g r a m A c t i v i t y Rec Center Memberships Program Registration Activity *Projected 137 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Softball teams registered 228 289 250 300 300 2. Recreation Center memberships 1,796 1757 1,800 1,800 1,900 3. Youth Soccer registrations 569 574 600 650 600 4. Youth Basketball registration 297 233 200 214 250 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. 5K participants 550 289 350 371 350 2. Expenses recovered 66% 53% 49% 52% 60% 3. Program registration activity 10,013 9,043 9,500 9,500 10,000 4. Activities implemented 51% 73% 70% 70% 75% 5. Program satisfaction 92% 93% 92% 92% 95% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES AND ISSUES: Parks and Recreation Management is moving into the old GUS building on College Street behind San Gabriel Park during the fall of 2003. This creates space in the Recreation Center to expand the existing weight room and increase membership revenues. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 470,544 658,439 658,399 Personnel 697,236 697,236 748,595 595,087 587,087 Operations 608,182 608,182 1,219,139 1,253,526 1,245,486 1,305,418 1,305,418 Planning and Development The Division of Planning and Development is dedicated to the shared vision of a well-planned Georgetown by working in partnership with the community, building on our heritage and providing service through a customer friendly process. The Division includes the Administration, Current Planning, Long-Range Planning, and Inspection Services Departments. Planning and Development is funded through the General Fund. Planning and Development Current Planning Page 142 Administration Page 140 Long Range Planning Page 144 Inspection Services Page 146 02/03 04/05 01/02 02/03 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Administration 605,778 411,386 411,386 399,132 (-3.0%)398,982 Current Planning 393,320 419,450 414,261 388,767 (-6.2%)388,017 Long Range Planning 167,499 159,734 156,236 195,920 (25.4%)195,920 Building Inpections 503,410 571,976 566,691 549,198 (-3.1%)549,198 Mapping Fund 5,349 22,300 22,300 39,282 (76.2%)30,100 Division Total 1,675,356 1,584,846 1,570,874 1,572,299 (0.1%)1,562,217 * Percent change of 03/04 Adopted from 02/03 Projected Actual 01/02 02/03 02/03 04/05 PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL PROJECTED Administration 4/.5 3/.5 3/.5 5/.5 Current Planning 7 7 7 6 Long Range Planning 2 2 2 3 Building Inpections 8 10 10 9 Total (FT/PT) 21/.5 22/.5 22/.5 22/.5 Planning and Development 5/.5 6 2 03/04 ADOPTED 9 22/.5 03/04 ADOPTED (% Change*) Personnel 79% Operations 21% 549,198 399,132 388,767 195,920 39,282 0 100,000 200,000 300,000 400,000 500,000 600,000 700,000 Mapping SRF Long Range Planning Current Planning Administration Building Inspections 140 Planning and Development Administration DEPARTMENT DESCRIPTION Administration supports the Division by providing communication assistance to the departments, our customers and the rest of the City organization. Public information provided through informational brochures, publications, the internet, and public meetings which help citizens to understand the planning process is provided and maintained by this department. Administration staff serves as “enablers” who increase the Division’s ability to function smoothly by minimizing administrative distractions from the responsibilities of serving customers. MAJOR DEPARTMENT GOALS • Foster a workplace environment that is supportive of staff efforts and commitment, encourage creative problem solving and open communication, and uphold a successful work atmosphere. • Promote the use of technology and automation as a planning and communication tool to improve decision- making and increase efficiency and productivity. • Continuously encourage citizen involvement in the City’s comprehensive planning, development and building processes to ensure continued customer service and a high quality of life. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 • Assisted in the adoption and publication of the Unified Development Code (UDC), and updated the website with all UDC information. • Established a central, one-stop Property Information Resource Center (PIRC) at the new Municipal Complex facility that made detailed information readily available on the land development and building process, along with zoning, land use and development, Thoroughfare Plan and utility connections, permitting of all types and contractor licensing. • Maintained and expanded a database of planning and development customers, including neighborhood associations, for citizen outreach programs, increasing development information availability. • Coordinated and executed the Divisional move into the Georgetown Municipal Complex. • Provided production assistance for brochures, planning reports, website, advertising, and final production of codes and ordinances. • Initiated customer service monitoring with survey and specific performance measures. • Incorporated the Downtown Overlay District Ordinance as part of the UDC and reviewed several projects including the Masonic Lodge and the Academy site for compliance with the Overlay District. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 • Operate and continue implementation of the Property Information Resource Center (PIRC). • Provide production assistance for newsletters, brochures, planning reports, web site, and final production of codes and ordinances. • Research technological opportunities to improve the Division’s database and streamline the permitting and development tracking processes. ADMINISTRATION 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Division Director Planner (PT) HARC Administrative Manager Staff Assistants * Planning Specialist Development Account Specialist Total (FT/PT) *Reorganization of Division 1 .5 1 1 0 1 4/.5 1 .5 1 1 0 0 3/.5 1 .5 1 1 0 0 3/.5 1 .5 1 2 1 0 5/.5 1 .5 1 2 1 0 5/.5 141 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED 03/04 1. Public Meetings/ Workshops N/A N/A 25 25 15 2. Brochures// Newsletters distributed quarterly N/A//460 N/A//480 500//550 500//200 500//200 3. Website requests for information N/A N/A 25 30 50 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Over-the-counter permits issued by frontline staff N/A N/A 1040 1300 1500 2. Excellent Service rating on Customer Service Survey N/A N/A 85% 86% 90% 3. Increased customer database for newsletter and mailings N/A 15% 15% 50% 25% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES: With the move into the Municipal Complex, the Development Account Specialist moved into the Finance/Utility Billing Department. The Planning Specialist moved into the Administration Department from the Current Planning Department, and a Staff Assistant was reassigned from Inspection Services to coordinate administrative efforts within the Division. Administration will be managing the development tracking research project in the fiscal year 2003/04. All Division processes and policies will be under review. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 236,530 205,731 205,731 Personnel 294,007 294,007 369,248 205,655 205,655 Operations 105,125 104,975 605,778 411,386 411,386 399,132 398,982 142 Planning and Development Current Planning DEPARTMENT DESCRIPTION The primary function of the Department is to implement the development process with the goal of ensuring quality land development for the future of Georgetown and preservation of the community’s unique features. Responsibilities involve various functions necessary to address issues encountered in the land development process. The process includes providing public information, review and recommendation on development applications, preparation of reports, and participation in meetings of the City Council, Planning and Zoning Commission and Zoning Board of Adjustment. The Department is comprised of a multi-disciplinary team necessary to address the range of issues that occur in the development process. MAJOR DEPARTMENT GOALS h Provide sound and timely advice to internal and external customers regarding the current planning process, development regulations, and best development land use planning principles. h Foster and maintain a philosophy that encourages continuous input into the current planning process from key stakeholders, including real estate developers, other government agencies, and utility providers. h Support the facilitation of a quality growth strategy which seeks to strike an optimum balance between economic expansion through best development practices and the effective stewardship of natural resources, municipal infrastructure and quality of life concerns. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 • Adopted the Unified Development Code (UDC) to insure consistency of the City’s development ordinances. • Adopted the Williams Drive Corridor Study to promote managed growth for the area. • Worked towards the successful opening of the Property Information Resource Center (PIRC) at the GMC. • Continued implementation of the Development Agreement for the Rivery property. • Continued the integration of transportation and long range planning elements into the development review process by utilizing the adopted Land Use Plan for project reviews. • Completed the Planned Unit Development for Simon / Wolf Ranch project, the first under the new UDC. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 • Continue implementation of the UDC and provide Council with a status report in March 2004. • Continue development of the PIRC to improve service levels. • Implement the goals and policies of the Future Land Use and Thoroughfare Plan. • Work closely with major stakeholders in the development review process for Simon / Wolf Ranch and the Rivery Town Center. • Participate in research efforts for the Development Tracking System. CURRENT PLANNING 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04//05 PROJECTED Chief Development Planner 1 1 1 1 1 Development Planner 2 2 2 2 2 Planning Technician 2 1 1 1 1 Development Engineer 1 1 1 1 1 Commercial Plans Reviewer 1 1 1 1 1 Team Specialist * Total 1 7 1 7 1 7 0 6 0 6 *Reorganization of Division NEW LOTS PLATTED 0 200 400 600 800 1,000 1,200 97/98 98/99 99/00 00/01 01/02 02/03 03/04* Single-Family Non-Single Family *Projected 143 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Concept Plans* 3 10 8 11 N/A 2. Preliminary Plat applications* 3. Final Plat applications* 32 27 29 26 30 24 25 25 33 26 4 . S i t e P l a n s * 3 03 03 24 14 5 5. Variances to Board of Adjustment 4 10 5 14 20 6. Rezoning Applications 15 22 10 32 20 7. # of new lots platted Residential Commercial 500 40 720 13 600 15 837 37 600 25 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 Final decision consistent with staff recommendation: 1. Variances 80% 90% 90%90%90% 2. Zoning Map Amendments 100% 90% 85%85%95% 3. % Site Plans approved administratively 54% 67% 70%70%100% 4. % Council approval of P&Z plat recommendations 100% 100% 100%100%100% *With the adoption of the Unified Development Code in March 2003, the following application types have been modified: Detailed Development Plan = Site Plan; Public Review Final Plat = Preliminary Plat; Record Final Plat = Final Plat; and, Concept Plan has been eliminated. DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES: The Team Specialist position will be transferred to Administration in October 2003. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 365,353 376,687 371,498 Personnel 354,909 354,909 27,967 42,763 42,763 Operations 33,858 33,108 393,320 419,450 414,261 388,767 388,017 144 Planning and Development Long Range Planning DEPARTMENT DESCRIPTION The Long Range Planning Department is responsible for guiding the City’s long range planning efforts and the implementation of the Century Plan, the City’s comprehensive plan for future growth and development. This department also provides census and demographic information, in addition to growth and development information to the community for projecting population, building, and development trends and impacts. In accordance with growth management policies established by the comprehensive plan and the Council, the Long Range Planning Department develops annexation policy and an annexation plan for the orderly growth of the city. The department has developed a Geographic Information System (GIS) program as a planning tool for the Division, and is leading the effort for City-wide implementation. This department also manages the City’s mapping special revenue fund. MAJOR DEPARTMENT GOALS • Promote growth management strategies to guide the City’s land use, transportation, infrastructure, and economic development decisions that will provide long-term quality of life. • Provide long range planning perspective for annexation and extra-territorial jurisdiction development. • Provide current information of demographic and development trends to project growth and plan for the projected future needs of the community. • Provide leadership in the implementation of the GIS Plan. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 • Completed Williams Drive Corridor Study to finalize the Future Land Use Map. • Completed Annexation Policy outlining procedures to process voluntary annexation request. • Initiated the Overall Transportation Plan planning process in coordination with GUS and the GTEC Board. • Completed year 1 of the GIS Plan implementation, bringing GIS capabilities to 3 other Divisions (Fire, Police, Utilities) and completing digital aerial photography acquisition. • Completed population and GIS data distribution for the PIRC. • Initiated 911 address mapping for new Williamson County 911 data program. • Coordinated the inclusion of the City of Georgetown into the Capital Area Metropolitan Planning Organization. • Provided GIS mapping services to GISD under the shared services agreement. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 • Complete the Overall Transportation Plan as an element of the Century Plan, which will continue the Comprehensive Plan revision process initiated in 2002/03. • Monitor and participate in regional transportation and other regional planning efforts through the Capital Area Metropolitan Planning Organization (CAMPO), Capital Area Planning Council (CAPCO) and Williamson County. • Continue implementation of the GIS Plan to assist in community growth and development. • Maintain 911 addressing program as new development occurs. • Complete a Century Plan Summary Brochure for distribution and Century Plan Status Report for Council. LONG RANGE PLANNING 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Chief Long Range Planner 1 1 1 1 1 GIS Analyst 1 1 1 1 1 Transportation Planner 0 0 0 0 0 GIS Tech 0 0 0 0 0 T o t a l 2222 2 145 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Century Plan amendments p r o c e s s e d 65597 2. Annexation petitions 5 5 5 11 5 3. Acres annexed 195 500 200 308 200 4. Growth Trends Report N/A 4434 5. GIS data layers placed on distribution drive N/A 20 15 25 15 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Century Plan amendments completed 100% 100% 100% 180% 100% 2. Annexation petitions processed N/A 100% 100% 220% 100% 3. Growth Trends Report* N/A 100% 100% 75% 100% 4. GIS data sets on network N/A N/A 30 45 60 * Plan News (Overall Transportation Report) has been substituted for the Growth Trends Reports. DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES: 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 100,523 125,080 124,082 Personnel 128,530 128,530 59,227 34,654 32,154 Operations 67,390 67,390 7,749 Capital 167,499 159,734 156,236 195,920 195,920 146 Planning and Development Inspection Services DEPARTMENT DESCRIPTION Inspection Services issues building construction permits and performs inspections leading to the final Certificate of Occupancy (CO). This department assists in the coordination between the City and the construction industry with plan review, permitting and on-site inspections. Inspection Services ensures that the construction phase of the development process meets the expectations of the community for the overall public health, safety and welfare through the administration and implementation of applicable City codes and ordinances. This department is also responsible for flood plain administration and review, according to the regulations established by the Federal Emergency Management Agency. MAJOR DEPARTMENT GOALS h Ensure quality and safe housing through consistent administration of building code requirements. h Promote a cooperative effort with the building community to provide long-lasting, quality structures. h Encourage use of the most current building codes for the community to reduce insurance rates for the public. h Promote the use of automated technology in the permit and inspection areas to streamline processes and reduce costs. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Worked with Code Enforcement to eliminate nuisance code violations for dangerous buildings, and other violations through the Building Standards Commission. h Continued development and implementation of the Backflow Prevention Ordinance, lead testing and Plumbing Code for the protection of the public water supply system to meet Texas Commission on Environmental Quality mandates. h Worked with Fire Services to draft language for the Unified Development Code on the all-weather driving surface requirements. h Initiated a web-based residential building permit status report as part of the Property Information Resource Center (PIRC). h Issued building permits for over 750,000 sq. ft. of non-residential development including such major projects as Home Depot, WalMart, and Georgetown Hospital expansion as well as smaller tenant finish out projects. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Initiate public review and update of the electrical code and ordinance to the 2002 National Electrical Code for quality standards and provide recommendations to the City Council. h Continue to assist in the City-wide implementation of the Backflow Prevention and lead testing program for the protection of the public water supply. h Research and improve the options for a Development Tracking System in the construction permitting and inspection process to increase efficiency for all users. h Continue enhancement efforts for the Property Resource Information Center (PIRC). INSPECTION SERVICES 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Building Official 1 1 1 1 1 Staff Assistant 2 2 2 0 0 Residential Permit Tech 1 1 1 1 1 Combination Building Inspector 4 6 6 6 6 Total 8 10 10 9 9 *Reorganization of Division BUILDING PERMITS 0 20,000,000 40,000,000 60,000,000 80,000,000 100,000,000 120,000,000 140,000,000 160,000,000 180,000,000 200,000,000 97/98 98/99 99/00 00/01 01/02 02/03 03/04* Co n s t r u c t i o n V a l u e 0 200 400 600 800 1,000 P e r m i t s Value Permits *Projected 147 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. New Residential Permits issued Construction Cost 750 $91,000,000 544 $127,997,479 650 $160,003,800 630 $159,870,860 600 $130,000,000 2. New Comm and Industrial Permits Construction Cost 28 $51,361,130 28 $45,737,000 35 $35,000,000 30 $36,716,164 30 $36,000,000 3. Permitted non-residential sq. ft. N/A N/A N/A 750,000 500,000 4. All other building permit types Construction Cost 750 $1,251,046 1100 $4,993,121 1050 $2,718,025 5160 $22,451,578 5100 $21,000,000 5. Total # of inspections performed, incl. Commercial, Residential and all others 21,000 13,784 17,530 17,530 17,530 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. % of residential plans processed within 10 days 97% 97% 97% 97% 97% 2. % of commercial plans processed within 30 days 80% 80% 85% 85% 85% 3. % of inspections performed within 2 days 4. Avg # of inspections per day 5. Avg # of inspections per inspector per working day 90% 80 16 95% 70 17 80% 75 15 99% 110 17 99% 110 17 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Residential construction activity has declined in fiscal year 2002/03. However, non-residential activity has improved, especially in the area of tenant finish-outs, additions and remodels. Over 750,000 square feet of non-residential development was permitted in 2003. This trend is expected to continue in 2003/04. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 433,594 480,923 476,138 Personnel 457,654 457,654 69,816 91,053 90,553 Operations 91,544 91,544 503,410 571,976 566,691 549,198 549,198 Police Services The mission of the Georgetown Police Department is to protect and serve the community of Georgetown’s quest for a peaceful and safe existence, free from fear, with democratic values applied equally to all with a commitment to excellence by providing the highest level of integrity, professionalism, and customer service to enhance the quality of life of our community. The Division consists of three functional departments to provide services. In 2003/04, oversight of the City’s Animal Services Department was assigned to the Police Services Division. Police Services is funded in the General Fund. Police Services Field Operations Bureau Page 152 Administrative Services Bureau Page 150 Support Services Bureau Page 154 Animal Services Page 156 02/03 04/05 01/02 02/03 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Administration 416,973 423,692 423,661 463,968 (9.5%)458,968 Police Restricted SRF 178,101 84,093 86,608 133,963 (54.7%)45,545 Field Operations Bureau 2,414,879 2,589,285 2,582,078 2,493,731 (-3.4%)2,489,331 Support Services Bureau 1,309,120 1,679,506 1,679,091 1,990,692 (18.6%)2,071,084 Animal Services 307,684 346,235 346,235 372,734 (7.7%)350,634 Animal Services SRF 18,115 36,687 36,687 29,592 (-19.3%)25,400 Division Total 4,644,872 5,159,498 5,154,360 5,484,680 (6.4%)5,440,962 * Percent change of 03/04 Adopted from 02/03 Projected Actual 01/02 02/03 02/03 04/05 PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL PROJECTED Administration Services Bureau 3 3 3 3 Field Operations Bureau 38 42 42 36 Support Services Bureau 29 30 30 36 Animal Services 6.5 6.75 6.75 6.75 Total (FT/PT) 76.5 81.75 81.75 81.75 Police Services 03/04 ADOPTED 03/04 ADOPTED (% Change*) 3 36 36 81.75 6.75 Personnel 80% Operations 20% 163,555 372,734 463,968 1,990,692 0 500,000 1,000,000 1,500,000 2,000,000 Restricted SRF Animal Services Administration Support Svcs Bureau 150 Police Services Administrative Services Bureau DEPARTMENT DESCRIPTION The Administrative Services Bureau provides the direction necessary for Field Operations Bureau and Support Services Bureau to fulfill the mission of the organization. The Administrative Services Bureau is responsible for budget and grant management, Emergency Management Coordination, policy development, collaboration with other City divisions and area law enforcement agencies and responds to citizen and media requests for information. Oversight of the Animal Services department has been added in 2003/04. MAJOR DEPARTMENT GOALS h Deliver quality Police services to the citizens of Georgetown. h Ensure citizens and visitors of Georgetown are free from crime, fear of crime, and disorder. h Review and maintain policies and procedures that meet industry and legal standards. h Provide employees with the necessary training and equipment to provide quality customer service to the community. h Provide a fair and equitable work environment to reduce internal and external complaints. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Relocated Emergency Operations Center due to inadequate facilities. h Worked collaboratively with the Public Safety Advisory Board to address public safety issues identified by the Board. h Worked with the Public Safety Advisory Board to define long-term public safety goals and objectives. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Research and develop additional Beat Plan to ensure police coverage is equitable to all parts of the City of Georgetown to decrease response time during calls for service. h Create and implement a County-wide full-scale emergency management exercise. h Develop and implement a citizen disaster planning initiative. ADMINISTRATIVE SERVICES 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Division Director 1 1 1 1 1 Assistant Chief of Police 1 1 1 1 1 Administrative Assistant 1 1 1 1 1 T o t a l 3333 3 POLICE SERVICES COST PER CAPITA $126.25 $129.59 $124.80 $130.33 126.37 $0 $20 $40 $60 $80 $100 $120 $140 99/00 00/01 01/02 02/03 03/04* 151 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of total calls for service 24,185 24,334 24,566 29,120 30,576 2. # of index crimes 646 782 650 848 920 3. # of Special Events permits issued 87 95 100 100 115 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Part I crime index per 1,000 p o p u l a t i o n 2 02 21 82 32 4 2. Police cost per capita $129.59 $124.8 $131.02 $130.33 $126.37 3. # of officers per 1,000 population 1.55 1.34 1.44 1.45 1.45 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 226,029 245,584 245,553 Personnel 256,812 256,812 190,944 178,108 178,108 Operations 207,156 202,156 416,973 423,692 423,661 463,968 458,968 152 Police Services Field Operations Bureau DEPARTMENT DESCRIPTION The Field Operations Bureau responds to routine and emergency calls for service. Responsibilities include community problem solving, directed patrols, K-9 activities, and follow-up, narcotics and juvenile investigations. The Bureau consists of Patrol and Criminal Investigations. MAJOR DEPARTMENT GOALS h Respond to calls for service from the community in a timely and effective manner. h Encourage voluntary compliance of traffic laws through enforcement and public education to reduce and prevent traffic accidents. h Promote a safe, drug free community through education and enforcement. h Improve partnerships with the community through collaborative problem solving efforts to reduce crime. h Increase offense clearance rate for improved citizen satisfaction. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Developed a Sexual Assault and Domestic Violence response team to increase public awareness of these issues. h Established and coordinated a “case management” review team to provide assistance, guidance and resources to enhance the overall case clearance rate. h Established and coordinated a team to combat youth alcohol and tobacco use in public schools. h Established a “Special Investigative Unit” to document parolees, probationers, registered sex offenders and develop intelligence files. h Developed and implemented a missing child protocol. h Established and coordinated Homeland Security program. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Expand and enhance customer service feedback program. h Develop and coordinate a multi-jurisdictional computer crimes task force. h Enhance public education of Homeland Security issues and concerns through quarterly dissemination of information. FIELD OPERATIONS BUREAU 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Captain 1 1 1 1 1 Staff Assistant 1 1 1 1 1 Lieutenant 3 3 3 3 3 Sergeant 4 4 4 4 4 Patrol Officer ** 22 26 26 20 20 Special Operations Officer 0 0 0 0 0 Detective 6 6 6 6 6 Crime Scene Specialist 1 1 1 1 1 Total 38 42 42 36 * 36 * * Reorganization of Division ** 2 Positions added at Mid-Year Process POLICE CALLS FOR SERVICE 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 98/99 99/00 00/01 01/02 02/03 03/04* *Projected 153 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of Priority 1 calls 3,259 3,000 3,300 3,500 3,900 2. Total calls for service 24,185 24,334 24,566 29,120 30,576 3. Part 1 offenses 1,033 1,053 948 1010 1000 4. Part 2 offenses 2,649 2,394 2,065 1,565 1,100 5. Calls per officer 780 811 818 970 1,019 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Officer initiated activity 8,558 9,500 9,200 15,736 9,200 2. # of arrests 1,465 1,534 1,500 1,200 1,400 3. Clearance rate Part 1 offenses 26% 24% 28% 41% 30% 4. Clearance rate Part 2 offenses 71% 54% 70% 63% 70% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 1,829,439 1,997,122 1,989,915 Personnel 2,115,791 2,115,791 552,540 552,189 552,189 Operations 377,940 373,540 32,900 39,974 39,974 Capital 2,414,879 2,589,285 2,582,078 2,493,731 2,489,331 154 Police Services Support Services Bureau DEPARTMENT DESCRIPTION The Support Services Bureau manages all related actions and technology needed to staff, operate and maintain all areas of Police Services personnel recruitment, internal affairs investigations, technical support, dispatch for police and fire, crime trend analysis, records retention, and victim services. The Support Services Bureau consists of the following divisions: Professional Standards, Information Technology, Communications, Records and Crime Analysis, Special Operations, Victim Services and Chaplain Services. MAJOR DEPARTMENT GOALS h Employ quality staff through employee recruitment and selection by promoting diversity and competency. h Ensure employees receive training as mandated by the Texas Commission of Law Enforcement Officer Standards and Education (TCLEOSE). h Investigate citizen complaints promptly and impartially. h Handle calls for service in an efficient, courteous and timely manner. h Manage and improve automated systems, which supply the information necessary for the delivery of Police Services. h Reduce crime through public education and collaborative community efforts. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Expanded applicant pool through diverse marketing techniques and by increasing base pay. h Reduced traffic accidents by 2% from FY 2001/02 to FY 2002/03 with the implementation of traffic management program. h Implemented method of providing statistical data in a tailored format to department personnel for crime trend analysis. h Created a comprehensive training program for all newly sworn personnel. h Organized all Communications personnel to attend required training thereby increasing efficiency and reducing turnover. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Develop and implement a 40-hour In-service training class for sworn personnel, as well as supervisors. h Implement a traffic safety campaign in residential neighborhoods through traffic enforcement and engineering designs. h Implement a year long Selective Traffic Enforcement Program. h Create a proactive crime prevention program that educates the public on a wide variety of crime prevention related issues. SUPPORT SERVICES BUREAU 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 PROPOSED 04/05 PROJECTED Captain 1 1 1 1 1 Staff Assistant 1 1 1 1 1 Lieutenant 3 3 3 3 3 PSD Investigator 1 1 1 1 1 Training Officer 0 1 1 1 1 Information Technology Manager 1 1 1 1 1 Special Operations Officer 5 5 5 11 11 Communications 14 14 14 14 14 Records 2 2 2 2 2 Victim Services Coordinator 1 1 1 1 1 Total 29 30 30 36* 36* * Reorganization of Division 155 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of internal affairs complaints 22 16 10 10 10 2. # of dispatched calls 29,824 29,120 30,000 39,500 41,500 3. # of 911 calls received 9,848 11,395 11,800 9,000 9,450 4. # of warrants cleared 14* 316 200 300 300 5. Amount of warrant fines collected $3,126* $59,844.35 $64,000 $50,000 $50,000 6. # calls for victim services 264 224 250 200 210 7. # of traffic accidents 1,450 1,421 1450 1,430 1360 8. # of traffic citations issued by traffic unit N/A 675** 2200 3650 5000 *New program started in December 2001 ** New program started in October 2002 PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. Internal affairs investigations completed in 40 days 95% 69 % 95% 70% 95% 2. Accidents per 1,000 population 44 41 50 40 40 3. Employee turnover rate 15.5% 10% 10% 2% 10% 4. Employees meeting state mandated requirements 100% 100% 100% 100% 100% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Two traffic officers were added with the adoption of the 2002/03 budget, and an additional two officers were added at Mid-Year 2003. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 1,138,244 1,412,842 1,370,777 Personnel 1,741,601 1,828,593 170,876 232,664 239,714 Operations 249,091 242,491 34,000 68,600 Capital 1,309,120 1,679,506 1,679,091 1,990,692 2,071,084 156 Police Services Animal Services DEPARTMENT DESCRIPTION Animal Services protects the health and safety of persons in Georgetown from animal nuisances and dangers and promotes animal welfare in our community. A primary responsibility is protecting people from the threat of rabies, accomplished mainly through the enforcement of various laws and ordinances, including vaccination requirements for dogs and cats and the “leash law” for dogs, and providing information and education. Officers patrol the city, proactively enforcing City Code relating to animals and responding to a variety of calls for service, and are on call 24 hours a day for emergencies involving animals. The Department assists residents with animal nuisance control, with an emphasis on providing information on methods of peaceful coexistence with wildlife rather than eradication of a valuable resource. Animal Services shelters stray and homeless pets, reuniting lost pets with their families and placing homeless pets in loving, responsible homes. MAJOR DEPARTMENT GOALS h Ensure that no pets* in Georgetown are killed only because they are homeless. h Eliminate any significant threat of people contracting Rabies in Georgetown. h Promote the value of wildlife and peaceful coexistence except in extreme circumstances. h Ensure that persons walking on public property in the City are free of reasonable concern for being threatened by dogs running at large. * Pets meaning cats and dogs. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003 h Purchased, and began using, a climate-controlled adoption trailer for use in off-site adoption outreach program, allowing the shelter to participate in off-site events year round, instead of just during mild weather. h Implemented program of implanting microchips in pets adopted from the Animal Shelter for identification and tracking purposes. h Facilitated the creation of an Animal Shelter Advisory Board to help ensure the Shelter’s compliance with applicable Laws and Ordinances. h Began use of “Service” software to track customer complaints and requests for service from Animal Services. h Participated in the design of a new Animal Shelter Facility. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004 h Relocate the Animal Shelter into a new facility in order to better meet the minimum standards of care for the pets in our custody and increase pet adoptions by providing a more inviting place for customers to view pets available for adoption. h Relocate the administrative offices of the Department into a new facility in order to provide higher quality services to the Department’s customers by providing a more professional environment. h Increase automation of Department record keeping functions to ensure high levels of service and care of pets. ANIMAL SERVICES 01/02 ACTUAL 02/03 BUDGET 02/03 ACTUAL 03/04 ADOPTED 04/05 PROJECTED Animal Services Director Animal Shelter Manager Animal Control Officer Animal Shelter Technician 1 .75 3 1.75 1 1 3 1.75 1 1 3 1.75 1 1 3 1.75 1 1 3 1.75 Total (FT/PT) 6.5 6.75 6.75 6.75 6.75 NUMBER OF PETS IMPOUNDED 0 250 500 750 1,000 1,250 1,500 1,750 99/00 00/01 01/02 02/03 03/04* *Projected 157 WORKLOAD MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. # of pets impounded 1,280 1,373 1,500 1,390 1,490 2. # of pets killed 265 400 300 410 350 3. # of pets leaving animal shelter alive 4. # of wildlife nuisance complaints 5. # of traps delivered for wildlife nuisance complaints 6. # of loose dog complaints 928 N/A N/A 556 897 N/A N/A 408 1,100 166 100 750 900 100 60 450 1,100 125 50 500 7. # of dogs licensed 8. estimated # of dogs owned in City* N/A 7,564 1,378 8,104 1,500 8,400 1,350 8,318 1,584 8,800 *Estimation based on an American Veterinary Medical Association formula using population. PERFORMANCE MEASURES ACTUAL FY 00/01 ACTUAL FY 01/02 BUDGETED FY 02/03 PROJECTED FY 02/03 PROPOSED FY 03/04 1. % of impounded pets killed 20% 29% 20% 29% 23% 2. % of impounded pets leaving the animal shelter alive 3. % of wildlife nuisance complaints resulting in traps delivered 72% N/A 65% N/A 73% 60% 64% 60% 73% 40% 4. % of dogs licensed N/A 17% 17% 16% 18% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Remodel/construction of the new Animal Shelter facility and relocation of Animal Services department into the new facility will be a priority for 2003/04. The department will be part of the Police Services division in 2003/04. The transfer program of sending dogs to the SPCA of Texas in Dallas for adoption is weakening. The number of dogs they are willing to take is decreasing, and they are no longer meeting us half-way; we are driving to Dallas. This increases the number of dogs we are destroying. 02/03 04/05 01/02 02/03 PROJECTED 03/04 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 239,098 259,088 259,088 Personnel 269,409 269,409 68,586 87,147 87,147 Operations 103,325 81,225 307,684 346,235 346,235 372,734 350,634 Capital Projects Capital Projects Table of Contents Projects Capital Improvements Summary............................................................................................159 Streets....................................................................................................................................160 Electric....................................................................................................................................166 Water Services - Wastewater.................................................................................................167 Water Services - Water..........................................................................................................172 Water Services - Irrigation......................................................................................................177 Stormwater Drainage .............................................................................................................180 General Capital Projects, Facilities and Other .......................................................................184 159 Capital Improvement Projects The City of Georgetown annually updates and adopts a five-year Capital Improvements Project (CIP) Schedule as part of the operating budget adoption process. Needed capital improvements are identified through system models, repair and maintenance records, and growth. The City uses a team approach to prioritizing capital improvement projects, whereby City staff from all operational areas provide input and ideas relating to each project and its effect on operations, such as: Fire and Police Services staff provides insight into a project’s impact on emergency traffic responses, public lighting issues and other public safety concerns. Planning & Development staff gives direction regarding new development and the infrastructure needs relating to this growth. Other utility departments, such as the Street Department, Electric Department and Water Services Department exchange information regarding each project and coordinated timing of many of the related projects in an effort to create less inconvenience for the citizens affected. By using this team approach, the City develops cooperation among the departments, identifies potential problem areas, and prioritizes financing issues. The Capital Improvements Projects (CIP) generally consist of infrastructure and related construction and do not include small capital items such as furniture, equipment and vehicles. Significant maintenance projects, such as street overlay are not included in the capital project schedules. These maintenance type projects are not capitalized as a fixed asset and are always cash funded, therefore, they are considered operational in nature and are included in the departmental operating budget. The CIP schedules consolidate the capital spending priorities for all operating activities of the City, including all governmental and enterprise activities that provide services to the citizens of Georgetown. The CIP Schedules are included as part of the annual operating budget. The first year of the list becomes the capital budget for the approved budget year. The following pages outline the CIP Schedule for each activity and include anticipated projects, current year project location and sources of funding. 2003/04 Capital Improvement Summary Georgetown Utility Systems/Infrastructure Energy Services/Electric 4,895,000 Transportation Services Streets 2,510,000 Stormwater Drainage 400,900 Water Services Irrigation 1,250,000 Wastewater 5,815,000 Water 6,115,000 General Capital Projects - Facilities & Other General Capital Projects 1,650,115 Total Projects 22,636,015 Issuance Costs for Debt 371,150 TOTAL CAPITAL IMPROVEMENT COSTS 23,007,165 160 Streets Capital Improvements The Streets Department manages, maintains and repairs City streets and rights-of-way. General maintenance, such as overlay, seal coat, sidewalk repairs and micro surfacing, is included in the departmental budget in the General Fund. The capital budget includes new transportation construction projects and major rehabilitation of the City’s roadway systems. In November 2002, voters passed a 0.25 percent sales tax increase that became effective April 1, 2003. The new tax can be used to make improvements to streets in existence at the time of the election and can not be used for construction of new streets. Construction of new streets in Georgetown are planned through a coordinated planning process of the City and the Georgetown Transportation Enhancement Corporation (GTEC), which administers the Section 4B ½ cent sales tax for new transportation projects for economic development. 4-B Transportation Projects – Georgetown Transportation Enhancement Corporation The citizens of Georgetown approved a ½ cent additional sales tax for funding transportation improvements in May 2001. Collection began in October 2001. The GTEC Board prepares a five year Transportation Improvement Plan (TIP), which is reviewed and adjusted annually, and adopts an annual budget. Public hearings are held for the project budgets. The City Council reviews and approves the annual GTEC budget. The GTEC budget is separate from City funding, however the planning process is integrated into the City’s CIP process for implementation of transportation projects. A copy of the 2003/04 GTEC budget is included in the reference section of this document. Funding for Street Improvements $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 99 00 01 02 03* 04* 05* GTEC Sales Tax Street Maintenance Sales Tax General Fund $ 162 Streets Capital Projects - 2004 Project Descriptions: xAustin Avenue Bridge Lighting This project will be done in conjunction with the Texas Department of Transportation’s (TxDot) proposed bridge widening project on Austin Avenue. TxDot will install lights on Austin Avenue from 6th Street to the Williams Drive intersection. The City will reimburse the State for any additional costs associated with upgrading the lighting. xRailroad Street Railroad Street was built to provide additional north to south traffic movement from Leander Road to University Avenue. Reconstruction of Railroad Street between University Avenue and 10th Street in conjunction with realigning the intersection with 10th Street will improve the flow of traffic from University to West Street. The current year funding includes engineering for determining the alignment. xNorthwest Boulevard This project is to replace the standup curb on Northwest Boulevard with curb and gutter to protect the road and to slightly increase the crown of the roadway with an overlay. xShell Road Realignment This project involves the design and construction of the realignment of Shell Road at its intersection with Williams Drive to the southern boundary of Georgetown Village and a connection from this realignment to Sequoia Spur Drive. This project is funded through an interlocal agreement with Williamson County. Streets General Capital Projects - 2003/04 Austin Avenue Bridge 40,000 Railroad Street 50,000 Northwest Boulevard 350,000 Shell Road Realignment 740,000 Street Projects 250,000 Total Streets General Capital Improvements 1,430,000 163 Street Maintenance Sales Tax Projects – 2004 Project Descriptions: x13th Street Rehabilitation 13th Street between James Street and Elm Street will be rehabilitated. The rehabilitation will consist of resurfacing the road, as well as drainage improvements. xPavement Management Implementation This project involves contracting out engineering services to evaluate the existing road conditions and aid in the implementation of the City’s roadway maintenance system. xRiverside Drive A large portion of Riverside Drive has failed due to heavy use by commercial trucks. This project will repair the road that serves several homes and businesses. xGabriel View This project will include resurfacing of a heavily used route running parallel to Williams Drive from Country Club Road to Booty’s Road. The project will also replace old curb and gutters. xMLK, Jr. The rehabilitation of this road consists of the reconstruction of failed sections the installation of curbing from University to 10th Street. This project also consists of intersection upgrades where MLK crosses 10th and 11th streets. x4th Street to 6th Street This project will upgrade the road sections one block west and east of Austin Avenue. The project will also replace old curbing. xSmith Creek Road This project includes replacing pavement failures and the addition of a two-course seal coat needed to preserve this rural roadway. xValley Gutter Installation This project installs valley gutters at various locations around the City. xNorthwood The rehabilitation of this road will consist of the removal of the asphalt and increasing the base section and paving. Street Maintenance Sales Tax Capital Projects - 2003/04 13th Street Rehabilitation 350,000 Pavement Mgmt Implementation 100,000 Riverside Drive 50,000 Gabriel View 268,000 MLK, Jr. 75,000 4th Street to 6th Street 80,000 Smith Creek Road 75,000 Valley Gutter Installation 32,000 Northwood 50,000 Total Streets Capital Improvements 1,080,000 164 Financial Impact: Projects are funded by a combination of service improvement fees, operating revenue and the Shell Road Public Improvement District. The General Fund budgets $725,000 towards maintenance to fund seal coat, overlay and microsurfacing of existing streets. GTEC will fund future maintenance for projects constructed with GTEC sales tax revenue. Streets Capital Projects - Five Year Plan: Although Capital Projects budgets are adopted annually, City staff prioritize and plan capital needs on a five-year horizon. The following chart depicts the City’s plan for the next five years for projects not eligible to be funded through GTEC sales tax revenue. Streets Capital Projects - Five Year Plan 2003/04 2004/05 2005/06 2006/07 2007/08 Project Name / Description - General Capital * Austin Avenue Bridge 40,000 0 0 0 0 * Railroad Street 50,000 0 0 0 0 Northwest Blvd 350,000 0 0 0 0 * Shell Road Realignment 740,000 0 0 0 0 Street Projects 250,000 0 0 0 0 Total Streets General Capital 1,430,000 0 0 0 0 Project Name / Description - Sales Tax Capital 13th Street Rehabilitation 350,000 0 0 0 0 Pavement Mgmt Implementation 100,000 100,000 0 0 0 Riverside Drive 50,000 0 0 0 0 Gabriel View 268,000 0 0 0 0 MLK, Jr.75,000 0 0 0 0 4th Street to 6th Street 80,000 0 0 0 0 Smith Creek Road 75,000 0 0 0 0 Valley Gutter Installation 32,000 0 0 0 0 Northwood 50,000 0 0 0 0 Parkway / Mesquite 0 2 5 0 , 0 0 0000 Central Drive 0 1 2 0 , 0 0 0000 Morrow Street 0 9 5 , 0 0 0000 Church and 2nd 0 1 1 0 , 0 0 0000 College / Elm / Ash / Main 0 3 3 0 , 0 0 0000 22nd, 19th & 16th 0 1 3 5 , 0 0 0000 11th Street 0 4 0 , 0 0 0000 General Street Maintenance 0 0 1,145,000 572,500 0 Total Streets Sales Tax Capital 1,080,000 1,180,000 1,145,000 572,500 a 0 Total Streets Capital Improvements 2,510,000 1,180,000 1,145,000 572,500 0 a. Six months of revenues, as sales tax sunsets on March 31, 2007, unless voters extend the tax in November 2006. b. Staff will be preparing a five year plan based on the Long Range General Capital Planning Process. 165 Streets Capital Projects - Five Year Plan: Streets General Capital Projects - Funding Sources Fiscal Year 03/04 04/05 05/06 06/07 07/08 Projected Annual Project Cost - General Capital Projects 1,430,000 0 0 0 0 - Street Sales Tax Projects 1,080,000 1,180,000 1,145,000 572,500 0 Sources of Funding: Street Sales Tax * 1,080,000 1,180,000 1,145,000 572,500 0 Service Improvement Fees 580,000 0 0 0 0 Williamson County/Shell Road PID 850,000 0 0 0 0 *Four year sunset provision - subject to voter approval in 2006/07 Combined 5 Year Estimated Funding Sources Street Sales Tax * Service Improvement Fees Williamson County/Shell Road PID 166 Electric Capital Improvements The Electric Department manages the City’s electric distribution system. The system has expanded rapidly the past five years and the City has begun preparation for a deregulated electric environment. During 2003/04, the City expects continued growth in its electric system, as the southern portion of the service territory is developed. The City has developed a five-year Capital Improvements Program to identify and prioritize construction and replacement needs for the electric utility. The program is designed to maintain adequate capacity to serve the anticipated loads and maintain acceptable voltage at all points on the distribution system, as well as address the continued residential growth in the City. The format of the adopted budget for the Electric Fund and Capital Improvements Program has changed in order to meet the challenges of electric de-regulation. Although the City has not elected to “opt-in” to the de-regulated market, the strategy continues to be to work towards a possible opt-in election in the future. This presentation has been designed to provide commensurate information that is available for other municipalities and investor owned utilities operating in Texas and is therefore in summarized presentation, rather than in detail. Electric Capital Projects - Five Year Plan: The City’s five year Capital Improvements Program is projected to be funded through a combination of cash and debt funding, based on financial forecasting of the Electric Fund. Actual amount of debt issues will be determined upon each individual year’s consideration of actual resources available, coverage requirements and other considerations. Electric Capital Projects - Funding Sources Fiscal Year 03/04 04/05 05/06 06/07 07/08 Projected Annual Project Cost 4,895,000 3,492,400 4,624,500 3,564,300 3,731,700 Sources of Funding: Operating Revenue 2,475,000 2,600,000 2,550,000 2,765,000 3,370,000 F u n d B a l a n c e / R o l l F o r w a r d 8 9 1 , 7 7 10000 Utility Revenue Debt (net) 1,377,500 764,000 1,910,000 630,300 191,000 Interest & Other 150,729 128,400 164,500 169,000 170,700 Combined 5 Year Estimated Funding Sources Operating Revenue Fund Balance / Roll Forward Utility Revenue Debt (net) Interest & Other 167 Water Services - Wastewater Capital Projects Wastewater flows are anticipated to grow by approximately 30% over the next five years. Expansion of the Berry Creek Wastewater Treatment Plant and Dove Springs Wastewater Treatment Plant are in progress or planned during the next five years. The wastewater improvements planned for 2003/04 address undersized sanitary sewer mains in the City’s Old Town area, the rehabilitation of sanitary sewer mains that be may be experiencing inflow and infiltration throughout the City, and funding for the new retail development, Wolf Ranch, planned at HWY29 and IH35. Wastewater Capital Projects - 2003/04 WW Line Upgrades 100,000 Williams Drive Lift Station 110,000 Dove Springs Engineering 480,000 Gabriel View Line Improvement 150,000 Golden Oaks 100,000 Berry Creek WWTP Improvements 150,000 Edward's Aquifer Ln Upgrades 1,680,000 8th & Church 100,000 Mankins Crossing WWTP 200,000 Rock Street Upgrade 100,000 Wolf Ranch 2,200,000 Wastewater Plant Upgrades 50,000 Wastewater Master Plan Update 75,000 Smith Branch Phase III 320,000 Total Wastewater Capital Improvements 5,815,000 168 Wastewater Capital Projects - 2004 Project Descriptions: xWastewater Line Upgrades This project will upgrade wastewater lines due to development and growth, and will address new subdivisions and areas of growth not yet identified. xWilliams Drive Lift Station This project provides funding for improvements to the Williams Drive Lift Station. xDove Springs Plant Engineering This project funds the engineering of the Dove Springs plant expansion. The plant expansion will add 1.25 mgd to the existing 1.25 mgd capacity. Construction is anticipated in 2004/05. xGabriel View Wastewater Line The existing wastewater main, located behind residences on Gabriel View, will be replaced and connected with the new wastewater line along County Club. xGolden Oaks Lift Station Installation of approximately 1,000 linear feet of new gravity line that will connect with the Pecan Branch Interceptor line and the newly constructed Pecan Branch Wastewater Treatment Plant will be funded through this project. xBerry Creek WWTP Improvements This project consists of improvements at the Berry Creek Wastewater Plant. The improvement consists of the installation of lift station at the plant. xEdward’s Compliance Line Upgrades This project is a Texas Commission on Environmental Quality (TCEQ) is a mandated maintenance requirement for the Edwards Aquifer. This requirement involves testing to locate and repair any structural damage and defects that potentially pose a threat to the Edwards Aquifer. Damage Assessment, record keeping, rehabilitation approval and scheduling to meet compliance are some of the rules outlined in Chapter 213 of the program. Because the City’s service area is approximately 98% over the Edward’s Aquifer recharge zone, the project is expected to span eight years at an estimated cost of $8.7 million. x8th and Church Older clay lines in the downtown 8th and Church Street area will be replaced because these lines are operating in excess of existing capacity. xMankins Crossing WWTP This project consists of the purchase of the land required for the site of the City’s fourth wastewater treatment plant. xRock Street Lift Station upgrade An additional wet well will be constructed to increase the capacity of the lift station, which is currently operating at near capacity. This project will bring the lift station in compliance with new state standards. xWolf Ranch This project consists of the installation of a wastewater interceptor line, lift station, force main, and the retirement of the south fork lift station. xSmith Branch Phase 3 This project consists of the replacement of the existing wastewater line with a 21” line. xWastewater Plant Upgrades This budget funds the upgrade of wastewater plants and equipment within the plants. xWastewater Master Plan Update This project consists of an update of the City’s wastewater master plan. 171 Wastewater Capital Projects – Five Year Plan: While the City continues to plan for growth, rehabilitation of old infrastructure continues to be a priority for the Wastewater utility. A five-year capital improvements program has been established to identify and prioritize critical projects for the system. The Wastewater improvements being recommended continue to address undersized sanitary sewer mains in the City’s Old Town area and the rehabilitation of sanitary sewer mains that may be experiencing inflow and infiltration (I&I) throughout the City. An aggressive sanitary sewer main improvement program eliminates the potential for sanitary sewer overflows (SSO) and allows for the delivery of reliable wastewater service to the community. Wastewater Capital Projects - Five Year Plan 2003/04 2004/05 2005/06 2006/07 2007/08 Project Name / Description WW Line Upgrades 100,000 100,000 100,000 100,000 100,000 Oakcrest Rehab Sewer 0 0 500,000 0 0 Williams Drive Lift Station *110,000 0 0 0 0 South Fork - Phase 1 0 0 0 364,000 0 Dove Springs Construction 0 4,000,000 0 0 0 Dove Springs Engineering *480,000 0 0 0 0 Gabriel View Line Improvement *150,000 0 0 0 0 Golden Oaks *100,000 0 0 0 0 Berry Creek WWTP Improvements 150,000 0 0 0 0 Edward's Aquifer Ln Upgrades *1,680,000 1,680,000 1,680,000 1,680,000 1,680,000 8th & Church *100,000 0 0 0 0 Gabriel Plant - upgrade line 0 0 300,000 0 0 Mankins Crossing WWTP 200,000 0 0 0 0 Rock Street Upgrade *100,000 0 0 0 0 Gtown Village Oversizing 00000 Wolf Ranch 2,200,000 0 0 0 0 Wastewater Plant Upgrades 50,000 50,000 50,000 50,000 50,000 Wastewater Master Plan Update 7 5 , 0 0 00000 PB Phase 3 - NW Blvd 0 0 500,000 0 0 Lakeway Phase 2 0 0 500,000 0 0 Austin Ave to SGWWTP 0 0 0 500,000 0 Pecan Branch Plant Expansion 0 0 0 600,000 6,000,000 Smith Branch Phase III 320,000 0 0 0 0 Total Wastewater Capital Improvements 5,815,000 5,830,000 3,630,000 3,294,000 7,830,000 * Roll Forward Projects 172 Water Services - Water Capital Projects The City’s Water Department continues to recognize the population growth within its service area. The water demand is projected to grow by approximately 25% over the next five years. The City will meet its water demands from the newly expanded Lake Water Treatment Plant. With the completion of this expansion in the summer of 2003, the City will be able to meet its needs for treated water for the next several years. Water Capital Projects - 2003/04 Water Line Upgrades 100,000 13th Street Rehabilitation 315,000 Rabbit Hill Pump Station 275,000 DB Wood/Booty's Crossing 1,300,000 Plant Modifications 50,000 Westloop 300,000 Sun City Elevated Storage 1,200,000 Meter Automation 400,000 Lake Water Treatment Plant Dewatering Facility 1,500,000 Vulnerability Assessment 75,000 Wolf Ranch 600,000 Total Water Capital Improvements 6,115,000 175 Financial Impact: Maintenance budgets are reviewed each year to determine whether planned funds are sufficient to adequately maintain the existing infrastructure. Operational costs will increase as the demand for water increases due to the cost of treatment. The following graph depicts the costs of raw water purchases, the treatment cost and other maintenance costs. These costs have ranged from 7-10% of the value of the infrastructure over the past five years. The City uses this estimate, along with other factors, to forecast future costs in a 5 year financial model, which also predicts the timing of future rate increases. The factors also include the Brazos River Authority’s contract with the City, which provides for a 15% annual increase in the cost of raw water. Water Services - 10,000,000 20,000,000 30,000,000 40,000,000 50,000,000 98/99 99/00 00/01 01/02 02/03* 03/04* 0% 2% 4% 6% 8% 10% 12% Infrastructure Maintenance as % of Assets 176 Water Capital Projects - Five Year Plan: The City’s Water Capital Improvements Program implements the construction that has been deemed as most critical in addressing the above needs. A five year plan has also been established to ensure future rehabilitation and new construction is prioritized and within the funding availability of the Water utility. Water Capital Projects - Five Year Plan 2003/04 2004/05 2005/06 2006/07 2007/08 Project Name / Description Wate Line Upgrades 100,000 100,000 100,000 100,000 100,000 13th Street Rehabilitation 3 1 5 , 0 0 00000 Rabbit Hill Pump Station *2 7 5 , 0 0 00000 DB Wood/Booty's Crossing *1 , 3 0 0 , 0 0 00000 Plant Modifications 50,000 75,000 75,000 75,000 75,000 Westloop 300,000 1,650,000 1,305,000 1,365,000 0 East Loop - IH 35 to Hwy 29 0 0 300,000 300,000 300,000 Sun City Elevated Storage 1 , 2 0 0 , 0 0 00000 Meter Automation 400,000 125,000 125,000 125,000 125,000 LWTP Dewatering Facility 1 , 5 0 0 , 0 0 00000 Vulnerability Assessment 7 5 , 0 0 00000 Cedar Breaks to Bootys 12"0 0 0 0 250,000 SW Loop: County Road 116 0 0 0 0 365,000 Wolf Ranch 6 0 0 , 0 0 00000 Total Water Capital Improvements 6,115,000 1,950,000 1,905,000 1,965,000 1,215,000 * Roll Forward Projects 177 Water Services - Irrigation Capital Projects The City has created an Irrigation Utility to provide a source of irrigation to meet the needs for large commercial irrigation customers, such as golf courses. Providing a non-potable source of irrigation water provides for a more efficient use of City resources by reducing the demand on the City’s water plants for treated water. Projects for the upcoming five years have been planned to expand this new utility. Irrigation Capital Projects - 2003/04 Rivery Park to GCC Line 1,000,000 Park Pump Station and Tank 250,000 Total Irrigation Capital Improvements 1,250,000 Irrigation Capital Projects - 2004 Project Description: xRivery Park to Georgetown Country Club Line This project will extend the reuse water line from the stub out in Rivery Park and complete the line to the Georgetown Country Club. xPark Pump Station and Tank This project will rehabilitate the pump station and ground storage tank in the San Gabriel Park. Financial Impact: Operational and maintenance costs for the irrigation infrastructure are not expected to significantly impact operating budgets. The 2004 irrigation improvements are funded through debt issued and Irrigation revenue. Irrigation Capital Projects - Five Year Plan 2003/04 2004/05 2005/06 2006/07 2007/08 Project Name / Description Rivery Park to GCC Line *1,000,000 0000 Park Pump Station and Tank 250,000 0000 SG WWTP Reuse System Upgrade 0 5 0 0 , 0 0 0000 Dove Springs/San Gabriel 0 0 400,000 0 0 Pecan Branch Interceptor - PH 3 0 0 600,000 0 0 Total Irrigation Capital Improvements 1,250,000 500,000 1,000,000 0 0 * Roll Forward Projects 179 Water Services Capital Projects - Funding Total Water Services Capital Projects – Five Year Plan: The City’s five year Capital Improvement Program funding comes from a combination of cash, debt funding, and capital recovery fees. Actual amount of debt issues will be determined upon each individual year’s consideration of actual resources available, coverage requirement and other considerations. Water Services Capital Projects - Funding Sources Fiscal Year 03/04 04/05 05/06 06/07 07/08 Projected Annual Project Cost - Irrigation 1,250,000 500,000 1,000,000 0 0 - Wastewater 5,815,000 5,830,000 3,630,000 3,294,000 7,830,000 - Water 6,115,000 1,950,000 1,905,000 1,965,000 1,215,000 Sources of Funding: Operating Revenue 1,760,000 1,779,000 1,992,000 1,990,000 1,035,000 F u n d B a l a n c e / R o l l F o r w a r d 3 , 2 7 3 , 3 5 0 8 2 , 3 8 2000 Service Improvement Fees 1,877,550 1,091,475 1,565,700 965,700 965,700 Utility Revenue Debt 5,140,750 4,531,800 1,642,590 668,500 5,190,420 Impact Fees 605,000 705,000 1,280,000 1,591,050 1,791,050 Interest & Other 523,350 90,343 54,710 43,750 62,830 Combined 5 Year Estimated Funding Sources Operating Revenue Fund Balance / Roll Forward Service Improvement Fees Utility Revenue Debt Impact Fees Interest & Other 180 Stormwater Capital Projects The City created a five-year Capital Improvement Program to address drainage needs throughout the City. The plan has focused on meeting the Environmental Protection Agency’s (EPA) Phase II regulations and requirements regarding stormwater control in municipalities. The City is initiating a program to create an extensive Stormwater Drainage mapping system. The information and data derived from a Regional Stormwater Master Plan and Design Manual will be utilized by the City to begin implementation of regional stormwater control and to monitor the water quality of stormwater runoff. Stormwater Capital Projects - 2003/04 Regional Stormwater Implementation 50,000 Drainage CIP 28,900 13th Street & Pine 97,000 Churchill Farms & Serenada 25,000 Riverbend & Power Road 200,000 Total Stormwater Capital Improvements 400,900 182 Stormwater Capital Projects - 2004 Project Descriptions: xRegional Stormwater and Stormwater Implementation This funding includes the completion of the Regional Stormwater design manual and funding needed to begin implementation of the Regional Plan. x13th and Pine This project consists of replacing and upgrading existing storm drain structures and conveyances. This intersection floods during moderate to heavy rain due to undersized structures. xChurchill Farms and Serenada This project consists of regrading ditches, slopes and ponds throughout these two subdivisions. Regrading of the drainage ways will decrease maintenance, improve water quality and create space to be utilized by the neighborhoods. xRiverbend & Power Road This project consists of replacement of the failing standup curbing with curb and gutter. This improvement project will protect the road from further deterioration along the shoulders of the roadway. xDrainage Projects This budget consists of major rehabilitation and repairs as needed for drainage problem areas throughout the City. Financial Impact: The Stormwater Drainage fees fund the maintenance of the City’s drainage system and the debt payments for existing debt on previous drainage improvements. Operational and maintenance costs for the stormwater infrastructure have significantly increased over the past few years, as shown in the graph. The City predicts that maintenance costs will escalate for the next five to eight years and then level off as drainage problems in the City are corrected. Stormwater Maintenance - 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 450,000 98/99 99/00 00/01 01/02 02/03* 03/04* 183 Stormwater Capital Projects - Five Year Plan: Stormwater Drainage projects beyond curb and gutter have been funded in the past through bond issues. Although the City is working on a source of revenues for future projects, a five-year plan has been developed to identify and prioritize projects. Stormwater Capital Projects - Five Year Plan 2003/04 2004/05 2005/06 2006/07 2007/08 Project Name / Description Regional Stormwater Implementation 50,000 0 100,000 100,000 100,000 Drainage CIP 28,900 0 0 0 0 Curb & Gutter 0 25,000 25,000 25,000 25,000 Railroad Drainage 0 92,000 0 0 0 Imhoff Dam 0 0 70,000 0 0 San Gabriel Park Retaining Wall 0 0 70,000 0 0 Smith Branch Drainage 0 0 115,000 0 0 Forrest Street Drainage 0 0 0 0 75,000 * 13th Street & Pine 97,000 0 0 0 0 * Churchill Farms & Serenada 25,000 0 0 100,000 0 Update Regional Stormwater Model 0 70,000 0 0 0 Riverbend & Power Road 200,000 0 0 0 0 Golden Oaks 0 0 0 0 200,000 18th & Pine Street 0 15,000 0 0 0 San Gabriel Park Bank Erosion 0 0 0 100,000 0 Blue Hole Park River Banks 0 0 0 35,000 0 Green Branch Drive 0 50,000 800,000 0 0 Maple St. Culvert & Channel Impr.0 50,000 0 600,000 0 Maple Regional Pond 0 0 0 0 2,850,000 Total Stormwater Capital Improvements 400,900 302,000 1,180,000 960,000 3,250,000 *Roll Forward Projects Stormwater Capital Projects - Five Year Plan: The City will be determining a source of revenue to fund the EPA Phase II regulations, the Regional Stormwater Plan, and other requirements regarding stormwater control within municipalities. The most likely revenue source is through increased stormwater fees, paid by each utility customer within the City. Stormwater Capital Projects - Funding Sources Fiscal Year 03/04 04/05 05/06 06/07 07/08 Projected Annual Project Cost 400,900 302,000 1,180,000 960,000 3,250,000 Sources of Funding: Operating Revenue 246,000 200,000 450,000 355,000 415,000 F u n d B a l a n c e / R o l l F o r w a r d 1 5 3 , 9 0 80000 Unidentified Funding Source 0 100,000 725,000 600,000 2,830,000 Interest & Other 992 2,000 5,000 5,000 5,000 184 General Capital Projects Facilities and Other General Capital Projects, Facilities and Other - 2004 Project Descriptions: xGeorgetown Municipal Complex Remodel This project was completed in fiscal year 2003. This year’s funding includes the final change orders, landscaping and other outstanding issues for the facility. xParks Maintenance Building (old GUS facility) This building, located in San Gabriel Park, will be remodeled to house Parks Administration and Parks Maintenance Departments. xAnimal Shelter (Old GUS pumps building) This facility, also located in San Gabriel Park, will be remodeled to accommodate the City’s Animal Shelter. xParks Grant for Trail The City will expand its hike and bike trail with aid from grants from the Texas Parks and Wildlife Department and the Lower Colorado River Authority xParkland Purchases The City collects a Parkland Dedication fee, which developers may pay in lieu of setting aside land for parks in their development. This balance may be used to purchase parkland, as it becomes available. General Capital Projects - 2003/04 Georgetown Municipal Complex Remodel Completion 109,600 Parks Maintenance Building (GUS Remodel) 150,000 Animal Shelter (Pumps Bldg remodel)350,000 Parks Grant for Trail 700,000 Parkland Dedication fees - land acquisition 340,515 Total General Capital Improvements 1,650,115 185 General Capital Projects - Five Year Plan: The City will be reviewing and updating its Facilities Plan in 2003/04. Additional projects are expected to be identified and prioritized. These projects, along with major park acquisition and improvements will be added to the five year plan. A funding strategy will also be developed. Financial Impact: The costs of maintenance on new facilities are significant. Operating budgets for the department being allocated to larger facilities have been increased to accommodate the additional costs for utilities and building maintenance. The City has budgeted for the increased costs of operating the new facilities in the Facilities Maintenance Internal Service Fund, located in the Financial Summary of this document. General Capital Projects - Funding Sources Fiscal Year 03/04 04/05 05/06 06/07 07/08 Projected Annual Project Cost 1,650,115 0 0 850,000 0 Sources of Funding: Operating Revenue General Obligation Debt - Previously Issued 609,600 0 0 0 0 General Obligation Debt - New Issue 0 0 800,000 0 Interest & Other 1,040,515 0 0 50,000 0 General Capital Projects - Five Year Plan 2003/04 2004/05 2005/06 2006/07 2007/08 Project Name / Description Georgetown Municipal Complex Remodel Completion 109,6000000 Parks Maintenance Building (GUS Remodel)150,0000000 Animal Shelter (Pumps Bldg remodel)350,0000000 Parks Grant for Trail 700,0000000 Parkland Dedication land acquisition 340,5150000 Move Fire Station #1 0 0 0 850,000 0 Total General Capital Improvements 1,650,115 0 0 850,000 0 *Note: Staff will be preparing a five year plan based on the facilities plan, the update of the Airport Master Plan and the General Capital Projects Planning process. Debt Debt Table of Contents Debt Management & Policy.................................................................................................................187 Outstanding Debt Summary................................................................................................................188 General Debt Service Outstanding Debt By Type.....................................................................................................189 Legal Debt Margin for General Obligation..............................................................................189 Principal & Interest Requirements -Tax-Supported................................................................190 Principal & Interest Requirements - Self-Supporting..............................................................191 Utility Debt Service Principal & Interest Requirements..........................................................................................192 Utility Revenue Bond Debt Coverage.....................................................................................193 Proposed Debt Issues.........................................................................................................................194 187 Debt Management & Policy The City’s goal is to fund capital improvement projects on a ”pay as you go” basis wherever possible. For large infrastructure projects and during heavy growth, debt financing is sometimes required. Debt financed projects must meet the City’s long-term financing criteria as included in the Fiscal and Budgetary Policy. X. Debt Management The City of Georgetown recognizes the primary purpose of capital facilities is to provide services to the community. Using debt financing to meet the capital needs of the community must be evaluated according to efficiency and equity. • Efficiency must be evaluated to determine the highest rate of return for a given investment of resources. • Equity is resolved by determining who should pay for the cost of capital improvements. In meeting the demand for additional services, the City will strive to balance the needs between debt financing and “pay as of you” methods. The City realizes that failure to meet the demands of growth may inhibit its continued economic viability, but also realizes that too much debt may have detrimental effects on the City’s long-term financial condition. The City will issue debt only for the purpose of acquiring or constructing capital assets for the general benefit of its citizens and to allow it to fulfill its various purposes as a city. Debt financing will be considered for non-continuous capital improvements of which future citizens will be benefited. Financing alternatives will be explored prior to debt issuance. When the City of Georgetown utilizes long-term financing, it will ensure that the debt is soundly financed by: • Conservatively projecting the revenue sources that will be utilized to pay the debt. • Financing the improvement over a period not greater than the useful life of the improvement. • Determining that the cost benefit of the improvement including interest costs is positive. The City’s debt management objective is to maintain level debt service that does not adversely impact tax or utility rates and does not hinder the City’s ability to effectively operate the utility systems, street network, or other facilities. The City’s debt payments must stay within provisions of state law, bond covenants and council adopted policies. All of these criteria and objectives are met with the debt financing proposed in this budget. The City of Georgetown’s bonds are rated: General Obligation Utility Revenue Fitch A A Moody’s A1 A1 Standard & Poor’s A+ A+ 188 Contractual Obligation – Brazos River Authority Funds Georgetown’s pro-rata share of Williamson County Raw Water Line Ratio - General Debt to Taxable Value 0.00% 0.50% 1.00% 1.50% 2.00% 93/94 94/95 95/96 96/97 97/98 98/99 99/00 00/01 01/02 02/03 03/04 04/05* 05/06* 06/07* Outstanding Debt Summary - By Type as of October 1, 2003 Debt 2003/2004 2003/2004 Outstanding %Principal & Interest Handling Fees GENERAL OBLIGATION DEBT: Tax Supported: Streets and Transportation 5,943,923 22%815,400 4,147 Parks and Recreation Facilities 1,998,626 7%335,640 1,394 Public Safety Facilities 3,131,000 12%256,716 2,184 Other Improvements 8,018,906 30%702,586 5,594 Subtotal - Tax supported GO Debt 19,092,455 2,110,342 13,320 Self Supported: Airport 1,932,651 7%223,249 500 Stormwater Drainage 2,581,380 10%252,936 1,500 Georgetown Transportation Enhancement Corp (GTEC) Component Unit 3,125,000 12%247,236 2,180 Subtotal - Self supported GO Debt 7,639,031 723,421 4,180 Total General Obligation Debt 26,731,486 100%2,833,763 17,500 UTILITY REVENUE DEBT: Electric Fund 9,273,620 27%1,139,340 1,000 Water Services Fund Water Utility 15,870,659 46%1,798,069 1,000 Wastewater Utility 9,354,235 27%1,240,401 1,000 Total Utility Revenue Debt 34,498,514 100%4,177,810 3,000 CONTRACTUAL OBLIGATIONS: Brazos River Authority (BRA) Contractual Obligation 43,397,471 631,188 Total Contractual Obligations 43,397,471 631,188 TOTAL DEBT & CONTRACTUAL OBLIGATIONS 104,627,471 7,642,761 20,500 189 Legal Debt Margin for General Obligations: All taxable property within the City is subject to the assessment, levy and collection by the City of a continuing, direct annual ad valorem tax sufficient to provide for the payment of principal and interest on the Bonds within the limits prescribed by law. Article XI, Section 5, of the Texas Constitution is applicable to the City, and limits the maximum ad valorem tax rate to $2.50 per $100 assessed valuation (for all City purposes). The Charter of the City adopts the provisions of the constitution without further limitation. Under rules promulgated by the Office of the Attorney General of Texas, such office will not approve tax bonds of the City unless the City can demonstrate its ability to pay debt service requirements on all outstanding City tax bonds, including the issue to be approved, from a tax levy of $1.25 per $100 of valuation, based on 90% collection of tax. Allowable levy per $100 valuation $1.25000 Proposed levy for debt service (included in total adopted rate of $.32194) .10017 Percentage of allowable levy used 8.0% Outstanding Debt by Type General Obligation Debt Streets Parks Public Safety Airport Other Stormwater Utility Revenue & Contractual Obligation Debt Electric Water Services BRA Contractual Obligations 190 Summary of Debt Service Charges to Maturity Debt funded by dedicated portion of local ad valorem tax General Obligation Bonds and Certificates of Obligation – TAX SUPPORTED Year Ending Outstanding Total September 30 Beginning of Year Interest Principal Requirements 2004 19,092,455 962,407 1,147,936 2,110,342 2005 17,944,519 905,769 890,879 1,796,648 2006 17,053,640 861,368 932,064 1,793,432 2007 16,121,576 815,012 918,569 1,733,581 2008 15,203,007 771,004 958,393 1,729,397 2009 14,244,614 724,810 1,003,218 1,728,029 2010 13,241,395 675,466 1,079,775 1,755,241 2011 12,161,620 622,616 1,127,835 1,750,451 2012 11,033,785 566,420 1,182,785 1,749,205 2013 9,851,000 506,947 1,245,430 1,752,377 2014 8,605,570 443,419 1,313,075 1,756,494 2015 7,292,495 376,095 1,378,415 1,754,510 2016 5,914,080 305,096 1,516,060 1,821,156 2017 4,398,020 226,691 1,595,040 1,821,731 2018 2,802,980 144,101 1,077,140 1,221,241 2019 1,725,840 88,694 845,840 934,534 2020 880,000 44,750 490,000 534,750 2021 390,000 19,500 390,000 409,500 Interest Principal 0 500,000 1,000,000 1,500,000 2,000,000 Th o u s a n d $ $ $ '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 General Debt Service - Tax Supported 191 Summary of Debt Service Charges to Maturity Debt issued for specific purpose and repaid through dedicated revenues General Obligation Bonds and Certificates of Obligation – SELF SUPPORTING Interest Principal 0 100,000 200,000 300,000 400,000 500,000 600,000 Th o u s a n d $ $ $ '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 General Debt Service - Self Supporting Year Ending Outstanding Total September 30 Beginning of Year Interest Principal Requirements 2004 4,514,031 223,872 252,314 476,185 2005 4,261,717 212,090 237,239 449,328 2006 4,024,478 201,074 246,054 447,128 2007 3,778,424 189,679 256,432 446,110 2008 3,521,993 177,589 271,607 449,196 2009 3,250,386 164,512 281,782 446,294 2010 2,968,605 150,677 270,225 420,902 2011 2,698,379 137,462 287,165 424,627 2012 2,411,214 123,150 297,215 420,365 2013 2,113,999 108,161 314,570 422,731 2014 1,799,429 92,086 326,925 419,011 2015 1,472,504 75,081 346,585 421,666 2016 1,125,919 57,000 298,940 355,940 2017 826,980 42,053 314,960 357,013 2018 512,020 26,305 367,860 394,165 2019 144,160 7,568 144,160 151,728 192 Summary of Utility Debt Service Charges to Maturity Revenue bonds issued to finance construction of electric, water and wastewater improvements, and secured by the net operating revenue of all combined utilities. The allocation of debt principal is based on the use of each bond issue. Each utility pays debt service from operating revenues. The Brazos River Authority Contractual Obligations are the liability of the Water Services Fund. Interest Principal BRA Contract 0 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 4,500,000 5,000,000 ' 0 4' 0 5' 0 6' 0 7' 0 8' 0 9' 1 0' 1 1' 1 2' 1 3' 1 4' 1 5' 1 6' 1 7' 1 8' 1 9' 2 0' 2 1' 2 2' 2 3' 2 4' 2 5' 2 6' 2 7' 2 8' 2 9' 3 0' 3 1' 3 2' 3 3' 3 4 Utility Debt Service Year Ending Outstanding Total BRA September 30 Beginning of Year Interest Principal Requirements Contract 2004 34,498,514 1,643,060 2,534,751 4,177,810 631,188 2005 31,963,763 1,529,123 2,616,882 4,146,005 670,374 2006 29,346,882 1,410,156 2,601,882 4,012,038 800,138 2007 26,745,000 1,292,089 2,530,000 3,822,089 945,102 2008 24,215,000 1,177,442 2,295,000 3,472,442 1,298,214 2009 21,920,000 1,073,438 2,350,000 3,423,438 1,339,651 2010 19,570,000 965,013 2,415,000 3,380,013 1,384,876 2011 17,155,000 851,630 2,130,000 2,981,630 1,791,901 2012 15,025,000 750,128 2,185,000 2,935,128 1,636,239 2013 12,840,000 644,788 1,955,000 2,599,788 1,651,314 2014 10,885,000 548,265 2,055,000 2,603,265 1,646,289 2015 8,830,000 445,484 2,175,000 2,620,484 1,636,239 2016 6,655,000 336,424 1,195,000 1,531,424 2,153,814 2017 5,460,000 277,266 1,220,000 1,497,266 1,927,689 2018 4,240,000 216,176 1,325,000 1,541,176 1,832,214 2019 2,915,000 149,146 885,000 1,034,146 1,876,309 2020 2,030,000 103,569 930,000 1,033,569 1,869,824 2021 1,100,000 55,169 605,000 660,169 1,874,755 2022 495,000 24,750 495,000 519,750 1,873,350 2023 1,876,144 2024 1,874,019 2025 1,873,690 2026 1,174,638 2027 1,175,009 2028 1,175,425 2029 1,178,221 2030 1,179,091 2031 763,079 2032 761,981 2033 764,326 2034 762,368 13,493,113 34,498,514 47,991,627 43,397,471 193 Utility Revenue Bond Debt Coverage The City has agreed through its bond ordinances to maintain a minimum "times coverage" ratio of 1.25. The ordinance allows the City to eliminate its reserve fund requirement with coverage of 1.35 or better. The times ratio is calculated using the net revenue available for debt service from the combined Water, Electric and Wastewater utilities' operations divided by the combined debt service requirement of the utilities. The times coverage ratio is also reviewed by bond rating agency analysts when the City receives a rating for a potential bond issue. The following combined times coverage ratios have occurred, based on actual revenues and expenditures, for the fiscal years indicated: The 2003/04 Proposed Operating Plan provides the revenue to debt ratios shown below. The City’s Fiscal and Budgetary Policy requires that each utility maintain separate coverage of at least 1.5. The excess coverage provided by each fund is used to pay for related utility system capital improvements and other uses approved by the City Council. Water Services Electric Fund Fund Total REVENUE: All Other Revenue 3,964,855 1,103,781 5,068,636 Interest 64,600 35,000 99,600 System Billings 15,766,293 27,850,186 43,616,479 Total Revenues 19,795,748 28,988,967 48,784,715 EXPENSES: Departments 9,916,613 23,350,225 33,266,838 Total Expenditures 9,916,613 23,350,225 33,266,838 Net Available for Debt Service 9,879,135 5,638,742 15,517,877 Annual Debt Requirement 3,094,720 1,139,340 4,234,060 Times Coverage Ratio 3.19 4.95 3.67 4.32 5.20 4.05 5.77 6.56 6.67 4.16 4.03 4.40 3.67 0.00 2.00 4.00 6.00 8.00 94/95 95/96 96/97 97/98 98/99 99/00 00/01 01/02 02/03* 03/04* UTILITY REVENUE BOND COVERAGE *Projected 194 Financial Impact: Utility Revenue Debt: 4 Debt proceeds will be used for system expansion and repaid through continued growth of the City’s customer base. 4 The City is scheduled to issue $6.8 million in conjunction with the debt amount issued for their component unit, Georgetown Transportation Enhancement Corporation. This debt will be staged for one Fall and one Spring debt issue. General Debt: 4 Short- term obligations will be issued for $1.1 million to fund public safety vehicles, including patrol vehicles and a fire truck. Proposed 2003/04 Debt General Debt - Short Term Obligations Public Safety Vehicles & laptop program 1,150,000 Total General Debt Service (Tax Supported) 1,150,000 Utility Revenue Bonds: Electric System Improvements 1,450,000 ** Water Services Irrigation System Improvements 1,250,000 Water System Improvements 625,000 ** Wastewater System Improvements 3,500,000 ** Total Utility Revenue Bonds 6,825,000 **Includes $3.5 million in utility debt for the Wolf Ranch development Total Proposed 2003/04 7,975,000 Note:Issuance costs on the above debt issue total $370,750 The City expects Total Debt Outstanding to be $62,145,000 at September 30, 2004, which includes the 2003/04 proposed issue, and principal reductions of $3,935,000. Statistical Statistical Table of Contents City of Georgetown 3 Year Benchmarking Comparison......................................................................195 Peer Benchmarking.............................................................................................................................196 Financial Ratio Comparisons ..............................................................................................................198 Certified Property Value......................................................................................................................200 Certified Taxable Assessed Values.....................................................................................................201 Tax Rates Property Tax Rate Comparison..............................................................................................202 Combined Tax Rate – City of Georgetown.............................................................................202 Total Combined Tax Rate Comparison..................................................................................203 Sales Tax Revenue Analysis...............................................................................................................204 Sales Tax Revenue by Quarter...........................................................................................................205 Tax Revenues Ten Year History ...................................................................................................................206 Combined Sales and Property Taxes.....................................................................................206 Population ...........................................................................................................................................207 Georgetown’s Top Ten........................................................................................................................207 Miscellaneous Statistical Data.............................................................................................................208 195 City of Georgetown Three Year Benchmarking Comparison 2001/2002 2002/2003 2003/2004 2002/2003 vs 2003/2004 Population 34,273 35,300 36,359 2.91% Area (Square Miles) 24.34 24.47 24.47 0.00% General Fund Budget $17,604,112 $17,624,965 $19,366,090 8.99% Sales Tax Collections $3,453,856 $3,650,000 $4,400,000 17.05% Sales Tax Per Capita $101 $103 $121 14.88% Current Tax Base $1,938,770,383 $2,116,042,131 $2,222,720,818 4.80% Average Residential Value $156,390 $163,882 $159,271 -2.90% Adopted City Tax Rate $0.30708 $0.30261 $0.32194 6.00% Effective Tax Rate $0.28501 $0.29690 $0.31277 5.07% Rollback Tax Rate $0.30708 $0.30261 $0.32685 7.42% Operations & Maintenance $0.19949 $0.20307 $0.22177 8.43% Debt Service $0.11259 $0.09954 $0.10017 0.63% 196 Peer Benchmarking An important way to measure our economic condition is through benchmarking, which is a point of reference from which measurements or progress can be made. Benchmarking measures our progress from a point in time and is something that serves as a standard by which others may be measured. Sales Tax Per Capita $400 $320 $210 $148 $104 $52 $103 - 50 100 150 200 250 300 350 400 450 Ro u n d R oc k Sa n Ma rco s Te m p l e Kil l e e n C ed a r P a r k Ge o r ge t o w n Pfl u g e r vill e Ad Valorem Revenue Per Capita $187 $122 $223 $301 $262 $187 $166 - 25 50 75 100 125 150 175 200 225 250 275 300 325 Pfl u g e r v i l l e Ce d a r P a r k Ro u n d R o c k Sa n M a r c o s Ge o r g e t o w n Kil l e e n Te m p l e Population 75,000 55,332 40,514 32,234 24,500 35,300 91,000 - 20,000 40,000 60,000 80,000 100,000 Kil l e e n Ro u nd R o c k Te m ple Sa n M a r c o s Ge o r g e t o w n C ed a r P a r k Pfl u ge r v i l l e Employees Per Capita 11.61 10.16 9.00 8.74 6.45 14.49 8.95 - 2 4 6 8 10 12 14 16 Sa n M a r c o s Te m ple Ge o r g e t o w n Ce d a r P ark Ro u n d R o c k Kil l e en Pfl u ge r v i l le 197 Peer Benchmarking Georgetown has chosen to measure itself against cities in the surrounding area that have similar size, location or growth issues and benchmarks. Assessed Valuation (in billions) $2.12 $1.17 $2.33 $4.98 $2.98 $1.92 $1.61 - 1 2 3 4 5 6 Ro u n d R o c k Te m p le Kil l e e n G e or g eto w n Ce d a r P a r k Sa n M a r c o s Pfl u g e r v i l l e Assessed Valuation Per Capita $53,846 $25,608 $59,678 $66,386 $59,945 $47,822 $39,661 - 20,000 40,000 60,000 80,000 Ro u n d R o c k G eo r g e t o w n Ce d a r P a r k T e mp l e Pf l ug e r v i l le Sa n M a r c o s Kil l e e n General Fund Expenditures Per Capita $737 $703 $646 $499 $436$442 $493 - 200 400 600 800 1,000San Marc os Roun d Rock T empl e Georg et ow n Cedar Park P flu ger v i ll e Killeen General Debt Per Capita $172 $112 $110 $104 $50 $75 $99 - 20 40 60 80 100 120 140 160 180 200Ce dar Pa r k Rou nd Ro c k P f l u gerv i lle San Marcos Temple Ge o rget o wn Killeen 198 Financial Ratio Comparisons Georgetown has chosen to measure its financial condition against cities in the surrounding area that have similar size, location or growth issues. The acceptable levels referred to below are based on the City’s Fiscal and Budgetary Policy. These indicators and benchmarks were added to the policy in 2003/04. Fund Balance to Equity Ratio 0.31 0.30 0.25 0.30 0.160.18 - 0.05 0.10 0.15 0.20 0.25 0.30 0.35 S a n M a r c o s K i l l e e n C e d a r P a r k R o u n d R o c k G e o r g e t o w n T e m p l e Working Capital (in millions) $13.1 $25.4$25.4$35.6 $45.2 $148.8 $0 $20 $40 $60 $80 $100 $120 $140 $160 $180 R o u n d R o c k T e m p l e K i l l e e n C e d a r P a r k S a n M a r c o s G e o r g e t o w n Current Ratio 24.82 11.73 6.61 5.27 5.25 2.86 - 5.00 10.00 15.00 20.00 25.00 30.00 R o u n d R o c k K i l l e e n T e m p l e G e o r g e t o w n C e d a r P a r k S a n M a r c o s Quick Ratio 24.81 11.49 6.17 5.21 4.50 4.50 - 5.00 10.00 15.00 20.00 25.00 30.00 R o u n d R o c k K i l l e e n T e m p l e G e o r g e t o w n C e d a r P a r k S a n M a r c o s Fund Balance to Equity ratio is a function of fund balance to equity for governmental type funds (General Fund, Special Revenue, etc.) Working capital is the liquid reserve available to meet uncertainties. It is a function of current assets less current liabilities. Current ratio and quick ratio are measures of liquidity. Liquidity is an organization’s ability to convert noncash assets into cash or to obtain cash to meet impending obligations. Current ratio includes inventories and prepaid expenses, whereas the quick ratio excludes inventories and prepaid expenditures. A ratio of 1 or greater is an acceptable level for both ratios. 199 Financial Ratio Comparisons Financial ratios provide meaningful data and help identify major trends in the City’s financial condition and in comparison to surrounding communities. Debt to Assessed Value 2.26% 1.55% 1.06% 2.01%1.97% 3.25% 0.00% 0.50% 1.00% 1.50% 2.00% 2.50% 3.00% 3.50% C e d a r P a r k S a n M a r c o s R o u n d R o c k T e m p l e K i l l e e n G e o r g e t o w n Debt Ratio 0.14 0.20 0.27 0.340.37 0.42 - 0.05 0.10 0.15 0.20 0.25 0.30 0.35 0.40 0.45 0.50 C e d a r P a r k S a n M a r c o s K i l l e e n G e o r g e t o w n T e m p l e R o u n d R o c k Enterprise Operational Coverage 2.05 1.73 1.56 1.54 1.45 1.18 - 0.50 1.00 1.50 2.00 2.50 C e d a r P a r k R o u n d R o c k K i l l e e n T e m p l e G e o r g e t o w n S a n M a r c o s Times Coverage Ratio 1.06 1.641.86 3.35 3.82 6.46 - 1.00 2.00 3.00 4.00 5.00 6.00 7.00 R o u n d R o c k K i l l e e n G e o r g e t o w n T e m p l e C e d a r P a r k S a n M a r c o s Debt due to assessed value is a ratio of the assessed value to tax supported debt. A ratio of less than 5 is acceptable. The ratio of current liabilities plus long term debt to total assets. A ratio of 1 or lower is acceptable. Number of times the utility debt service requirements would be covered by the current utility operating revenue net of current operating expense. A ratio of 1.5 or greater is acceptable. Enterprise operational coverage is a ratio of operating revenue to operating expenses of the City’s combined enterprise funds. A ratio of 1.25 or greater is acceptable. 200 Certified Property Value Ten Year History Fiscal Certified Tax Increase (Dec) Percent of Year Assessed Value Rate In Value Levy Collected 1994 395,587,474 0.3600 5.72% 96.98% 1995 482,780,781 0.3600 22.04% 97.79% 1996 538,947,506 0.3700 11.63% 97.67% 1997 633,469,050 0.3800 17.54% 98.22% 1998 984,123,199 0.3500 55.35% 98.60% 1999 1,199,831,232 0.3500 21.92% 98.80% 2000 1,410,072,042 0.3400 17.52% 95.43% 2001 1,629,344,909 0.3141 15.55% 98.75% 2002 1,938,770,383 0.3071 18.99% 98.53% 2003 2,116,042,131 0.3026 9.14% 98.61% 2004 2,222,720,818 0.3219 5.04% N/A Certified Assessed Values - 500,000,000 1,000,000,000 1,500,000,000 2,000,000,000 2,500,000,000 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 201 Certified Taxable Assessed Valuation By Class of Property Class of Property Assessed Value Exemptions Total % Residential 1,614,863,269 93,320,601 1,521,542,668 71.36% Commercial 823,323,960 409,238,328 414,085,632 19.42% Personal Property, Other 231,356,102 34,868,424 196,487,678 9.22% 2,669,543,331 537,427,353 2,132,115,978 100% Uncertified under protest value 90,604,840 2,222,720,818 Residential 72% Commercial 19% Personal Property, Other 9% 202 City Property Tax Rate Comparison (Cities within the Central Texas Area) City of Georgetown $2.5688 Williamson County (.48181) City of Georgetown (.32194) $0 Georgetown Independent School District ($1.765) Combined Tax Rate .80 Belton (.7350) Killeen (.7122) .70 Pflugerville (.6450) Temple (.6047) .60 Leander (.5585) .50 Austin (.4928) San Marcos (.4710) Cedar Park (.4681) .40 Round Rock (.35712) Georgetown (.3219) .30 .20 5010,,, 203 Total Combined Tax Rate Comparison (Cities within the Central Texas Area) Combined Monthly Rates (Utilities and Total Taxes on $159,271 Home) $530 $531 $552 $556 $585 $518 $100 $200 $300 $400 $500 $600 GEORGETOWN Austin Round Rock Pflugerville Cedar Park Leander Combined Tax Rates $0.00 $0.50 $1.00 $1.50 $2.00 $2.50 $3.00 $3.50 GEORGETOWN Austin Round Rock Temple Cedar Park Leander Pflugerville City School Community College County & Road 204 Sales Tax Revenue Analysis Ten Year History (Includes 1% general use only) Population Revenues Sales Tax per capita % change from prior year 1994 17,741 1,425,100 80.33 16% 1995 18,500 1,623,370 87.75 14% 1996 20,300 1,896,310 93.41 17% 1997 24,000 2,159,689 89.99 14% 1998 25,500 2,415,396 94.72 12% 1999 26,400 2,858,475 108.28 18% 2000 30,359 3,416,760 112.55 20% 2001 31,038 3,526,862 113.63 3% 2002 34,273 3,453,856 100.77 -2% *2003 35,300 3,650,000 103.40 6% *2004 36,359 4,400,000 121.02 21% Sales Tax Percent Change 16% 21% 6% -2% 3% 20% 18% 12% 14% 17% 14% - 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 4,500,000 5,000,000 1994 1995 1996 1997 1998 1999 2000 2001 2002 *2003 *2004 -5% 0% 5% 10% 15% 20% 25% % c h a n g e f r o m p r i o r y e a r *Projected Revenues Sales Tax per Capita $80.33 $87.75 $93.41 $89.99 $94.72 $108.28 $112.55 $113.63 $100.77 $103.40 $121.02 $- $25 $50 $75 $100 $125 $150 19 9 4 1 995 19 9 6 1 997 19 9 8 19 9 9 2000 2001 2002 *2003 *2004 205 Sales Tax Revenue – By Quarter (Includes 1% general use only) 0 100,000 200,000 300,000 400,000 500,000 600,000 700,000 800,000 900,000 1,000,000 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 October - December January - March April - June July - September 206 Tax Revenues Ten Year History Combined Revenue City Rate Value Rate Levy Tax Total 1994 1,425,100 7.25% 395,587,474 0.3600 1,424,115 2,849,215 1995 1,623,370 7.25% 482,780,781 0.3600 1,738,011 3,361,381 1996 1,896,310 7.25% 538,947,506 0.3700 1,994,106 3,890,416 1997 2,159,689 7.25% 633,469,050 0.3800 2,407,182 4,566,871 1998 2,415,396 7.25% 984,123,199 0.3500 3,444,431 5,859,827 *1999 2,858,475 7.25% 1,199,831,232 0.3500 4,199,409 7,057,884 2000 3,416,760 7.25% 1,410,072,042 0.3400 4,794,245 8,211,005 2001 3,526,862 7.25% 1,629,344,909 0.3141 5,117,609 8,644,471 2002 3,453,856 7.75% 1,938,770,383 0.3071 5,953,576 9,407,432 **2003 3,650,000 8.00% 2,116,042,131 0.3026 6,403,355 10,053,355 **2004 4,400,000 8.00% 2,132,115,978 0.3219 6,863,281 11,263,281 *13 months - change in accounting accrual methodology per Governmental Accounting Standards Board **Projected Fiscal Year Sales Tax Property Tax Combined Sales & Property Taxes Property Tax Sales Tax - 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 1994 1995 1996 1997 1998 *1999 2000 2001 2002 **2003 **2004 207 Population Georgetown’s Top Ten *Does not include some major property owners whose property is under protest as of date of certification. TAXPAYERS (per Certified Roll *) Assessed Taxpayer Value 1. Verizon Southwest $ 13,102,770 2. H E Butt Grocery Company 10,419,235 3. Rivery Partners 9,862,190 4. Hewlett Motor Company 8,923,207 5. Watersedge-Georgetown Ltd. 8,500,500 6. Republic Square Joint Venture 7,817,091 7. KH – Georgetown Partners Ltd. 7,531,034 8. Watersedge-Georgetown II Ltd. 7,429,814 9. Manitowoc Boom Trucks Inc. 7,420,211 10. Airborn Inc. 3,778,369 EMPLOYERS Number of Employer Employees 1. Georgetown ISD 1,200 2. Williamson County 1,038 3. Southwestern University 501 4. HEB (2) 477 5. Georgetown Healthcare System 382 6. Sun City Texas 375 7. City of Georgetown 373 8. Airborne, Inc. 232 9. Wesleyan Homes, Inc. 230 10. WalMart 140 TEN LARGEST WATER CUSTOMERS 000 Gallons Customer Consumed 1. Sun City Association 304,453 2. Southwestern University 97,199 3. Chisholm Trail SUD 92,576 4. City of Georgetown 44,393 5. Georgetown ISD 27,663 6. Williamson County 22,047 7. Indian Creek Apartments 20,299 8. Georgetown Housing Authority 17,931 9. Wesleyan Homes 14,945 10. Georgetown Place Apartments 14,462 TEN LARGEST WASTEWATER CUSTOMERS Customer Volume 1. Southwestern University 32,787 2. Indian Creek Apartments 19,969 3. Williamson County 19,313 4. Georgetown Housing Authority 17,767 5. Georgetown ISD 15,930 6. Wesleyan Homes 15,011 7. Wesleyan Homes 14,370 8. Georgetown Place Apartments 14,275 9. Georgetown Hospital 11,776 10. The Oaks Apartments 10,237 25,500 34,273 35,300 36,359 31,038 24,000 20,300 30,359 26,400 15,000 17,000 19,000 21,000 23,000 25,000 27,000 29,000 31,000 33,000 35,000 37,000 39,000 1996 1997 1998 1999 2000 2001 2002 2003 *2004 208 Miscellaneous Statistical Data Form of government Council - Manager Area 24.47 sq. miles Miles of streets 343 Number of street lights 2,250 2002 average unemployment rate 6.20% Total City employees 372.25 Number of parks 23 Acres of parks 380 Number of libraries 1 Number of library items in circulation 293,560 Number of Fire stations 4 Number of Firefighters 46 Number of Police stations 1 Number of Police officers 52 Number of Electric customers 15,100 Number of Water customers 14,125 Number of Wastewater customers 12,050 Number of Sanitation customers 12,600 Number of GISD Attendance Centers 14 # of Teachers 614 Average Years Experience 13 Student/Teacher Ratio 12.6 Total Number of Students 8,600 African-American 3.8% Hispanic 27.0% White 69.0% Economically Disadvantaged 31.6% Elevation 750 feet Annual Average Temperature 68o Monthly Average High Temperature 96o Monthly Average Low Temperature 39o Weather Education Utility Customers Public Safety Recreation and Culture General City Information Reference Reference Table of Contents Fiscal and Budgetary Policy................................................................................................................209 Personnel Summary by Division .........................................................................................................228 Personnel Summary 2003/04..............................................................................................................229 Program Summary by Fund for 2003/2004.........................................................................................230 Contingency Reserve Requirements Worksheet ................................................................................232 Transfers Between Funds...................................................................................................................233 Internal Service Premiums..................................................................................................................234 Utility Rate Schedule...........................................................................................................................236 Ordinances..........................................................................................................................................239 GTEC Budget – A Component Unit of the City of Georgetown for Reference Only............................248 Advisory Boards & Commissions........................................................................................................250 209 City of Georgetown Fiscal and Budgetary Policy (Revised July 22, 2003) I. PURPOSE The City of Georgetown is committed to financial management through integrity, prudent stewardship, planning, accountability, full disclosure and communication. The broad purpose of the Fiscal and Budgetary Policies is to enable the City to achieve and maintain a long-term stable and positive financial condition, and provide guidelines for the day-to-day planning and operations of the City’s financial affairs. Policy scope generally spans areas of accounting and financial reporting, internal controls, both operating and capital budgeting, revenue management, investment and asset management, debt management and forecasting. This is done in order to: A. Demonstrate to the citizens of Georgetown, the investment community, and the bond rating agencies that the City is committed to a strong fiscal operation; B. Provide precedents for future policy-makers and financial managers on common financial goals and strategies; C. Fairly present and fully disclose the financial position of the City in conformity to generally accepted accounting principals (GAAP); and D. Demonstrate compliance with finance-related legal and contractual issues in accordance with the Texas Local Government Code and other legal mandates. These policies will be reviewed and updated annually as part of the budget preparation process. The City’s accounts and budgets for all general government funds using the modified accrual basis. This method recognizes revenues when they are measurable and available and expenditures when goods and services are received, except for principal and interest on long-term debt, which is recognized when paid. General government funds include the general fund, special revenue funds, debt service fund and general capital project funds. Proprietary funds, which include the enterprise and internal service funds are accounted and budgeted using the accrual basis of accounting. Under this method, revenues are recognized when they are earned and expenses when they are incurred. The budgeted funds for the City of Georgetown include: Governmental Funds:General Fund which accounts for all financial resources except those required to be accounted for in another fund, and include basic governmental services, such as Police, Fire and Parks functions among others. 210 Special Revenue Funds (SRF) account for specific revenues that are legally restricted for specified purposes. The City currently budgets 12 SRF Funds and includes Tourism, Parkland Dedication and Library Donations. Debt Service Fund is used to account for the payment of general long-term debt principal and interest. Capital Project Funds are used to account for the acquisition or construction of major capital facilities other than those financed by enterprise activities. Proprietary Funds:Internal Service Funds account for good or services provided by one internal department to another. The City uses this system to recognize full cost for fleet replacement and maintenance, facility maintenance and computer replacement and maintenance. Enterprise Funds include the City’s “business like” activities including all the utility funds and the airport. II. OPERATING BUDGET Budgeting is an essential element of the financial planning, control and evaluation process of municipal government. The “operating budget” is the City’s annual financial operating plan. The annual budget includes all of the operating departments of the general fund, proprietary funds, debt service funds, special revenue funds, and capital improvement funds of the City. A. Comprehensive Plan – The Georgetown Century Plan is the City’s comprehensive plan as required by the City of Georgetown Charter (Section 1.08) to preserve, promote and protect public health and general welfare, prevent overcrowding, ensure adequate transportation, availability of necessary utilities and services, and conserve and protect the City’s natural resources. The Century Plan is the City’s master plan. To date, eight functional elements have been adopted. The City’s budget is the Annual Operating Plan Element of the Georgetown Century Plan. The Century Plan is founded on strategic objectives or "policy areas" that are reviewed annually, and updated at least every five years. Funding of City programs shall be based upon these objectives set forth in the Century Plan. Currently, there are 17 policy areas included in the Plan. The Century Plan utilizes the budget process as an integral planning tool, requiring the City to plan for five, two and one year time horizons. Therefore, the budget is focused on these areas and is in compliance with the goals outlined in the comprehensive plan. B. Preparation – The Charter (Section 6.02) requires “a proposed budget prepared by the City Manager and submitted to the City Council at least thirty days prior to the end of the fiscal year. The budget shall be adopted not later than the twenty-seventh day of the last month of the fiscal year. No budget will be adopted or appropriations made unless the total estimated revenues, income and funds available shall be equal to or in excess of such budget or appropriations, except otherwise provided”. Therefore, the budget will 212 E. Reporting – Summary financial reports will be presented to the City Council quarterly. These reports will be in a format appropriate to enable the City Council to understand the overall budget and financial status. The City Manager will also present a mid-year report to the City Council with 60 days following the end of the second fiscal quarter which updates the status of projects and related financial goals set forth in the budget. F. Control and Accountability – Each Division Director, appointed by the City Manager, will be responsible for the administration of his/her departmental budget. This includes accomplishing the Goals and Objectives adopted as part of the budget and monitoring each department budget for compliance with spending limitations. Division Directors may transfer funds up to $20,000 within the line items within a departmental budget category (personnel costs, operations and maintenance or capital) without additional approval. All other transfers of appropriation or budget amendments require either City Council or City Manager approval as outlined in Section IV.B. G. Contingency Appropriations – The budget may include contingency appropriations within designated operating department budgets. These funds are used to offset expenditures for unexpected maintenance or other unanticipated expenses that might occur during the year. Currently, the City maintains contingency appropriations for insurance deductibles, unexpected legal expenses and equipment repairs. H. Council Contingency Account – The budget may contain appropriated funds to be used at the discretion of the City Council. Actual expenditure of these funds is specifically approved by the City Council on an item by item basis. The Council Contingency Account for 2003/04 is $60,000, included in the General Fund. III. REVENUE MANAGEMENT A. Characteristics – The City will strive for the following optimum characteristics in its revenue system: 1. Simplicity – The City, where possible and with out sacrificing accuracy, will strive to keep the revenue system simple in order to reduce compliance costs for the taxpayer or service recipient. 2. Certainty – A knowledge and understanding of revenue sources increases the reliability of the revenue system. The City will understand its revenue sources and enact consistent collection policies to provide assurances that the revenue base will materialize according to budget. 3. Equity – The City shall make every effort to maintain equity in its revenue system; i.e., the City should seek to minimize or eliminate all forms of subsidization between entities, funds, services, utilities, and customer classes, and ensure an on-going return on investment for the City. 4. Revenue Adequacy – The City should require there be a balance in the revenue system; i.e., the revenue base will have the characteristics of fairness and neutrality as it applies to cost of service, willingness to pay, and ability to pay. 211 be presented to the City Council no later than the 1st day of August to provide the City Council time to adopt the budget in the required time frame. 1. Proposed Budget – A proposed budget shall be prepared by the City Manager with participation of all the City’s Division Directors within the provision of the Charter and the Century Plan. a) The budget shall include four basic segments for review and evaluation: • Revenues • Personnel Costs • Operations and Maintenance • Capital and other non project costs b) The budget review process will include City Council participation in the development of each segment and allow for citizen participation in the process, and will allow for sufficient time to address policy and fiscal issues by the City Council. c) A copy of the proposed budget will be filed with the City Secretary when it is submitted to the City Council. A copy will also be available at the Georgetown Public Library for citizen review. 2. Adoption – Upon finalization of the budget appropriations, the City Council will hold a public hearing, and subsequently adopt by Ordinance the final budget as amended. The budget will be effective for the fiscal year beginning October 1st. The Annual Operating Plan document will be submitted annually to the Government Finance Officers Association (GFOA) for evaluation and consideration for the Distinguished Budget Presentation Award. C. Balanced Budget – The goal of the City is to balance the operating budget with current revenues, whereby, current revenues would match and fund on-going expenditures/expenses. Excess balances in the operating funds from previous years would then be used for non-recurring expenditures/expenses or as capital funds. This policy was adopted in fiscal year 2002, and is fully implemented in fiscal year 2004 as planned. The Charter (Section 6.04) requires that an operating deficit created in any fiscal year shall be paid off and discharged during the following year. In practice, deficit has been interpreted to mean City funds as a whole. The City Council may choose from time to time to allow individual funds to have a negative balance as long as Operating Reserve requirements for the City as a whole are maintained. D. Planning – The budget process will be coordinated so that major policy issues are identified prior to the budget approval date. This will allow City Council adequate time for consideration of appropriate decisions and analysis of financial impacts. 213 5. Realistic and Conservative Estimates - Revenues will be estimated realistically, and conservatively, taking into account the volatile nature of various revenue streams. 6. Administration – The benefits of a revenue source should exceed the cost of levying and collecting that revenue. 7. Diversification and Stability – A diversified revenue system with a stable source of income shall be maintained. This will help avoid instabilities in two particular revenue sources due to factors such as fluctuations in the economy and variations in the weather. B. Other Considerations – The following considerations and issues will guide the City in its revenue policies concerning specific sources of funds: 1. Cost/Benefit of Incentives for Economic Development – The City will use due caution in the analysis of any incentives that are used to encourage development. A cost/benefit (fiscal impact) analysis will be performed as part of the evaluation. 2. Non-Recurring Revenues – One-time or non-recurring revenues should not be used to finance current ongoing operations. Non-recurring revenues should be used only for non-recurring expenditures and not for budget balancing purposes. 3. Property Tax Revenues – All real and business personal property located within the City will be valued at 100% of the fair market value for any given year based on the current appraisal supplied by the Williamson County Appraisal District. Conservative budgeted revenue estimates result in a projected ninety-eight percent (98%) budgeted collection rate for current ad valorem taxes. Two percent (2%) of the current ad valorem taxes will be projected as the budget for delinquent ad valorem tax collection. For budgeting purposes, the City will forecast the current year’s effective tax rate at the current collection rate of 98%, unless directed otherwise. 4. Interest Income – Interest earned from investments will be distributed to the funds in accordance with the equity balance of the fund from which the monies were provided to be invested. 5. User-Based Fees and Service Charges – For services associated with a user fee or charge, the direct or indirect costs of that service will be offset by a fee where possible. The City will review fees and charges no less than once every three years to ensure that fees provide adequate coverage for the cost of services. The City Council will determine how much of the cost of a service should be recovered by fees and charges. 6. Enterprise Fund Rates – The City will review and adopt utility rates as needed to generate revenues required to fully cover operating expenses, meet the legal requirements of all applicable bond covenants, and provide for an adequate level of working capital. 258 Revenue Bonds - Bonds of the City which are supported by the revenue generating capacity of the electric, water and wastewater system. Service Improvement Program (SIP) Fees - Charges paid, on a per unit cost basis, by a developer for a portion of the cost of infrastructure improvements such as fire protection, road improvements, electric, wastewater and water system improvements needed to service a development. Fees are set as part of a Council approved development agreement. Special Revenue Fund (SRF) - A fund used to account for the proceeds of specific revenue sources (other than special assessments, expendable trusts, or for major capital projects) that are legally restricted to expenditure for specified purposes. Special Utility District - A legally separate political subdivision under Texas law to provide utility services. Sun City Texas - Del E. Webb Corporation (Del Webb) broke ground in May 1995 on a 9,500 home, 5,300 acre active retirement community called Sun City Texas. The City’s development agreement with Del Webb provides for fire protection, wastewater, water and electric services, and collector and arterial street improvements, as well as annexation as each phase is started. The City is providing the off-site improvements with the construction and carrying costs offset by special impact fees, paid by Del Webb, without cash shortfalls or increases in overall service rates for water and wastewater. The scope of the project was amended in 2003 to include only 5,000 units. Surplus - The excess of the assets of a fund over its liabilities; or if the fund has other resources and obligations; the excess of resources over the obligations. The term should not be used without a properly descriptive adjective unless its meaning is apparent from the context. See also Fund Balance. Tax Base - The total value of all real, personal and mineral property in the City as of January 1st of each year, as certified by the County Appraisal Board. The tax base represents net value after all exemptions. Tax Levy - The resultant product when the tax rate per one hundred dollars is multiplied by the tax base. Tax Rate - Total tax rate is set by Council and is made up of two components: debt service and operations rates. It is the amount levied for each $100 of assessed valuation. Tax Roll - The official list showing the amount of taxes levied against each taxpayer or property. Times Coverage Ratio - A calculation of the revenue available divided by the combined debt payment requirement of the utilities,. This ratio is one indication of the City’s ability to pay its revenue debt obligations. Transfers In/Out - Amounts transferred from one fund to another to assist in financing the services or programs for the recipient fund. Unencumbered Fund Balance - For budget purposes, the unencumbered fund balance is the amount of undesignated fund balance of a fund available for allocation. Urban Design - The unique character of Georgetown formed primarily by its man made physical features. User Charges - The payment of a fee for direct receipt of a public service by the party benefiting from the service. Working Capital - For enterprise funds, the excess of current assets over current liabilities. Working capital of a fund is important because budgeted expenditures of the fund must be provided for from cash receipts during the year supplemented by working capital carried over from prior years, if any. 214 Additionally, enterprise activity rates will include transfers to and receive credits from other funds as follows: a) General and Administrative Charges – Administrative costs should be charged to all funds for services of general overhead, such as administration, finance, customer billing, legal and other costs as appropriate. These chares will be determined through an indirect cost allocation following accepted practices and procedures. b) Payment for Return on Investment – The intent of this transfer is to provide a benefit to the citizens for the ownership of the various utility operations they own. • In-Lieu-of-Franchise-Fee. This transfer, currently 2% of operating revenues, is consistent with the franchise rates charged to investor owned utilities franchised to operate within the City. • Return on Investment. The return on investment (ROI) transfer is currently calculated at 8% of operating revenues. 7. Intergovernmental Revenues – All potential grants will be examined for matching requirements and must be approved by the City Council prior to making application of the grant. It must be clearly understood that operational requirements (on-going costs) set up as a result of a grant program could be discontinued once the term and conditions of the program have been completed. 8. Revenue Monitoring – Revenues as they are received will be regularly compared to budgeted revenues and variances will be investigated, and any abnormalities will be included in the quarterly report to the City Council. IV. EXPENDITURE POLICIES A. Appropriations – The point of budget control is at the department level budget for all funds. The Charter (Section 6.03) provides that any transfer of appropriation between funds must be approved by the City Council and that the City Manager, without City Council approval, is authorized to transfer appropriations between departments, within the same operational division and fund. The City Manager may also authorize transfer of salary adjustment monies between funds that are budgeted in a citywide account. B. Budget Amendments – The Charter (Section 6.04) provides a method to amend for budget amendments and emergency appropriations. The City Council may authorize with a majority plus one vote, an emergency expenditure as an amendment to the original budget. This may be done in cases of grave public necessity to meet an unusual and unforeseen condition that was not known at the time the budget was adopted. In practice, this has been interpreted to include revenue-related expenses within the enterprise funds and timing differences on capital improvement projects. The following criteria will be used in evaluation of budget amendments: • Is the request necessary? • Why was the item not budgeted in the normal budget process? 215 • Why can't a transfer be done within the Division to remedy the condition? The Director of Finance and Administration must certify availability of revenues or funding sources prior to adoption. C. Purchasing – All City purchases of goods or services will be made in accordance with the City’s current Purchasing Procedures and with State law. The following shows a summary of approval requirements for purchases. APPROVAL REQUIREMENTS FOR PURCHASES Dollar Figure Supervisor or Director Designee Department Director Purchasing Agent City Manager City Council Less than $1,000 (Purchase Order or Credit Card) $1,000 to less than $5,000 (Bid Form) $5,000 to $10,000 $10,000 to less than $15,000 $15,000 or more (Formal Bids – State required over $25,000) Denotes signature approval Council authorization D. Prompt Payment – All invoices approved for payment by the proper City authorities shall be paid within thirty (30) calendar days of receipt of goods or services or invoice date, whichever is later in accordance with State law. The City will take advantage of all purchase discounts, when possible. E. Risk Management – The City will pursue every opportunity to provide for the Public’s and City employees’ safety and to manage its risks. The goal shall be to minimize the risk of loss of resources through liability claims with an emphasis on safety programs. 216 V. BUDGET CONTINGENCY PLAN This policy is designed to establish general guidelines for managing revenue shortfalls resulting from local and national economic downturns that adversely effect the City's revenue streams. A. Immediate Action - Once a budgetary shortfall is projected, the City Manager will take the necessary actions to offset any revenue shortfall with a reduction in current expenses. The City Manager may: • Freeze all new hire and vacant positions except those deemed to be a necessity • Review all planned capital expenditures. • Delay all "non-essential" spending or equipment replacement purchases. B. Further Action - If the above actions are insufficient to offset the revenue deficit and the shortfall continues to increase, the City Manager will further reduce operating expenses to balance the variance. • Any resulting service level reductions, including workforce reductions, will be addressed by the City Council. VI. CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGET The City’s goal is to maintain City facilities and infrastructure in order to provide excellent services to the customers within the community, meet growth related needs, and comply with all state and federal regulations. A. Preparation – The City annually updates and adopts a five-year Capital Improvement Program (CIP) schedule as part of the operating budget adoption process. The plan is reviewed and adjusted annually as needed, and year one is adopted as the current year capital budget. The capital budget will include all capital projects, capital resources, and estimated operational impacts • Needed capital improvements are identified through system models, repair and maintenance records and growth demands. • A team approach will be used to prioritize CIP projects, whereby City staff from all operational areas provide input and ideas relating to each project and its effect on operations. • Citizen involvement and participation will be solicited in formulating the capital budget through neighborhood meetings, public hearings and other forums. • Georgetown Utility Systems (GUS) Advisory Board will review the plan prior to Council adoption. 217 B. Control – All capital project expenditures must be appropriated in the capital budget. Availability of resources must be identified, then reviewed by the Finance Division before any CIP contract is presented to the City Council for approval. • All contracts and other expenditures greater than $50,000 are reviewed by the Georgetown Utility Systems (GUS) Advisory Board prior to presentation to Council. C. Financing Programs – Where applicable, assessments, impact fees, pro rata charges, or other fees should be used to fund capital projects which have a primary benefit to specific identifiable property owners. Recognizing that long-term debt is usually a more expensive financing method, alternative-financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives equal or exceeding the average life of the debt issue. VII. CAPITAL MAINTENANCE AND REPLACEMENT The City recognizes that deferred maintenance increases future capital costs. Therefore, a portion of all individual funds with infrastructure should be budgeted each year to maintain the quality within each system. A. Infrastructure Maintenance - On-going maintenance and major repair costs are included as capital expense within the departmental operating budgets. These costs are generally considered system repairs and are not capitalized for accounting purposes. They include such items as street seal coat, water line repairs and other general system maintenance. B. Internal Service funds – The City currently utilizes internal service funds to maintain and replace existing assets. Assessments are made to the using funds for the use of equipment currently in use and to be purchased during the year. In this way, suitable funds are available for the purchase of operational assets without the issuance of debt. 1. Fleet Maintenance and Replacement - The City has a major investment in its fleet of cars, trucks, tractors, and other equipment. The City will anticipate replacing existing equipment, as necessary and will establish charges that are assigned to the using departments to account for the cost of that replacement. Vehicle maintenance is also allocated in this manner. 2. Technology – It is the policy of the City to plan and fund the maintenance and replacement of its computer network and other technology systems. The City currently uses a three-year replacement cycle for all desktop computers. 3. Facilities Maintenance – The City has established an on-going maintenance program, which include major repairs, equipment, as well as contracts for maintaining City facilities. The City has anticipated a useful life of such equipment and established a means of charging those costs to the various departments in order to recognize the City’s continuing costs of maintaining its facilities. 218 VIII. ACCOUNTING, AUDITING AND FINANCIAL REPORTING A. Accounting – The City is solely responsible for the recording and reporting of its financial affairs, both internally and externally. The Director of Finance and Administration is the City’s Chief Financial Officer and is responsible for establishing the structure for the City’s Chart of Accounts and for assuring that procedures are in place to properly record financial transactions and report the City’s financial position. B. Audit of Accounts – In accordance with the Charter, an independent audit of the City accounts will be performed every year. The auditor is retained by and is accountable directly to the City Council. C. External Reporting – Upon completion and acceptance of the annual audit by the City’s auditors, the City shall prepare a written Comprehensive Annual Financial Report (CAFR) which shall be presented to the City Council within 180 calendar days of the City’s fiscal year end. The CAFR shall be prepared in accordance with Generally Accepted Accounting Principals (GAAP) and shall be presented annually to the Government Finance Officer Association (GFOA) for evaluation and consideration for the Certificate of Achievement in Financial Reporting. D. Internal Reporting – The Finance Department will prepare internal financial reports, sufficient to plan, monitor and control the City’s financial affairs. IX. ASSET MANAGEMENT A. Cash Management and Investments – The City Council has formally approved a separate Investment Policy for the City of Georgetown that meets the requirements of the Public Funds Investment Act (PFIA), Section 2256 of the Texas Local Government Code. This policy is reviewed annually by the City Council and applies to all financial assets held by the City. 1. Statement of Cash Management Philosophy - The City shall maintain a comprehensive cash management program to include the effective collection of all accounts receivable, the prompt deposit of receipts to the City’s depository, the payment of obligations, and the prudent investment of idle funds in accordance with this policy. 2. Objectives – The City’s investment program will be conducted as to accomplish the following listed in priority order: • Safety of the principal invested • Liquidity and availability of cash to pay obligations when due • Receive the highest possible rate of return (yield) consistent with the City’s investment policy. 3. Safekeeping and Custody – Investments may only be purchased through brokers/dealers who meet the criteria detailed in the investment policy, which also addresses internal controls related to investments. 219 4. Standard of Care and Reporting – Investment will be made with judgement and care, always considering the safety of principal to be invested and the probable income to be derived. The Director of Finance and Administration is responsible for the overall management of the City’s investment program and ensures all investments are made in compliance with the investment policy. An investment report, providing both summary and detailed information, will be presented to the City Council quarterly. 5. Authorized Investments – The City can currently invest in the following: • Certificates of Deposit • U.S. Treasury and Agency securities • Investment Pools that meet the requirements of the PFIA • No-load Money Market Mutual Funds • Fully collateralized Repurchase Agreements • Other investments as approved by City Council and not prohibited by law B. Fixed Assets – These assets will be reasonably safeguarded and properly accounted for, and prudently insured. 1. Capitalization Criteria - For purposes of budgeting and accounting classification, the following criteria must be capitalized: • The asset owned by the City. • The expected useful life of the asset must be longer than one year, or extend the life of an identifiable existing asset by more than one year. • The original cost of the asset must be at least $5,000. • The asset must be tangible. • On-going repairs and general maintenance are not capitalized. 2. New Purchases – All costs associated with bringing the asset into working order will be capitalized as part of the asset cost. This will include start up costs, engineering or consultant type fees as part of the asset cost once the decision or commitment to purchase the asset is made. The cost of land acquired should include all related costs associated with its purchase. 3. Improvements and Replacement – Improvements will be capitalized when they extend the original life of an asset or when they make the asset more valuable than it was originally. The replacement of assets components will normally be expensed unless they are a significant nature and meet all the capitalization criteria 220 4. Contributed Capital - Infrastructure assets received from developers or as a result of annexation will be recorded as equity contributions when they are received. 5. Distributions Systems - All costs associated with public domain assets, such as streets and utility distribution lines will be capitalized in accordance with the capitalization policy. Costs should include engineering, construction and other related costs including right of way acquisition. 6. Reporting and Inventory – The Finance Division will maintain the permanent records of the City’s fixed assets, including description, cost, department of responsibility, date of acquisition, depreciation and expected useful life. Periodically, random sampling at the department level will be performed to inventory fixed assets assigned to that department. Responsibility for safeguarding the City’s fixed assets lies with the department supervisor or manager whose department has been assigned the asset. X. DEBT MANAGEMENT The City of Georgetown recognizes the primary purpose of capital facilities is to provide services to the community. Using debt financing to meet the capital needs of the community must be evaluated according to efficiency and equity. Efficiency must be evaluated to determine the highest rate of return for a given investment of resources. Equity is resolved by determining who should pay for the cost of capital improvements. In meeting demand for additional services, the City will strive to balance the needs between debt financing and “pay as you go” methods. The City realizes that failure to meet the demands of growth may inhibit its continued economic viability, but also realizes that too much debt may have detrimental effects on the City’s long-range financial condition. The City will issue debt only for the purpose of acquiring or constructing capital assets for the general benefit of its citizens and to allow it to fulfill its various purposes as a city. A. Usage of Debt - Debt financing will be considered for non-continuous capital improvements of which future citizens will be benefited. Alternatives for financing will be explored prior to debt issuance and include, but not limited to: • Grants • Use of Reserve Funds • Use of Current Revenues • Contributions from developers and others • Leases • Impact Fees 221 When the City utilizes long-term financing, it will ensure that the debt is soundly financed by conservatively projecting revenue sources that will be used to pay the debt. It will not finance the improvement over a period greater than the useful life of the improvement and it will determine that the cost benefit of the improvement, including interest costs, is positive to the community. B. Types of Debt – 1. General Obligation Bonds (GO’s) – General obligation bonds must be authorized by a vote of the citizens of Georgetown. They are used only to fund capital assets of the general government and are not to be used to fund operating needs of the City. The full faith and credit of the City as well as the City’s ad valorem taxing authority back general obligation bonds. Conditions for issuance of general obligation debt include: • When the project will have a significant impact on the tax rate; • When the project may be controversial even through it is routine in nature; or • When the project falls outside the normal bounds of projects the City has typically done. 2. Revenue Bonds – Revenue bonds will be issued to provide for the capital needs of any activities where the capital requirements are necessary for the continuation or expansion of a service. The improved activity shall produce a revenue stream to fund the debt service requirements of the necessary improvement to provide service expansion. The average life of the obligation should not exceed the useful life of the asset(s) to be funded by the bond issue and will generally be limited to no more than twenty (20) years. 3. Certificates of Obligation, Contract Obligations (CO’s) – Certificates of obligation or contract obligations may be used to fund capital requirements that are not otherwise covered either by general obligation or revenue bonds. Debt service for CO’s may be either from general revenues (tax-supported) or supported by a specific revenue stream(s) or a combination of both. Typically, the City may issue CO’s when the following conditions are met: • When the proposed debt will have minimal impact on future effective property tax rates; • When the projects to be funded are within the normal bounds of city capital requirements, such as for roads, parks, various infrastructure and City facilities; and • When the average life of the obligation does not exceed the useful life of the asset(s) to be funded by the issue. Certificates of obligation will be the least preferred method of financing and will be used with prudent care and judgement by the City Council. Every effort will be made to ensure public participation in decisions relating to debt financing. 222 4. Self-supporting General Obligation Debt – Refers to general obligation debt issued for a specific purpose and repaid through dedicated revenues other than ad valorem taxes. The annual debt requirements are not included in the property tax calculation. Both Airport and Stormwater Drainage fund issue this type of debt. 5. Internal borrowing between City funds – The City can authorize use of existing long-term reserves as “loans” between funds. The borrowing fund will repay the loan at a rate consistent with current market conditions. The loan will be repaid within ten (10) years. The loan will be considered an investment of working capital reserves by the lending fund. 6. Short-term borrowing - The City may authorize the issuance of Public Property Finance Contractual Obligations (PPFCO) which are short-term obligations for the acquisition of personal public property, such as equipment. PPFCOs are payable from either ad valorem taxes or another dedicated revenue stream. Each issuance will be assessed to ensure cost effectiveness and the repayment schedule will not exceed the useful life of the asset. Multiple equipment acquisitions can be grouped in a single PPFCO issue in order to develop economies of scale. C. Method of Sale – The City will use a competitive bidding process in the sale of bonds unless conditions in the bond market or the nature of the issue warrants a negotiated bid. In such situations, the City will publicly present the reasons for the negotiated sale. The City will rely on the recommendation of the financial advisor in the selection of the underwriter or direct purchaser. D. Disclosure – Full disclosure of operating costs along with capital costs will be made to the bond rating agencies and other users of financial information. The City staff, with assistance of the financial advisor and bond counsel, will prepare the necessary materials for presentation to the rating agencies and will aid in the production of the Preliminary Official Statements. The City will take responsibility for the accuracy of all financial information released. E. Federal Requirements – The City will maintain procedures to comply with arbitrage rebate and other Federal requirements. F. Debt Structuring – The City will issue bonds with an average life of twenty (20) years or less, not to exceed the useful life of the asset acquired. The structure should approximate level debt service unless operational matters dictate otherwise. Market factors, such as the effects of tax-exempt designations, the cost of early redemption options and the like, will be given consideration during the structuring of long term debt instruments. G. Debt Coverage Ratio – Refers to the number of times the current combined debt service requirements or payments would be covered by the current operating revenues net of on-going operating expenses of the City’s combined utilities (Electric, Water, and Wastewater). The City will maintain a minimum debt service coverage ratio of 1.5 times for these utilities as a whole. The current bond ordinances for outstanding utility debt require a combined minimum 1.25 times 223 coverage ratio. The bond ordinances allow the City to forego a debt reserve fund for its utility debt if the coverage is maintained at 1.35 times or better. Debt coverage for 2003/04 is budgeted at 3.67 times coverage. A coverage ratio of 1.5 times will also be required for all funds issuing self-supporting debt. H. Bond Reimbursement Resolutions – The City may utilize bond reimbursements as a tool to manage its debt issues, due to arbitrage requirements and project timing. In so doing, the City uses its capital reserves "cash" to delay bond issues until such time when issuance is favorable and beneficial to the City. The City Council may authorize a bond reimbursement resolution for General Capital projects that have a direct impact on the City's ad valorem tax rate when the bonds will be issued within the term of the existing City Council. The City Council may also authorize revenue bond reimbursements for approved utility and other self-supporting capital projects within legislative limits. Currently revenue bonds must be issued within 18 months after an eligible bond funded project is begun. XI. OTHER FUNDING ALTERNATIVES: When at all possible, the City will research alternative funding opportunities prior to issuing debt or increasing user-related fees. A. Grants - All potential grants will be examined for any matching requirements and the source of those requirements identified. A grant funding worksheet, reviewed by Finance, that clearly identifies funding sources, outcomes and other relevant information will be presented and approved by the City Council prior to any grant application being submitted. It must be clearly understood that any resulting operation requirements of the grant could be discontinued once the term and conditions of the project have been terminated. The City Council must authorize acceptance of any grant funding. B. Use of Reserve Funds - The City may authorize the use of reserve funds to potentially delay or eliminate a proposed bond issue. This may occur due to higher than anticipated fund balances in prior years, thus eliminating or reducing the need for debt proceeds, or postpone a bond issue until market conditions are more beneficial or timing of the related capital improvements does not correspond with the planned bond issue. Reserve funds used in this manner are replenished upon issuance of the proposed debt. C. Developer Contributions - The City will require developers who negatively impact the City's utility capital plans offset those impacts. These policies are further defined within the City's utility line extension policy and other development regulations. D. Leases - The City may authorize the use of lease financing for certain operating equipment when it is determined that the cost benefit of such an arrangement is advantageous to the City. E. Impact Fees - The City will impose impact fees as allowable under state law for both water and wastewater services. These fees will be calculated in accordance with 224 statute and reviewed at least every three years. All fees collected will fund projects identified within the Fee study and as required by state laws. XII. FINANCIAL CONDITIONS, RESERVES, AND STABILITY RATIOS The City of Georgetown will maintain budgeted minimum reserves in the ending working capital/fund balances to provide a secure, healthy financial base for the City in the event of a natural disaster or other emergency, allow stability of City operations should revenues fall short of budgeted projections and provide available resources to implement budgeted expenditures without regard to actual timing of cash flows into the City. A. Operational Coverage – The City’s goal is to maintain operations coverage of 1.00, such that operating revenues will at least equal or exceed current operating expenditures. Deferrals, short-term loans, or one-time sources will be avoided as budget balancing techniques. This policy was introduced in fiscal year 2002, and fully implemented in fiscal year 2004. B. Operating Reserves – The City will maintain reserves at a minimum of seventy-five (75) days (20.83%) of net budgeted operating expenditures. Net budgeted operating expenditure is defined as total budgeted expenditures less interfund transfers and charges, general debt service (tax supported), direct cost for purchased power and payments from third party grant monies. See reserve calculation worksheet for the 2003/04 budget. 1. General Fund – The unobligated fund balance in the General Fund should equal at least sixty (60) days or 16.67% of annual budgeted General Fund expenditures. 2. Tourism Fund – A minimum sixty days (60) or 16.67% of operating expenditures will be reserved within the fund balance. 3. Water and Wastewater Funds – Working capital reserves in these funds should be 25% or ninety (90) days. 4. Other Funds – • Stormwater Drainage Fund - $150,000 • Airport Fund – As funds are available, up to ninety (90) days or 25% of operating expenses (less fuel costs) 5. Electric Fund – The remaining balance to meet the citywide requirement of seventy-five (75) days of reserve funds will be maintained within this fund. For all other non-enterprise funds, the fund balance is an indication of the balance of each particular fund at a specific time. The ultimate goal of each such fund is to have expended the fund balance at the conclusion of the activity for which the fund was established. Reserve requirements will be calculated as part of the annual budget process and any additional required funds to be added to the reserve balances will be appropriated within the budget. Funds in excess of the minimum reserves may be 225 expended for City purposes at the will of the City Council once it has been determined that use of the excess will not endanger reserve requirements in future years. C. Liabilities and Receivables - Procedures will be followed to maximize discounts and reduce penalties offered by creditors. Current liabilities will be paid within 30 days of receiving the invoice. Accounts Receivable procedures will target collection for a maximum of 30 days of service. Receivables aging past 120 days will be sent to a collection agency. The Director of Finance and Administration is authorized to write-off non-collectible accounts that are delinquent for more than 180 days, provided proper delinquency procedures have been followed, and include this information in the annual report to the City Council. D. Capital Project Funds – Every effort will be made for all monies within the Capital Project Funds to be expended within thirty-six (36) months of receipt. The fund balance will be invested and income generated will offset increases in construction costs or other costs associated with the project. Capital project funds are intended to be expended totally, with any unexpected excess to be transferred to the Debt Service fund to service project-related debt service. E. General Debt Service Funds – Revenues within this fund are stable, based on property tax revenues. Balances are maintained to meet contingencies and to make certain that the next year’s debt service payments may be met in a timely manner The fund balance should not fall below one month or 1/12th annual debt service requirements, in accordance with IRS guidelines. F. Investment of Reserve Funds – The reserve funds will be invested in accordance with the City’s investment policy. Existing non-cash investment would be exempt through retirement of the investment. 226 G. Ratios/Trend Analysis - Ratios and significant balances will be incorporated into both the mid-year and annual reports to the City Council. This information will provide users with meaningful data to identify major trends of the City's financial condition through analytical procedures. The following ratios/balances will be used as key financial indicators: • Fund Balance/Equity: Assets - liabilities FB/E AL (Acceptable level) minimum reserve requirement • Working Capital: Current assets less current liabilities CA - CL AL minimum reserve requirement • Current Ratio: Current assets divided by current liabilities CA/CL AL > 1.00 • Quick Ratio: "Liquid" current assets divided by current liabilities Liquid CA/CL AL > 1.00 • Debt/Assessed AV Taxes Debt divided by assessed Ad Valorem value D/AV AL < 5 • Debt Ratio: Current liabilities plus long-term liabilities divided by total assets CL +LTL/TA AL < 1 • Enterprise Oper Coverage: Operating rev divided by operating expense OR/OE AL > 1.25 • Times Coverage Ratio: Operating revenue less operating expense divided by annual debt service (OR-OE)/DSV AL > 1.5 The City will be to develop minimum/maximum levels for the above ratios/balances through analyzing of City historical trends and future projections. These ratios will also be compared to other similar or regional municipalities for further analysis. XIII. INTERNAL CONTROLS A. Written Procedures – Wherever possible, written procedures will be established and maintained by the Director of Finance and Administration for all functions involving cash handling and/or accounting throughout the City. These procedures will embrace the general concepts of fiscal responsibility set forth in this policy statement. 227 B. Division Directors Responsibility – Each division Director is responsible for ensuring that good internal controls are followed throughout their department, that all Finance Division directives are implemented and that all independent auditor internal control recommendations are addressed. Departments will develop and periodically update written internal control procedures. XIV. STAFFING The City’s goal as an employer is to attract and retain quality employees who provide excellent, friendly services to our community in an effective and efficient manner. A. Adequate Staffing – Staffing levels will be adequate for the fiscal functions of the City to operate effectively. Workload allocation alternatives will be explored before adding additional staff. B. Cost of Living Adjustment (COLA) - In order to sustain employee compensation levels within the competitive job market, the City may fund an annual COLA for all regular employees not included in a defined pay plan. The COLA will be based on the previous annual average Consumer Price Index (CPI) for the Texas Region. C. Pay for Performance – The City Council may fund a one-time bonus incentive program to aid in retaining quality employees and reward employees for productivity and job performance. This program will be funded with one-time available resources and paid as a lump- sum distribution for performance that exceeds expectations during the review period. 228 01/02 02/03 02/03 03/04 04/05 PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL ADOPTED PROJECTED FINANCE & ADMINISTRATION Accounting 6.75 7.75 7.75 7.75 7.75 Administration 2 2 2 2 2 Facilities Maintenance 1 1 1 2 2 Vehicle Service Center 4/.5 4/.5 4/.5 4/.5 4/.5 Municipal Court 3 3 3 3 3 Purchasing and Properties 6 6 6 6 6 Utility Office 10 11 11 13 13 Total (FT/PT) 32.75/.5 34.75/.5 34.75/.5 37.75/.5 37.75/.5 FIRE SERVICES Fire Administration 4 4 4 4 4 Fire Operations 43 46 46 46 46 Fire Prevention and Community Analysis 5/.5 5/.5 5/.5 5/.5 5/.5 Total (FT/PT) 52/.5 55/.5 55/.5 55/.5 55/.5 GEORGETOWN UTILITY SYSTEMS Administration 7 8 8 9 9 Electric 16 16 16 19 19 AMR 6 6 6 6 6 Systems Engineering 7 8 8 8 8 Stormwater Drainage 5/.5 5/.5 5/.5 5/.5 5/.5 Streets 11/.75 11/.75 11/.75 14/.75 14/.75 Water Distribution 13 13 13 13 13 Wastewater Collection 10/.25 10/.25 10 10 10 Total (FT/PT) 75/1.5 77/1.5 77/1.25 84/1.25 84/1.25 MANAGEMENT SERVICES City Council 1 1 1 1 1 City Manager's Office 5/.5 5/.5 5/.5 5/.5 5/.5 Airport 2/3.5 2/3.5 2/3.5 2/3.5 2/3.5 Human Resources 4 4 4 4 4 Economic Development 2 3 3 3 3 CVB/Main Street 2 3 3 3 3 Information Technology 8 8 8 8 8 Library 11/4.5 11/4.5 11/4.5 11/4.5 11/4.5 Total (FT/PT) 35/8.5 37/8.5 37/8.5 37/8.5 37/8.5 PARKS & RECREATION Parks 18/1.5 18/1.5 18/1.5 18/1.5 18/1.5 Recreation 10/14.25 11/13 11/13 11/13 11/13 Total (FT/PT) 28/15.75 29/14.5 29/14.5 29/14.5 29/14.5 PLANNING & DEVELOPMENT Administration 4/.5 3/.5 3/.5 5/.5 5/.5 Current Planning 7 7 7 6 6 Long Range Planning 2 2 2 2 3 Building Inpections 8 10 10 9 9 Total (FT/PT) 21/.5 22/.5 22/.5 22/.5 22/.5 POLICE SERVICES Administration Services Bureau 3 3 3 3 3 Field Operations Bureau 38 42 42 36 36 Support Services Bureau 29 30 30 36 36 Animal Services 6.5 6.75 6.75 6.75 6.75 Total (FT/PT) 76.5 81.75 81.75 81.75 81.75 TOTAL CITY OF GEORGETOWN (FT/PT) 320.25/27.25 336.5/26 336.5/25.75 346.5/25.75 346.5/25.75 Personnel Summary by Division 2002 - 2005 229 02/03 FTE (Full Time Equivalents) Budget Reclassified Positions(1) Reductions Mid-yr Additions Adopted Program Additions Total Proposed FTEs Economic Development 4- 4 0 Finance & Administration 35.25 3 38.25 Fire Services 55.5 55.5 Georgetown Utility Systems 78.5 -0.25 7 85.25 Information Technology 8- 8 0 Management Services 38.25 5.25 2 45.5 Parks & Recreation 43.5 43.5 Planning & Development 22.5 22.5 Police Services 73 6.75 2 81.75 Total 358.5 0 -0.25 4.00 10 372.25 (1) Moved Economic Development Division and Information Technology to Management Services and Animal Services Department to Police Personnel Summary 2003/04 EMPLOYEES - Full Time / Part Time (Full Time Equivalents) 320.25 318.25 304.5 286.25 266 247 25.75 27.25 32.25 31.75 35 32.5 32.25 336.5 346.5 26 0 50 100 150 200 250 300 350 400 2003/04 2002/03 2001/02 2000/01 1999/00 1998/99 1997/98 1996/97 Position Summary 2002-2005 0 10 20 30 40 50 60 70 80 90 F & A Fire GUS Mgmt Svcs Parks & Rec Planning Police FT E s 01/02 Actual 02/03 Actual 03/04 Budget 04/05 Projected 230 Program Summary by Fund Description Department Total 1-time Ongoing 03/04 FB 04/05 General Fund Gfund Revenue Allocation Revenues (20,686) (21,979) 2.5% COLA Program Various 160,000 160,000 Bonus Program Transfer to Joint Services City Wide 75,000 75,000 Facilities Masterplan Architect Management Services - City Manager 90,000 45,000 Facilities Masterplan Architect Transfer from Joint Services Fund Balance (45,000) City Manager Special Program Management Services - City Manager 25,000 25,000 Downtown Master Plan Imp Management Services - City Manager 240,000 240,000 Gateway Signage Management Services - City Manager 12,000 Security Cameras at City Hall Management Services - City Manager 5,000 5,000 Public Information Program Management Services - City Manager 10,000 25,000 Joint Svc Allocation Management Services - Contracts 22,169 30,834 GIS program - funding for Contract Planning & Development - Long Range Planning 15,000 15,000 San Gabriel Park Improvements Parks Maintenance 80,000 80,000 Restoration of Log Cabin Parks Maintenance 25,000 25,000 1,500 Police Public Safety Comp Increase plan to 2.5% Police - Support Services Bureau 83,741 117,448 Step plan maintenance Police - Support Services Bureau 33,707 35,392 Incentive Pay Police - Support Services Bureau 0 51,600 Portion already in BASE Police - Support Services Bureau (46,885) (47,823) Laser Radars for Police Police - Support Services Bureau 6,600 6,600 Bullet Proof Vest Replacement Police - Field Operations Burueau 5,000 5,000 Animal Services Software Police - Animal Services 20,000 20,000 4,800 Shotgun replacement in Police Police - Field Operations Burueau 4,400 4,400 Public Education Program for Police Police - Administration 5,000 5,000 Fire Public Safety Comp Increase plan to 2.25% Fire Operations 31,921 62,458 Step plan maintenance Fire Operations 30,537 32,063 Incentive Pay Fire Operations 04 9 , 3 8 0 Portion already in BASE Fire Operations (21,682) (22,116) Fire Training Facility Fire Operations 5,000 10,200 Streets Patching Crew GUS - Streets 101,272 98,468 Patching crew-reduction in maint. GUS - Streets (101,272) (98,468) Total Program Request - General Fund 850,822 531,000 508,757 Tourism Fund Destination Marketing CVB 22,000 22,000 Downtown Master plan impl CVB 30,000 30,000 2.5% COLA Program Main Street/CVB 2,800 2,800 Total Program Request - Tourism/CVB Fund 54,800 52,000 2,800 Mapping SRF GIS Program Implementation Planning & Development - Long Range Planning 29,750 11,450 Total Program Request - Mapping SRF 29,750 11,450 Court Fee SRF Courts Record Management F & A - Municipal Court 27,338 2,400 Total Program Request - Court Fee SRF 27,338 2,400 Facilities ISF 2.5% COLA Program Facilities - Administrative 1,200 1,200 Adding Grace Episcopal Church Facilities - Contracts 4,555 4,555 Facility Maintenance Worker Facilities - Administrative 39,900 39,900 Total Program Request - Facilities ISF 45,655 0 45,655 Fleet ISF Fleet Allocation Revenue New Program allocation revenue (5,830) (5,830) 2.5% COLA Program Fleet - Administrative 5,000 5,000 Facility Maintenance Vehicle Lease Revenue (4,790) (4,790) Field Cust. Svc Rep Maintenance Revenue (1,040) (1,040) Vehicle - Field Cust. Svc Rep Fleet - Capital 19,700 Vehicle - Field Cust. Svc Rep Transfer in Joint Services (19,700) Chipper/Chipper Truck Fleet - Capital 67,000 Chipper/Chipper Truck Transfer in Electric (67,000) Ford F-150 - Electric Dist. Crew Fleet - Capital 20,000 Ford F-150 - Electric Dist. Crew Transfer in Electric (20,000) Total Program Request - Fleet ISF (830) (830) 231 Program Summary by Fund Description Department Total 1-time Ongoing 03/04 FB 04/05 Joint Services ISF Collection Agent F & A - Utility Office 34,330 33,880 Collection Agent Computer Transfer to IR 1,979 Joint Service Allocation Revenue New Program allocation revenue (153,453) (154,798) Field Customer Svc/Collections F & A - Customer Service 35,690 34,140 Vehicle for Customer Svc Rep Transfer to Fleet 19,700 19,700 Finance Citizen Survey F & A - Administration 19,500 19,500 Secretary/Records Mgmt GUS - Administration 21,453 19,210 2.5% COLA Program Various 60,000 60,000 Bonus Program Management Services - City Wide Human Resources 300,000 75,000 Bonus Program Transfer from General Fund (75,000) Bonus Program Transfer from Electric Fund (75,000) Bonus Program Transfer from Water Fund (75,000) Facilities Masterplan Architect Transfer to General Fund 45,000 45,000 Total Program Request - Joint Services ISF 159,199 159,200 (7,568) Information Resources ISF 2.5% COLA Program Management Services - IT Administrative 12,400 12,400 Contracted Network Support Management Services - IT Contracts 20,000 20,000 Collection Agent Computer Management Services - IT Capital 1,979 Collection Agent Computer Transfer in Joint Services (1,979) Streets Patching Crew Computer Management Services - IT Capital 1,579 Streets Patching Crew Computer Transfer in General Fund (1,579) Total Program Request - Information Resources ISF 32,400 20,000 12,400 Airport 2.5% COLA Program Airport Administrative 4,800 4,800 Gfund Allocation Airport Administrative 86 (207) Joint Svc Allocation Airport Administrative 368 749 Total Program Request - Airport 5,254 5,342 Electric Operations Electric meter test equipment GUS - AMR 32,200 32,200 Chipper truck/Chipper Transfer to Fleet 67,000 67,000 8,780 2.5% COLA Program GUS - Electric Operations 26,300 26,300 Bonus Program Transfer to Joint Services City Wide 75,000 75,000 Gfund Allocation GUS - Electric Contracts 11,378 18,084 Joint Svc Allocation GUS - Electric Contracts 51,805 67,508 Electric Distribution Crew GUS - Electric Operations 137,920 139,060 Ford F-150 for Electric Dist Crew Transfer to Fleet 20,000 20,000 Total Program Request - Electric Fund 421,603 194,200 259,732 Sanitation Operations Gfund Allocation GUS - Sanitation Operations 954 831 Joint Svc Allocation GUS - Sanitation Operations 8,874 8,546 Total Program Request - Sanitation Fund 9,828 9,377 Stormwater Operations 2.5% COLA Program GUS - Stormwater Operations 5,000 5,000 Gfund Allocation GUS - Stormwater Operations 862 302 Joint Svc Allocation GUS - Stormwater Operations 10,566 10,065 Total Program Request - Stormwater Fund 16,428 15,367 Water Services Operations 2.5% COLA Program GUS - Water Services Operations 21,000 21,000 Bonus Program Transfer to Joint Services City Wide 75,000 75,000 Gfund Allocation GUS - Water Services Contracts 7,406 2,969 Joint Svc Allocation GUS - Water Services Contracts 59,671 37,096 Tank Rehabilitation GUS - Water Services Contracts 207,500 300,200 Total Program Request - Water Services 370,577 75,000 361,265 TOTAL PROGRAM REQUESTS 2,022,824 1,031,400 1,226,147 *Does not include GTEC charges 232 Contingency Reserve Requirements Worksheet (per Section XII.B of Fiscal and Budgetary Policy) -------------------- B Y F U N D -------------------- CITY WIDE General Electric Water Services Total budgeted expenditures 104,181,474 19,366,090 32,074,894 28,338,721 Less: Purchased Power- Electric (18,600,000)(18,600,000) Capital Improvements - Electric, WW, Water (18,381,750)(4,967,500) (13,414,250) Capital Improvements - Other Enterprise Funds (400,900) Capital Improvements - GCP, Streets & SRF (2,104,000) Capital Maintenance - General (724,928)(724,928) Capital Improvements - Special Revenue Funds (2,120,515) Airport Fuel Charge (890,000) Debt Service - General (2,435,595) One-Time Only Expenses (800,200)(531,000) (194,200) (75,000) Interfund Transfers (5,729,614)(131,661) (2,471,900) (1,586,100) Interfund Charges (8,971,533)(3,324,709) (2,063,389) (2,305,871) Budgeted operating expenditures 43,022,439 14,653,792 3,777,905 10,957,500 Percentage reserve requirements: 60 days - 16.67%7,170,407 2,442,299 629,651 1,826,250 75 days - 20.83% 8,963,008 3,052,873 787,064 2,282,813 90 days - 25%10,755,610 3,663,448 944,476 2,739,375 09/30/03 RESERVE BALANCES: Minimum Minimum Days Amount Amount Fund Required Required Included Electric Fund N/A 787,064 3,250,000 General Fund 60 days 2,442,299 2,450,000 Sanitation Fund N/A N/A N/A Stormwater Drainage Fund N/A 50,000 150,000 Water Services Fund 90 days 2,739,375 2,925,000 Airport Fund N/A N/A 150,000 Convention & Visitors Bureau SRF 75 days 56,830 75,000 All other City Funds expenditures N/A* 2,887,441 N/A (held in other operating funds) Totals for all expenditures 75 days 8,963,008 9,000,000 * Note:The city-wide contingency reserve requirement is 75 days of operating expenses. Only the General, Stormwater Drainage, Water Services, and Convention and Visitors Bureau SRF have a specific minimum fund reserve requirement. All excess reserves for City expenditures in funds that do not have a specific fund requirement are held in other operating funds. 233 Transfers Between Funds Interfund transfers include: Dividend to General Fund: 4 Utility operations have traditionally transferred to the General Fund eight percent of its gross billings for utility services and is viewed as a payment of the profits of the fund or a return on investment. The total return on investment transfer to the General Fund is $3,999,800 in 2003/04. Other Transfers: 4 Other transfers include grant matching, fire hydrant testing, and equipment purchases to other funds. General Fund SRF Fleet Fund Joint Services Information Technology Total Out: T General Fund 55,082 75,000 1,579 131,661 R Public Safety A Gen Cap Projects 1,085,600 1,085,600 N S Vehicle Services 48,874 48,874 F E Joint Services 45,000 19,700 1,979 66,679 R S Electric 2,309,900 87,000 75,000 2,471,900 F Water Services 1,511,100 75,000 1,586,100 R Stormwater O Drainage 107,500 107,500 M Sanitation 231,300 231,300 Total In: 4,204,800 103,956 1,192,300 225,000 3,558 5,729,614 T R A N S F E R T O 234 Internal Service Premiums Department Facilities Maintenance Fleet Information Services Joint Services General General Fund General Government 4,945 1,397,833 City Council 14,524 4,270 City Manager's Office 33,064 3,848 24,508 Municipal Court 5,443 8,446 19,257 Planning Admin 37,031 4,004 17,438 Current Planning 17,438 Long Range Planning 34,875 Inspection Services 25,114 47,953 Animal Services 5,700 18,609 18,196 Parks 23,480 106,876 33,959 Recreation 130,821 12,886 56,597 Library 57,909 125,099 Fire Services Administration 60,904 14,971 Fire Prevention 68,658 164,678 Fire Suppression 22,609 26,199 Police Administration 66,070 325 12,561 Support Services 6,922 125,609 Field Operations 114,023 154,917 Streets 177,897 18,243 Ecomonic Development & Tourism SRF Convention & Visitors Bureau 5,446 5,527 8,258 Facilities Maintenance Fund Facilities Maintenance 10,198 Fleet Management Fund Vehicle Service Center 21,188 4,138 Joint Services Fund Economic Development Administration 5,446 16,513 GUS Administration 66,100 3,815 22,804 Systems Engineering 28,054 22,804 Pump Maintenance Finance Administration 22,396 14,443 Accounting 33,700 Purchasing 22,623 7,501 24,828 Utility Office 8,976 12,857 49,655 Human Resources 14,831 21,019 235 Internal Service Fund premiums include: Facilities Maintenance 4 Contracts and repairs for buildings and grounds are charged to departments based on actual usage and charges. Fleet 4 Vehicle lease fees are charged to departments based on actual replacement costs. Maintenance fees are charged based on each department’s prior year actual usage. Information Technology 4 Computer and software lease fees are charged to departments based on replacement costs and estimated usage. Joint Services and General (nondepartment) 4 Fees are charged to funds receiving administrative services from another fund based on a reasonable, rational basis. The following factors are used as applicable. 4 relative revenues 4 relative personnel 4 number of utility accounts 4 number of work orders 4 number of requisitions Department Facilities Maintenance Fleet Information Services Joint Services General Information Services Fund Information Technology 28,989 4,213 46,813 Electric Fund Electric Operations 124,224 50,168 AMR 27,140 27,365 Electric Contracts 1,390,558 443,934 Water Services Fund Distribution & Collection 150,695 54,729 Plant Management 78,785 Contracts 1,732,686 288,976 Sanitation Fund Sanitation Contracts 167,843 37,234 Stormwater Drainage Fund Stormwater Drainage 76,168 9,122 266,394 33,634 Airport Fund Airport Operations 3,553 16,925 7,278 36,680 5,798 Total 618,251 1,137,507 1,330,405 4,991,994 * 809,576 * Excludes intergovernmental charges to GTEC of $83,800. 236 Utility Rate Schedule Electric Rates (effective 06/01/03) All Customers Power Cost Adjustment Variable Residential Sales Tax Inside City Limits: 1.75% of total electric charges Outside City Limits: None Commercial Sales Tax Inside City Limits: 8.0% of total electric charges Outside City Limits: 6.25% of total electric charges Residential Service Customer Charge: $6.00 per month Energy Charge: $0.0678 per kWh Small General Service Customer Charge: $12.00 per month Energy Charge: $0.0654 per kWh School Service Customer Charge: $12.00 per month Energy Charge: $0.0760 per kWh Municipal Water & Wastewater Pumping Service Customer Charge: $12.00 per month Energy Charge: $0.0574 per kWh Large General Service Customer Charge: $20.00 per month Demand Charge: $7.30 per kW, but not less than $365.00 Energy Charge: $0.0370 per kWh Load Factor Credit: $0.008 per kWh for all kWh in excess of 400 kWh per kW Curtailable Power Credit Available to customers with demand exceeding 50 kW; contact the Energy Services Manager for details Guard Light Service Customer Charge: $7.50 per lamp 237 Water Rates (effective 10/01/03) Customer Charge Inside City Outside City 3/4 inch meter $16.50 per month $21.80 per month 1 inch meter $23.00 per month $27.00 per month 1 1/2 inch meter $29.50 per month $35.00 per month 2 inch meter $48.00 per month $56.00 per month 3 inch meter $181.50 per month $211.50 per month 4 inch meter $231.00 per month $269.50 per month 6 inch meter $346.50 per month $404.50 per month 8 inch meter $462.00 per month $539.00 per month Cost per 1,000 gallons: $2.25 $2.60 Conservation Water Rates (effective 06/01/02) Residential Only - Effective on Billings June 1 – October 31 Inside City Outside City Per 1,000 gallons Per 1,000 gallons 0 to 19,000 gallons $2.25 $2.60 20,000 through 29,000 gallons $3.00 $3.35 30,000 through 39,000 gallons $4.50 $4.85 40,000 gallons and up $6.00 $6.35 Wastewater Rates (effective 10/01/03) Customer Charge: $11.75 per month Cost per 1,000 gallons: $3.10 Residential based on winter average water use Commercial charges are actual usage Garbage Rates (effective 11/04/02) All customers inside City limits must pay garbage. All customers outside City limits who receive City utilities and live on a City garbage route may select City garbage pickup. Sales Tax on Garbage Service: Residential and Commercial Inside City Limits: 8.0% Outside City Limits: 6.25% Residential Rate: Inside City Limits - $12.50 (includes recycling) Outside City Limits - $14.90 Non-Residential Rate: Varies - Rates will be set by type, amount and frequency of service. Stormwater Drainage Fees (effective 12/01/02) All residential water customers within the city limits must pay a monthly charge of $3.75. Non-residential water customers within the city limits must pay $3.75 per unit (2,088 square feet) which is calculated on the total square footage of impervious cover on the property. 238 Utility Deposit Requirements and Service Charges ⌧ Residential Deposit - $150.00 (cash, check or credit card); Will be waived with qualifying letter of credit ⌧ Non-Residential Deposit - 1/6 Estimated Annual Bill (Cash, Check, Credit Card, Letter of Credit from a bank, or surety bond) ⌧ Late Payment - 10% ⌧ Insufficient Check Charge - $25.00 ⌧ Disconnect Service Charge for Delinquent Bill or Insufficient Check - $30.00 ⌧ After Hours Reconnect Fee - $50.00 ⌧ Meter Reread Charge at Customer's Request - $10.00 ⌧ Temporary Service (5 days) - $35.00 ⌧ New or Transfer Account Charge - $30.00 plus $30.00 during non-business hours or same day connections ⌧ Meter Test - At Cost ⌧ Credit Cards: Discover, VISA and MasterCard accepted 250 Advisory Boards and Commissions In addition to the permanent advisory boards and commissions listed, the Council also appoints temporary advisory committees from time to time to address specific, short-term issues. The 2003 Membership of Advisory Boards & Commissions include: Airport Board Advisory. Studies and makes recommendations to the City Council regarding operations and facility improvements of the municipal airport. Ensures that the municipal airport is efficiently and adequately meeting the needs of the City and the air transportation industry. Mark Dietz, Chair Jeff Gilbert Arnold Wieder John Bader Don Pfiester Howard Fomby Tim Sullivan Animal Shelter Advisory Board. Ensures that the City of Georgetown Animal Shelter complies with all City and State laws governing its operation. Leo Prather, Chair Denise Askea Joanne Crossland Ken Finn Dr. Susan Hopper, DVM Gabe Sansing Joan Stanley Building Standards Commission. Hears appeals and renders decisions on rulings by City building inspectors or officials in regard to code interpretation, enforcement, and substandard housing or structures within the City. Jim Schiller, Chair Richard Lenning Sidney Smithson Edward Baxter Edward Martin Billy Strickland Cornelius Daly Lloyd Potts Convention & Visitors Board. Develops and advises the City Council on plans to promote convention business and tourism in Georgetown. Kent Huntsman, Chair Scherry Chapman Rosemary “Posey” Duncan Martha Lawlor W.P. (Bill) Lipscomb Carolyn Martin Michael Martin Jennifer Stephens James Timmons Ellen Weimer John Wiley Economic Development Commission. Makes recommendations to the City Council regarding the economic development goals, strategies and policies for the City of Georgetown. Dr. Ronald L. Swain, Chair Henry Carr Ralph Nayman Joe Pondrom Henry Boecker Tom Crawford Edward O’Rourke Richard (Rick) Smith Davidica Blum Kathryn Heidemann Russell Peterman Georgetown Housing Authority. Establishes policy and reviews operations of subsidized housing in Georgetown. Five members are citizens at-large and two members must be a housing authority resident. Bob Horick, Chair Sissy Lego Fran Carlson Ann Lockhart Amber Hardin 251 Georgetown Transportation Enhancement Corporation. The purpose of this Corporation is to promote economic and community development within the City and the State of Texas through the payment of costs for streets, roads, drainage, and other related transportation system improvements, including the payment of maintenance and operating expenses associated with such authorized projects. Jack Noble, President Ken Evans Doug Smith Henry Carr, Vice President Bill Masterson Mary Louise Poquette, Secretary Gabe Sansing Georgetown Utility System Advisory Board. Makes recommendations to the City Council regarding staff presentations related to capital improvement projects and priorities, utility services, resource supplies and other Council-assigned projects. Doug Smith, Chair Ken Evans Kendall Young Stanley Bland John Gavurnik Larry Brown Jack Hunnicutt Georgetown Youth Advisory Board. Advise the City Council on youth related issues. Members, ranging in age from thirteen to eighteen years old, work to develop future leaders, promote positive adult/youth cooperation and dialogue, and encourage youth participation in solving community concerns. This board can have up to 24 members. Jonathan Easley, Chair Rebecca Counts Lisa Foster Jake Maspero Amanda Patterson Jonathan Ross Soape Wes Varner Candice Butler Jennifer Daleiden Sarah Hilliard Ashleigh McCord Lauren Senchack Emma Strobell Tara Walker Lindsey Cockerell Jillian Daleiden Sarah Marriott Philip May Steffanie Sikes Melody Varner Historic & Architectural Review Commission. Makes recommendations to the City Council on the designation of historic sites or districts, acts and assists the City Council in formulating design guidelines and other supplemental materials relevant to the historic preservation or design review, approves or disapproves Certificates of Design Compliance, renders advice and guidance, upon request of property owners or occupants on new construction or the restoration, alteration or maintenance of any historic resource or other building within the District, and performs any other functions requested by the City Council. Joe Burke, Chair John Chapman Len Lester Mike Sparks Virgil Buell Clare Easley Jim Keys John Truehardt Kelly Burris Beebe Gray Karalei Nunn Library Advisory Board. Makes recommendations regarding the development of the book collection, programming, and other services provided by the Georgetown Public Library. Judy Parks, Chair Zora Evans Georgene Richaud Gerald Carson Ema Fielder Gerald Sensabaugh Jackie Cuozzo Judy Griffith Nancy Varljen Main Street Advisory Board. Makes recommendations to the City Council regarding the promotion, maintenance, and encouragement of the civic, social, commercial, tourist and economic welfare of the historic downtown central business district of Georgetown. Bryant Boyd, Chair Glenda Overfelt Liz Atherton Ellie Skross Joshua McClure Robert Weimer 252 Parks and Recreation Board. Recommends, to the City Council, uses of parkland and parks/recreational facilities and improvements in programs, activities, and facilities to meet community recreation needs and interests. John Houck, Chair Lilya Crystal Jeff Gambino Mark Ramsey, Vice Chair Phil Davis Mitchell Knauth Douglas Blackard, Secretary Ron Doernbach James Watson Planning & Zoning Commission. Studies and reviews plans and recommends to City Council action to be taken in regard to City growth and development and comprehensive community planning. Also, makes recommendations and acts as a hearing board on zoning requests. Drafts new development regulations and conducts periodic review of plans and regulations. Christopher Aadnesen, Chair Harry Gibbs William Moore Linda Turner Johnny Anderson Audrey McDonald Brian Ortego Michelle Gambino Marlene McMichael Jennifer Shield Public Safety Advisory Board. The seven-member Public Safety Advisory Board was created by the City Council in April, 2002, to work with staff and Council to establish a new compensation package for safety personnel; to work with staff to determine the appropriate process for citizen complaint resolution and recommendation to the Council; to develop a long-range Public Safety Strategic Plan; and to work with staff and Council on major public safety projects that arise. Paul Webster, Chair Bob Phillips Norma Clark Bill Shanhouse Robert Maier Greg Zavala Williamson County & Cities Health District. Advises state, county and local elected officials on the status of public health matters in Williamson County. Lettie Lee, Georgetown (remaining members appointed by County Commissioners Court) Margaret Fink, Round Rock Katherine Galloway, Cedar Park Scholley Bubenik, Taylor Vernon O’Rourke, Commissioners Court Mary Faith Sterk, Commissioners Court Karen Wilson, Director of Health District Zoning Board of Adjustment. Hears and decides appeals that allege that there was an error in any order, requirement, decision, or determination made by a City administrative officer, department, or board. Also acts on applications that are submitted for a variance or a special exception to City zoning regulations. Tom Nichols, Chair Don Mabray Ken Fuller William Sattler Audrey McDonald Glossary & Index Glossary and Index Table of Contents Glossary..............................................................................................................................................253 Index....................................................................................................................................................259 253 Glossary Accrual Accounting - A basis of accounting in which revenues are recognized in the accounting period in which they are earned, and expenses are recognized in the period in which they are incurred. Administrative Charges - The charges imposed upon a fund for support services provided by another fund. For example, the Accounting Department (Joint Services Fund) provides services to the Electric Fund, therefore the Joint Services Fund charges the Electric Fund for these services based on reasonable allocation methods. Adopted - Adopted, as used in fund summaries and department and division summaries within the budget document, represents the budget as approved by formal action of the City Council which sets the spending limits for the fiscal year. Ad Valorem - In proportion to value. A basis for levy of taxes on property. Amended Budget - Includes the adopted budget for a fiscal year, plus any budget amendments or budget transfers. Annexed Property - Land previously outside the City limits that becomes part of the City during a year through the legal process of incorporation. Annual Operating Plan - The Century Plan requires the preparation and adoption of an annual operating plan, or budget, that focuses on the Policies of the Century Plan as a way to account for projects and work activities initiated by the City. The Annual Operating Plan acts as the City’s short range guideline for revenue projections, cost of service budgeting and project planning and demonstrates incremental progress towards the implementation of the Century Plan. The Annual Operating Plan includes programs, projects and work activities for the one, two and five year time horizons. Appropriation - An authorization made by the City Council through an approved budget which permits the City to incur obligations and to make expenditures of resources. Appropriations lapse at the end of the fiscal year. Assessed Valuation - A valuation set upon real estate or other property by the County Appraisal District to be used as a basis for levying taxes. Asset - Resources owned or held which have monetary value. Audit - A comprehensive review of the manner in which the government's resources were actually utilized. A certified public accountant issues an opinion over the presentation of financial statements, tests the controls over the safekeeping of assets and makes recommendations for improvements where necessary. Balance Sheet - A financial statement that discloses the assets, liabilities, reserves and balances of a specific fund as of a specific date. Base Budget - The on-going expense for personnel, operating services and the replacement of supplies and equipment to maintain service levels. The base budget does not include new programs or projects, which are approved on an individual basis. Benchmarking – Measures progress from a point in time and is something that serves as a standard by which others may be measured. Bond - A written promise, generally under seal, to pay a specified sum of money, called the face value, at a fixed time in the future, called the date of maturity, and carrying interest at a fixed rate, usually payable periodically. The difference between a note and a bond is that the latter usually runs for a longer period of time and requires greater legal formality. Budget - A plan of operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. The City of Georgetown’s budget is called the Annual Operating Plan. 254 Budget by Program/Function - A breakdown of the annual budget that groups like expenditures by the type of program or function. Interfund charges and Internal Service fund premiums or leases are eliminated for presentation purposes. Budget Year - The fiscal year of the City which begins October 1 and ends September 30. Capital Budget - A plan of proposed capital outlays and the means of financing them for the current fiscal period. Capital or Capital Outlay - See the Capitalization Policy in this Budget for a definition of this term. Capital Improvement Program - The Capital Improvement Program (CIP) is a comprehensive plan of capital investment projects which identifies priorities as to need, method of financing, and project costs and revenues that will result during a five year period. The program is a guide for identifying current and future fiscal year requirements and becomes the basis for determining the annual capital budget. CIP or Capital Projects - A group of planned expenditures for construction of large scale assets, such as a water line. Significant maintenance projects, such as street overlay, are also considered capital projects, but are capitalized only in the event they extend the life of the asset. Capital Recovery Fees - Capital Recovery Fees are developer paid infrastructure fees adopted under Chapter 395 of Texas Local Government Code or as part of a development agreement. Capital Replacement Fund - Vehicle which allows purchase of operating capital items on a long-term basis through budgeted annual payments and transfers during the fiscal year. The City’s Fleet and Information Services Internal Service Funds act as capital replacement funds. Cash Accounting - A basis of accounting in which transactions are recorded when cash is either received or expended. Century Plan - The City’s comprehensive plan that acts as a cornerstone for the City’s present and future development and reflects the aspirations of the citizens for their City and describes an ongoing process by which Georgetown will strive to enhance its quality of life. The Century Plan is currently in effect until 2010 and contains the Policy Plan, which contains the overriding policies and administrative structure of the Plan and the Functional Plan elements, which address specific elements is detail. City Charter - The document that establishes the City as an incorporated political subdivision (municipal government) in accordance with the statutes of the State of Texas. The charter provides the form, roles and powers of the municipal government that is the City of Georgetown. Conservation Rate - A stepped water rate, effective only during the summer months for residential customers, to encourage water conservation. All revenue generated from these increased rates is put aside to be used for future expansion of water treatment plants. Contingency - A budgetary appropriation reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted for. The primary contingency account requires City Council approval for all expenditures. Contingency Reserves - A portion of the budgeted ending fund balance or working capital that is not available for appropriation. The intent of the reserves are to provide flexibility, should actual revenues fall short of budgeted revenues and to provide adequate resources to implement budgeted expenditures without regard to the actual cash flow of the fund. Coverage Ratio - A term defined by revenue bond indenture. Refers to the ratio of net revenues of the electric, water and wastewater systems, after all maintenance and operations expenses are considered, to total debt service. The minimum ratio required by the current bond indenture is 1.25. The City’s Fiscal Policy requires 1.5 times coverage. Debt Margin - The difference between the maximum amount of debt that is legally permitted and the amount of debt outstanding subject to the limitation. 255 Debt Payments - Scheduled payments of principle and interest on outstanding debt. The payments are often referred to as “debt service”. Debt Principle Reduction - The scheduled yearly payment that reduces the amount of outstanding debt. Debt Service - The City's obligation to pay principal and interest on bonded debt. A.Self-Supported Debt - Debt for which the City has pledged a repayment source separate from its general tax revenues (e.g. stormwater bonds repaid from stormwater drainage fees.) B.Tax Supported - Debt for which the City has pledged a repayment from its property taxes. Debt to Valuation Ratio - The amount of taxable debt outstanding as a percentage of the taxable property assessment. This is a common benchmark used to determine the appropriateness of a city’s property tax supported general obligation debt (including Certificates of Obligation). Dedicated Property Tax - The portion of property taxes that is set aside for a specific use, such as street maintenance. The City Council has dedicated five cents of the property tax rate to street capital improvements. Del E. Webb Corporation (Del Webb) - see Sun City Texas. Delinquent Taxes - Taxes that remain unpaid after the date on which a penalty for nonpayment is attached. Property tax statements are mailed out in October and become delinquent if unpaid by January 31. Department - A specific functional area within a City division. Depreciation - The process of estimating and recording the expired useful life of a fixed asset which is used to distribute its cost over its revenue producing years. Developmental Assets - A term coined by Search Institute for 40 individual building blocks that children and adolescents need to grow up competent, caring and healthy. Division - An administrative unit of the City having management responsibility for a group of departments. Effective Tax Rate - Texas law prescribes a formula for calculating the effective tax rate for cities. The net effect of the formula is to produce a tax rate that goes down when property values rise (and vice versa) to generate a rate that produces approximately the same revenue as the year before. The formula makes adjustments for additional debt service, newly annexed property, and newly constructed property. If the tax rate is raised by three percent or more over the prior year's effective tax rate, State law requires that special notices must be posted and published. If the increase is more than 8%, the increase above 8% is subject to a possible rollback election by the voters. Employee Benefits - For the purpose of budgeting, this term refers to the City’s costs of health insurance, pension contributions, social security contributions, workers’ compensation and unemployment insurance costs. Encumbrance - Any commitment of funds against an appropriation. It may be in the form of a purchase order or a contract. Encumbrance accounting is formally integrated into the accounting system for expenditure control purposes. An encumbrance differs from an account payable as follows: an account payable represents a legal liability to pay and results from the goods and/or services requested in a purchase order or contract having been delivered to the City. Until such time as the goods and/or services are delivered, the commitment is referred to as an encumbrance. Enterprise Fund - A fund established to finance and account for operations (1) that are financed and operated in a manner similar to private business enterprises - where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (2) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purpose. 256 Executive Limitations - Specific boundaries stated as part of the City’s governance model. The boundaries serve as the limits within which staff must accomplish the goals and objectives of the City. Expenditures - If the accounts are kept on the accrual basis this term designates total charges incurred, whether paid or unpaid, including expenses, provision for retirement of debt not reported as liability of the fund from which retired, and capital outlays. If accounts are kept on the cash basis, the term covers only actual disbursements for these purposes. Encumbrances are not considered expenditures. Expense - Charges incurred, whether paid or unpaid, for operation, maintenance, and interest, and other charges which are presumed to benefit the current fiscal period. Legal provisions sometimes make it necessary to treat as expense charges whose benefits extend over future periods. Fiscal Year - An accounting period, typically twelve months, to which the annual budget applies and at the end of which a city determines its financial position and results of operations. The City's fiscal year is October 1 through September 30. Fixed Assets - Assets of a long-term character which are intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment. Franchise fees - A fee that a government imposes to permit the continuing use of public property and right of ways, such as city utility poles, streets, etc. Full Time Equivalent (FTE) - A part-time position converted to the decimal equivalent of a full-time position based on 2,080 hours per year, or a full value of one for a full-time position. Functional Plan - Elements of the Century Plan which describe 15 policy plan categories that detail the manner in which the Policy Plan will be fulfilled. City Council has adopted to date four Functional Plan elements: Economic Development Strategic Plan, Development Plan, Parks and Recreation Plan and Facilities and Services Plan. The preparation and adoption of the Functional Plans, including Land Use, Transpiration, Utilities, Environmental, Citizen Participation, Housing, Health and Human Services, Historic Preservation, Airport, Annexation, Urban Design and Capital Improvements, are to be completed in subsequent years. Fund - An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources, together with all related liabilities, obligations, reserves, and equities which are segregated for the purpose of carrying on in accordance with special regulations, restrictions, or limitations. Fund Balance - The excess of a fund's assets over its liabilities and reserves. Funding Source - Identifies the source of revenue to fund appropriations. General Fund - The fund that is available for any legal authorized purpose and which is therefore used to account for all revenues and all activities except those required to be accounted for in another fund. Note: The General Fund is used to finance the ordinary operations of a governmental unit. Generally Accepted Accounting Principles (GAAP) - The uniform minimum standards and guidelines for financial accounting and reporting. The primary authoritative body on the application of GAAP to state and local governments is the Governmental Accounting Standards Board (GASB). General Obligation Debt - Tax supported bonded debt which is backed by the full faith and credit of the City. Geographic Information System (GIS) - A computer system, which transforms geographically-referenced data into maps and other geographic relationship information. Georgetown Transportation Enhancement Corporation (GTEC) – This corporation was formed to promote economic and community development within the City and the State of Texas through the payment of costs for streets, roads, drainage, and other related transportation system improvements, including the payment of maintenance and operating expenses associated with such authorized projects. 257 Grant - A contribution by one governmental unit to another. The contribution is usually made to aid in the support of a specified function (for example, education), but it is sometimes also for general purposes. Impact Fees - Fees assessed to developers to help defray a portion of the costs that naturally result from increased development. By Texas law, these fees must be used for capital acquisition or debt service relating to capital projects. Indicator - A benchmark used to measure performance or workload or compare against a predetermined standard. Infrastructure - Roads, bridges, curbs and gutters, streets, sidewalks, drainage systems, lighting systems, water lines, wastewater lines and other improvements that are installed for the common good. Interfund Transfer - A movement of cash between funds for the purpose of return on investment or funding projects and operations. Internal Service Fund (ISF) - A fund established to finance and account for services and commodities furnished by a designated department or agency to other departments or agencies within a single governmental unit or to other governmental units. Amounts expended by the fund are restored thereto, either from operating earnings or by transfers from other funds, so that the original fund capital is kept intact. ISF Premiums - Fees charged by one fund to other departments based on replacement costs and usage costs for vehicles, computers and buildings and administrative fees charged to funds based on service needs. Modified Accrual Accounting - A basis of accounting in which expenditures are accrued but revenues are accounted for when it becomes measurable and available. Operating Budget - This budget, associated with providing on-going services to citizens, includes general expenditures such as personal services, professional services, maintenance costs, supplies and operating capital items. Personnel Expenditures - For the purpose of budgeting, this term refers to all wages and related items: regular pay, premium pay, longevity pay, social security, life insurance, retirement plan contributions, health insurance and workers' compensation insurance. Policy Plan - A part of the Century Plan that provides a general background for the plan and sets the policies which will guide the City’s actions until the year 2010. Program - A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the City is responsible. Projected Actual - An estimate of year ending balances for all accounts used for budgeting purposes. Property Taxes - Used to describe all revenue received in a period from current taxes and delinquent taxes. Property taxes are levied on both real and personal property according to the property's valuation and the tax rate. Public Improvement District (PID) - An area where property owners are charged a special levy to defray part or all of the costs of specific improvements or services that are presumed to be a general benefit to the public and of special benefit to such properties. Reservation - A balance of funds that are set aside by policy for a specific purpose or to draw upon for emergencies (as in contingency reservation). Revenue - The yield of taxes and other monetary resources that the City collects and receives into the treasury for public use. For those revenues which are recorded on the accrual basis, this term designates additions to assets which (1) do not increase any liability; (2) do not represent the recovery of an expenditure; (3) do not represent contributions of fund capital in enterprise and internal service funds. The same definition applies to those cases where revenues are recorded on the modified accrual or cash basis, except that additions would be partially or entirely to cash. 259 Index Accounting...........................................................................................................................................................50 Advisory Boards & Commissions.......................................................................................................................250 Airport................................................................................................................................................................110 Animal Services.................................................................................................................................................156 Annual Operating Plan Preparation.....................................................................................................................13 Automatic Meter Reading (AMR).........................................................................................................................84 Capital Projects & Five Year Plans....................................................................................................................159 City Council........................................................................................................................................................106 City Manager’s Office ........................................................................................................................................108 Community Profile ...............................................................................................................................................15 Contingency Reserve Requirements Worksheet...............................................................................................232 Convention & Visitors Bureau............................................................................................................................114 Customer Service (Meter Readers-incorporated in Utility Office department).....................................................64 Debt Management & Policy...............................................................................................................................187 Economic Development.....................................................................................................................................112 Electric Operations ..............................................................................................................................................80 Electric Contracts.................................................................................................................................................82 Facilities Maintenance.........................................................................................................................................56 Finance Administration........................................................................................................................................48 Fire Administration...............................................................................................................................................70 Fire Operations....................................................................................................................................................72 Fire Prevention & Community Analysis ...............................................................................................................74 Fiscal and Budgetary Policy ..............................................................................................................................209 Fleet Management...............................................................................................................................................60 Fund Summaries .................................................................................................................................................32 General Government Contracts.........................................................................................................................118 General Debt Service (General Obligation Debt) ..............................................................................................190 Georgetown Century Plan .....................................................................................................................................1 Georgetown Transportation Enhancement Corporation (GTEC) Budget (for information only)........................248 Georgetown Utility Systems Administration.........................................................................................................78 Glossary ............................................................................................................................................................253 Human Resources.............................................................................................................................................120 Information Technology.....................................................................................................................................124 Information Technology Capital Replacement...................................................................................................126 Internal Service Premiums.................................................................................................................................234 Legal Contract ...................................................................................................................................................128 Library ...............................................................................................................................................................130 Main Street ........................................................................................................................................................116 Municipal Court....................................................................................................................................................52 260 Ordinances........................................................................................................................................................239 Organizational Chart...........................................................................................................................................14 Parks Maintenance ...........................................................................................................................................134 Personnel..........................................................................................................................................................228 Planning & Development Administration...........................................................................................................140 Planning & Development - Current Planning ....................................................................................................142 Planning & Development - Long Range Planning.............................................................................................144 Planning & Development – Inspection Services ...............................................................................................146 Police - Administrative Services Bureau...........................................................................................................150 Police - Field Operations Bureau......................................................................................................................152 Police - Support Services Bureau.....................................................................................................................154 Policy Area Goals and Strategies .........................................................................................................................3 Proposed Debt..................................................................................................................................................194 Purchasing & Properties .....................................................................................................................................54 Recreation.........................................................................................................................................................136 Reuse Irrigation...................................................................................................................................................98 Safety Services.................................................................................................................................................120 Sanitation (incorporated in Utility Office department)..........................................................................................66 Statistical Information........................................................................................................................................195 Stormwater Drainage..........................................................................................................................................88 Streets.................................................................................................................................................................90 Systems Engineering..........................................................................................................................................86 Transfers Between Funds.................................................................................................................................233 Transmittal Letter ................................................................................................................................................... i Utility Debt Service............................................................................................................................................192 Utility Office.........................................................................................................................................................64 Utility Rate Schedule.........................................................................................................................................236 Water Distribution................................................................................................................................................92 Water Treatment Facilities..................................................................................................................................94 Water Contracts..................................................................................................................................................96 Wastewater Collection ......................................................................................................................................100 Wastewater Treatment Facilities.......................................................................................................................102 Wastewater Contracts.......................................................................................................................................104 Finance and Administration Department Accounting and Budget Staff Micki Rundell, CGFO, Director Laurie Brewer, CGFO, Controller Danella Elliott, Administrative Assistant Leticia Zavala, Chief Accountant Charlotte Parker, Payables Supervisor Lorie Lankford, Accountant III Karrie Pursley, Accounting Specialist Sandy Clack, Accountant I Pattie Justice, Payroll Specialist Jose Lara, Utilities Financial Analyst