HomeMy WebLinkAbout08-Finance and AdministrationFinance
and
Administration
The Finance & Administration Division serves City departments and citizens through Accounting, Administration,
Facilities Maintenance, Fleet Management, Municipal Court, Purchasing & Properties and the Utility Office. The
Division also manages the City's internal service funds for Facilities and Fleet, and oversees the City’s Sanitation
services contract.
The primary funding sources include the Joint Services Fund (Administration, Accounting, Purchasing, Utility
Office), General Fund (Municipal Court), Sanitation Fund (Sanitation) and the Fleet and Facilities Internal Service
Funds.
Finance & Administration
Purchasing and Properties
Page 84
Facilities Maintenance
(includes Internal Service Fund)
Page 86
Fleet Management
(includes Internal Service Fund)
Page 90
Utility Office
Page 94
Sanitation
Page 96
Accounting
Page 80
Municipal Court
Page 82
Administration
Page 78
77
Finance and Administration
02/03 03/04 03/04 05/06
ACTUAL ORIGINAL FINAL / PROJECTED
PERSONNEL SUMMARY BUDGET ACTUAL
Administration 2 2 2 2
Accounting 7.75 7.75 8 8
Municipal Court 3 3 4 4
Purchasing and Properties 6 6 6 6
Facilities Maintenance 1 2 2 2
Vehicle Service Center 4/.5 4/.5 4 5
Utility Office 11 13 13 13
Total (FT/PT) 34.75/.5 37.75/.5 39 4040
6
2
5
13
2
8
4
04/05
ADOPTED
03/04 05/06
02/03 03/04 PROJECTED ESTIMATED
ACTUAL BUDGET ACTUAL BASE
Administration 339,093 398,240 385,238 375,895 (-2.4%)375,895
Accounting 454,501 486,699 486,699 516,316 (6.1%)516,316
Municipal Court 211,733 249,035 248,852 289,274 (16.2%)288,849
Court Fees SRF 34,328 74,837 16,800 111,150 (561.6%)42,800
Purchasing & Properties 387,264 369,459 369,459 381,018 (3.1%)381,018
Facilities Maintenance 66,606 109,333 107,592 111,550 (3.7%)111,550
Facilities Main. Contracts 389,590 528,334 528,334 536,749 (1.6%)552,099
Vehicle Service Center 476,118 524,420 517,650 640,886 (23.8%)640,876
Capital Replacements & Ins. 1,557,143 1,864,174 1,807,599 1,477,940 (-18.2%)1,546,195
Utility Office 843,500 1,003,852 1,002,447 1,056,322 (5.4%)1,056,322
Sanitation Contracts 2,610,851 2,685,007 2,652,584 2,984,128 (12.5%)3,065,178
Division Total 7,370,727 8,293,390 8,123,254 8,481,228 (4.4%)8,577,098
* Percent change of 04/05 Adopted from 03/04 Projected Actual
04/05
ADOPTED
(% Change*)
Personnel
24%
Capital
16%
Operations
60%
2,118,826
2,984,128
648,299
516,316
400,424
381,018
375,895
1,056,322
0 500,000 1,000,000 1,500,000 2,000,000 2,500,000
Administration
Purchasing & Properties
Municipal Court
Accounting
Facilities Maintenance
Utility Office
Vehicle Service Center
Sanitation Contracts
78
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; plans and
coordinates city debt issuance, including presentations to bond rating agencies, and monitors the City’s utility rate
structure to ensure financial stability of the City’s utility systems. The department also provides financial
management and support to the Georgetown Transportation Enhancement Corporation (GTEC), the City’s 4B
economic development corporation dedicated to transportation improvements.
MAJOR DEPARTMENT GOALS
• Ensure the City’s assets by maximizing available resources, minimizing costs, and protecting cash principle.
• Plan for the City’s future financial growth, thus protecting and enhancing the City’s quality of life.
• Be the leader in providing the highest level of service in administering the operating and capital budgets and
implementing innovative approaches toward budgeting.
• Evaluate and make recommendations on City operations and procedures to make the City more effective in
providing services to the citizens of Georgetown and more efficient in the use of City resources.
• Foster a “customer-oriented” philosophy toward internal and external departments in the City.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004
• Coordinated the 2004 Citizen Survey and integrated the results into the 2004/05 budget process.
• Conducted an internal customer service survey for support service functions, and developed action plans to
address survey results and improve customer service within the division.
• Assisted Management Services with the creation of a Downtown Tax Increment Financing (TIF) district for
future funding of downtown capital improvement projects.
• Analyzed impacts of potential tax freeze for Over 65 property tax payers on future City finances.
• Renegotiated the sanitation contract with Texas Disposal Systems (TDS) to increase services, including
additional curbside recycling opportunities.
• Coordinated both 2003 and 2004 bond issues for general debt, as well as, utility and GTEC projects.
• Assisted economic development efforts for projects including TASUS, River Place and 400 Main Street.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005
• Receive the Government Finance Officers Association (GFOA) Distinguished Budget Award for the 16th
consecutive year, including exemplary designation as a communications device, operation plan, policy
document and / or a financial plan.
• Assist divisions in the development of departmental 5-year strategic plans for incorporation into the City’s long-
range financial planning process.
• Coordinate the 2004/05 bond issues for both City and GTEC projects.
• Continue development of long-range financial models to include potential impact of over 65 tax freeze on
property tax rates and general government finances.
• Work with Economic Development Commission and Economic Development Department to create an
economic forecasting model and analysis process.
ADMINSTRATION 02/03
ACTUAL
03/04
ORIGINAL
BUDGET
03/04
FINAL /
ACTUAL
04/05
ADOPTED
05/06
PROJECTED
Division Director
Administrative Assistant
1
1
1
1
1
1
1
1
1
1
Total 2 2 2 2 2
79
WORKLOAD MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. # of bond issues outstanding
Amount of debt outstanding
14
$57,340,700
13
$54,805,000
14
$58,105,000
17
$63,957,867
19
$66,038,689
2. Utility customers 17,755 18,198 18,400 18,500 19,000
3. Adopted Annual Budget
4. Presentations to Council
$93,048,150
15
$91,162,542
12
$104,961,282
15
$104,961,282
16
$113,846,129
15
PERFORMANCE MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Receive GFOA Budget Award
2. Special projects completed/
initiated within the same fiscal year
3. Cost to produce budget document
4. Bond Rating:
Standard & Poor’s Rating Group
Moody’s Investors Service
Yes
95%
$40.67
A+
A1
Yes
95%
$59.29
A+
A1
Yes
95%
$60.00
A+
A1
Yes
97%
$60.72
A+
A1
Yes
95%
$60.00
A+
A1
DEPARTMENT BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
03/04 05/06
02/03 03/04 PROJECTED 04/05 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
155,363 161,480 161,480 Personnel 166,464 166,464
183,730 236,760 223,758 Operations 209,431 209,431
339,093 398,240 385,238 375,895 375,895
80
Finance and Administration
Accounting
DEPARTMENT DESCRIPTION
The Accounting Department is responsible for keeping accurate financial records for the City and providing financial
and related information to division directors, department heads, and council members when they make financial
decisions for the City. The Department pays accounts payable promptly by issuing and mailing checks weekly,
processes the City's payroll and related reports, tracks investments and cash flow of all City funds, maintains the
general ledger and monitors internal controls, prepares interim and annual financial budget and investment reports,
tracks the City’s capital improvements and grant projects, monitors bond proceed disbursements and pays the
City's debt service.
MAJOR DEPARTMENT GOALS
• Provide financial information to all users in the form, frequency and timeliness needed for management
decisions.
• Provide for accurate and timely payments to City employees and vendors.
• Provide financial reporting conformity with generally accepted accounting principles that receives the
Government Finance Officers Association (GFOA) Certificate of Achievement.
• Monitor budget revenues and expenses to ensure fiscal accountability and responsible use of City resources.
• Ensure maximum safety of invested funds while achieving a competitive rate of return.
• Foster a “customer-oriented” approach toward internal departments of the City.
• Monitor internal controls to safeguard the City’s assets.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004
• Implemented Governmental Accounting Standards Board Statement No. 34 by issuing 2003 financial
statements with the entity-wide perspective on reporting.
• Instituted a fraud policy which defines fraud for city employees and outlines employee responsibilities for
reporting suspected fraud within City operations.
• Conducted an internal customer service survey, which identified areas for improvement in customer service
delivery.
• Prepared a comprehensive Capital Improvements Program document for utility, streets and general capital
improvements.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005
• Improve customer service to divisions by providing training opportunities on budget and financial policies.
• Assist Georgetown Utility Systems in implementation of a pavement management system for streets
infrastructure.
• Expand the internal audit program to ensure compliance with the City’s financial operating guidelines and
provide additional internal controls to assist external auditors with implementation of new auditing standards.
• Develop an automated records management program to improve records storage and retention.
ACCOUNTING 02/03
ACTUAL
03/04
ORIGINAL
BUDGET
03/04
FINAL /
ACTUAL
04/05
ADOPTED
05/06
PROJECTED
Accountant I
Accountant III
Accounting Specialist
Chief Accountant
Controller
Payables Supervisor
Utilities Financial Analyst
Total (FT/PT)
.75
1
2
1
1
1
1
7.75
.75
1
2
1
1
1
1
7.75
1
1
2
1
1
1
1
8
1
1
2
1
1
1
1
8
1
1
2
1
1
1
1
8
81
WORKLOAD MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Vendor checks issued 10,973 10,727 11,400 10,020 10,000
1. Invoices processed
2. Payroll checks issued
13,648
10,073
14,609
10,952
10,700
10,300
15,100
11,200
15,600
11,500
3. Annual investment portfolio $26,113,197 $19,782,388 $35,000,000 $31,000,000 $32,000,000
4. # of grants
Annual grant expenditures
14
$529,346
15
$200,671
4
$793,910
11
$276,197
7
$1,805,753
PERFORMANCE MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Payments processed within
vendor terms N/A 89%90%89%90%
2. Manual payroll check percentage N/A 1%2%1%2%
3. % of budgeted interest received 85%48%100%72%100%
4. Internal customer rating of
satisfied or better N/A NA 97%91%93%
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
A position was upgraded at Mid Year 2004 to full time by transferring of ¼ time FTE position allocated from the
Vehicle Service Center.
03/04 05/06
02/03 03/04 PROJECTED 04/05 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
388,333 425,529 425,529 Personnel 453,780 453,780
59,578 61,170 61,170 Operations 62,536 62,536
6,590 Capital
454,501 486,699 486,699 516,316 516,316
82
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
and parking 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. Three Deputy Court Clerks perform administrative and clerical activities. The department reports to the
Court Clerk.
MAJOR DEPARTMENT GOALS
• Foster a “customer service” philosophy with court defendants, treating all with professional courtesy and
respect.
• Increase Court efficiency through streamlined procedures and automation.
• Protect and preserve individual liberties of court defendants.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004
• Improved customer service by offering internet payment options to customers.
• Relocated court offices to be physically located with the courtroom to enhance efficiency during court dockets.
• Reduced operational costs by implementing post card courtesy notices in place of letters.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005
• Implement a Records Management System to enhance the efficiency of court processes and reduce offsite
storage.
• Implement additional Autocite ticket writers to provide judicial support for the traffic deterrent program.
• Decrease processing time of court cases by scheduling an additional court docket per month.
• Enhance customer service by providing customers the opportunity to see the Judge during a scheduled office
hour time.
MUNICIPAL COURT 02/03
ACTUAL
03/04
ORIGINAL
BUDGET
03/04
FINAL /
ACTUAL
04/05
ADOPTED
05/06
PROJECTED
Municipal Court Administrator
Court Cashier
Deputy Court Clerk*
Total
1
1
1
3
1
1
1
3
1
1
2
4
1
1
2
4
1
1
2
4
*Position added at Mid Year
NUMBER OF TICKETS/REVENUE
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
00/01 01/02 02/03 03/04 04/05*
Fi
n
e
R
e
v
e
n
u
e
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
#
o
f
C
a
s
e
s
F
i
l
e
d
Revenue # cases filed *Projected
83
WORKLOAD MEASURES
ACTUAL
01/02
ACTUAL
02/03
BUDGETED
03/04
PROJECTED
03/04
PROPOSED
04/05
1. Number of cases filed 5,767 9,417 11,000 11,000 12,100
2. Number of courtesy letters 4,678 8,696 10,800 9,200 10,100
3. Number of warrants issued 969 1,386 1,500 2,100 2,310
4. Municipal Court fine revenue:
Retained by City $401,305 $510,246 $550,000 $617,200 $678,920
Remitted to State $175,078 $247,588 $269,500 $395,500 $435,050
PERFORMANCE MEASURES
ACTUAL
01/02
ACTUAL
02/03
BUDGETED
03/04
PROJECTED
03/04
PROPOSED
04/05
1. Arraignment docket scheduling *90 days 90 days 60 days 180 days 60 days
2. Processing of ticket entry 3 days 3 days 3 days 3 days 3 days
3. Customer use of website NA NA 12,000 hits 10,560 hits 12,000 hits
4. Warrants cleared as % of issued 91%91%30%38%40%
5. Citations issued through auto
systems - % of total **
2%2%20%25% 30%
6. Bailiff attendance for court 100%100%100%99% 100%
7. Collections per clerk–City revenue $133,800 $170,082 $183,300 $154,300 $169,730
*Docket delay due to increase of cases processed and staff limitations. Additional staff member was added mid-year.
** Two additional autocite units to be implemented in August, 2004. Increase due to officer cross-training of ticket writer usage.
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
A deputy court clerk was added at Mid-Year 2004 to address workload issues such as increased ticket volume and
case load.
03/04 05/06
02/03 03/04 PROJECTED 04/05 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
155,251 176,694 176,511 Personnel 230,243 230,243
55,126 72,341 72,341 Operations 59,031 58,606
1,356 Capital
211,733 249,035 248,852 289,274 288,849
84
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
• Develop and maintain a level of performance considered above average by our customers while maintaining a
high degree of efficiency and economy.
• Provide the City of Georgetown user departments with needed materials and services by utilizing best value
purchases in a timely manner.
• Develop and maintain a positive and productive working relationship with all user departments.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004
• Completed evaluation of E-commerce usage for City purchases and contracted with RFP Depot to improve
efficiency and reduce cost of purchases through the internet.
• Installed security cameras at City Hall to provide additional security.
• Purchased major replacement equipment, including copiers and fleet equipment.
• Coordinated relocation of Parks Administration to new facility on College Street.
• Researched adding Nextel as one of the City’s major cellular phone service providers.
• Completed bid process for Electrician Services, new Georgetown Village Landscape Service contract and
Automatic Meter Reading Equipment.
• Assisted with bid process for Gateway and Wayfinding Signage, Brand Identity for City of Georgetown, and
Major Health Benefits.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005
• Relocate Electric stockyard from 1101 North College Street to 300 Industrial Avenue.
• Educate City personnel in procurement procedures and State law by conducting departmental training
sessions.
• Proceed with using E-commerce for City purchases to improve efficiency and reduce cost.
• Initiate Customer Service Action Plan and benchmark actions taken to improve service delivery to internal
customers.
• Purchase major replacement equipment for all City divisions.
• Research implementing bar coding in City warehouses to assist in inventory management.
• Seek other cooperative purchasing groups that the City can utilize to improve their purchasing power.
PURCHASING & PROPERTIES 02/03
ACTUAL
03/04
ORIGINAL
BUDGET
03/04
FINAL /
ACTUAL
04/05
ADOPTED
05/06
PROJECTED
Support Services Director
Purchasing Agent
Purchasing Buyer
Purchasing Assistant
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
85
WORKLOAD MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Purchase orders entered 7,400 7,100 7,000 8,500 8,500
2. Inventory items disbursed by
requisition
13,702 11,725 14,000 13,500 14,000
3. Inventory deliveries received
4. Formal bids processed
1,820
55
1.835
35
2,400
35
2200
35
2,400
35
PERFORMANCE MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Purchase order process time 7 days 7 days 5 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 $1,339,556 $899,960 $2.000,000 $1,325,000 $1,400,000
4. Gross revenue from Impound/
Surplus Auction $44,000 $65,270 $35,000 $40,000
$35,000
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
03/04 05/06
02/03 03/04 PROJECTED 04/05 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
283,847 299,040 299,040 Personnel 308,211 308,211
97,482 70,419 70,419 Operations 72,807 72,807
5,935 Capital
387,264 369,459 369,459 381,018 381,018
86
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 22 municipal buildings (approx. 200,000 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
• Provide quality maintenance of City of Georgetown public facilities which fosters a safe and positive
atmosphere for our employees and citizens.
• 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.
• Modify and update the internal service fund to provide a perpetual funding source for facility repairs and
services.
• 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 2003/2004
• Completed construction of the new Council Chambers/Courts Building and coordinated the move-in.
• Renovated the Parks Administration Building and coordinated the move-in.
• Expanded the Recreation Center weight room.
• Coordinated the design and bidding of the Animal Shelter.
• Coordinated mold testing at Fire Station No.1 and implemented the remediation of contaminated areas.
• Participated in the design and distribution of the internal customer survey, and developed an action plan to
address areas of concern.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005
• Implement customer survey action plan to improve service delivery and customer satisfaction.
• Complete construction of the Animal Shelter and coordinate department move-in.
• Coordinate the design of a new main Fire Station.
• Implement the approved recommendations of the five-year facility plan.
• Continue to monitor / supervise service contracts that provide maintenance to 22 City buildings.
• Increase building and employee security through the installation of security cameras at the Tennis Center and
the Georgetown Municipal Complex and a fire alarm at City Hall.
FACILITIES MAINTENANCE 02/03
ACTUAL
03/04
ORIGINAL
BUDGET
03/04
FINAL /
ACTUAL
04/05
ADOPTED
05/06
PROJECTED
Facilities Maintenance Worker
Total
1
1
2
2
2
2
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 04/05*
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
87
WORKLOAD MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Work orders processed 356 400 409 560 560
2. Facilities maintained 19 20 21 21 22
3. Square feet of facilities maintained 130,000 190,000 195,000 190,000 200,000
4. Service contracts managed 10 11 11 11 11
5. New construction dollars $420,000 $4,194,993 $500,00 $750,000 $900,000
PERFORMANCE MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Work orders / PM requests
completed
80%
85%85%
95%95%
2. New construction completed 20%80%100%80%100%
3. Avg. completion time per work
order 6 days 8 days 7 days 7 days 7 days
DEPARTMENTAL BUDGET: FACILITIES MAINTENANCE FUND
MAJOR BUDGET CHANGES/ISSUES:
Plans are for this function to be transferred to Parks Maintenance (within Community Services) by 2005/06. A
phasing plan has been developed to transition the department without interruptions in service levels.
Although an additional employee was added in this area during 2003/04, strong consideration will need to be given
for more staff increases. A new Animal Shelter will be added next year and an additional Fire Station and possibly
an Information Technology Center the following year. Also, if the November 2004 bond issue passes, the Library
will double in size and the Recreation Center would triple in size.
03/04 05/06
02/03 03/04 PROJECTED 04/05 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
49,994 85,256 83,515 Personnel 86,379 86,379
16,612 24,077 24,077 Operations 25,171 25,171
66,606 109,333 107,592 111,550 111,550
88
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:
03/04 05/06
02/03 03/04 PROJECTED 04/05 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
64,260 34,005 34,005 Buildings & Structures 10,630 10,630
323,938 359,329 359,329 Lease and Contracts 329,719 328,769
111,700 111,700 Bldg. Improvements 121,400 137,700
1,392 23,300 23,300 Other Operating 75,000 75,000
389,590 528,334 528,334 536,749 552,099
Facilities Maintenance
Internal Service Fund
04/05 05/06 06/07 07/08 08/09
By Function
Copier Replacement 45,200 39,200 29,400 29,400 35,900
Copier Maint. 36,010 36,010 36,010 36,010 36,010
Painting, Int. 33,500 23,500 9,000
Painting, Ext. 11,000 13,500 10,500
Roof Replacement 14,000 12,000
HVAC Replacement 85,000 30,000
Pest Extermination 2,430 2,430 2,430 2,430 2,430
Carpet Replacement 2,500 13,000 9,800
Vinyl Replacement 7,700 6,800 2,600
Landscape Maintenance 54,620 54,620 54,620 54,620 54,620
Janitorial Svcs. 166,829 166,829 166,829 166,829 166,829
HVAC Maintenance 61,150 61,150 61,150 61,150 61,150
Elevator Maintenance 3,300 3,300 3,300 3,300 3,300
Emergency Gen. Maint. 6,860 6,860 6,860 6,860 6,860
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 3,350 3,350 3,350 3,350 3,350
Halon/Fire Alarm Maintenance 1,600 1,600 1,600 1,600 1,600
Tennis Court Resurfacing 10,000
Dry Deck
Security System Maintenance 2,300 2,300 2,300 2,300 2,300
Waterproofing Rec Ctr Gym
Maintenance Services 65,000 65,000 65,000 65,000 65,000
Animal Services Portable Building 950
Total Costs by Function 525,999 541,349 459,049 484,349 493,149
By Facilities
Airport Terminal 7,871 1,871 1,871 1,871 1,871
Animal Shelter 5,570 4,620 4,620 4,620 4,620
Municipal Court/Council Chambers 13,547 13,547 13,547 23,347 13,547
City Office Building 33,051 36,551 39,351 34,351 29,551
Community Center 11,546 11,546 11,546 15,046 18,046
Park & Rec Administration 27,996 18,196 18,196 28,196 18,196
Fire Station #1 28,559 22,759 16,259 16,259 16,259
Fire Station #2 4,448 4,448 4,448 8,448 4,448
Fire Station #3 15,818 10,818 13,318 10,818 10,818
Fire Station #4 8,798 8,798 8,798 8,798 15,198
Library 54,746 106,546 46,746 46,746 46,746
Madellia Hilliard 5,045 2,345 2,345 2,345 2,345
City Hall 49,262 85,062 77,862 40,262 50,062
Police Dept Annex 11,058 8,058 8,058 13,058 8,058
Park & Ride Facility 1,900 1,900 1,900 1,900 1,900
Police Station 39,466 35,466 35,466 70,066 45,266
Recreation Center 65,358 42,058 42,058 42,058 82,758
Municipal Complex 79,471 89,271 69,671 69,671 85,971
Industrial Building 1,500 1,500 1,500 1,500 1,500
Scenic Drive Median 1,200 1,200 1,200 1,200 1,200
Williams Drive Median 800 800 800 800 800
Williams Drive & I-35 Medians 800 800 800 800 800
Country Club Median 450 450 450 450 450
University Drive & I-35 Medians 800 800 800 800 800
6th & Main Parking Lot Landscape Maint. 2,100 2,100 2,100 2,100 2,100
Georgetown Village Landscape Maint. (City) 4,800 4,800 4,800 4,800 4,800
Grace Heritage Center 16,478 1,478 6,978 1,478 1,478
Tennis Center 33,561 23,561 23,561 32,561 23,561
Total Costs by Facilities 525,999 541,349 459,049 484,349 493,149
90
Finance and Administration
Vehicle Service Center
DEPARTMENT DESCRIPTION
This department performs routine maintenance and mechanical repairs
on all City equipment and vehicles to ensure safe and efficient
operations and to prevent and minimize future repair needs. All vehicles
needing repairs are brought 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
• Ensure a safe and efficient fleet for City operations.
• Preserve mechanical, electrical and hydraulic integrity of the City’s fleet, thus extending the useful life of City
assets.
• Decrease vehicle down time through efficient, cost-effective operations.
• Maintain the integrity of the City’s fleet through effective management of the Fleet Internal Service Fund.
• Foster a “customer-oriented’ approach toward internal and external City departments.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004
• Installed equipment in 21 new vehicles and contracted with vendor to equip 11 police cars.
• Developed Fuel Man pilot program for Fire department Station #3.
• Modified replacement program for Police, Fire and Streets vehicles.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005
• Implement Fuel Man program for Public Safety departments, which will allow them to utilize other fueling sites.
• Hire additional mechanic dedicated to work on utility vehicles and heavy equipment.
• Purchase 30,000 lb. four post lift to increase efficiency in repairing heavy equipment.
• Purchase emission testing equipment for State Inspections to comply with new state requirements.
• Purchase 13 replacement vehicles / equipment for City departments.
• Purchase 15 replacement vehicles for Police.
VEHICLE SERVICE CENTER 02/03
ACTUAL
03/04
ORIGINAL
BUDGET
03/04
FINAL /
ACTUAL
04/05
ADOPTED
05/06
PROJECTED
Service Center 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
0
4
1
1
3
0
5
1
1
3
0
5
VEHICLES AND EQUIPMENT
0
500
1,000
1,500
2,000
2,500
00/01 01/02 02/03 03/04 04/05*
Wo
r
k
O
r
d
e
r
s
p
e
r
Y
e
a
r
210
220
230
240
250
260
270
280
290
#
o
f
V
e
h
i
c
l
e
s
/
E
q
u
i
p
m
e
n
t
Work Orders # Vehicles *Projected
91
WORKLOAD MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
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
2,199
249
1-83
1-167
1,422
254
1-85
1-175
2,400
284
1-95
1-186
1,832
284
1-95
1-186
2,400
5. Gallons of fuel used per year
Unleaded gasoline 90,877 77,692 78,844 76,321 76,321
Diesel fuel 38,723 63,834 63,764 75,154 75,154
PERFORMANCE MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 002/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. # of ASE certifications held by
mechanics 32 32 34 34 34
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
3 yrs
6 yrs
9 yrs
5 yrs
7 yrs
3 yrs
6 yrs
9 yrs
5 yrs
7 yrs
3 yrs
6 yrs
8 yrs
6 yrs
8 yrs
3 yrs
7 yrs
9 yrs
7 yrs
9 yrs
4. Customer satisfaction rating N/A 75%89%89%90%
DEPARTMENTAL BUDGET: FLEET MANAGEMENT FUND
MAJOR BUDGET CHANGES/ISSUES:
A Heavy Equipment Mechanic will be added in 2004/05 to address workload issues related to turnaround time on
repairs to utility equipment.
03/04 05/06
02/03 03/04 PROJECTED 04/05 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
208,193 225,047 224,852 Personnel 287,623 284,901
267,925 299,373 292,798 Operations 353,263 355,975
476,118 524,420 517,650 640,886 640,876
92
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. All vehicles except Public
Safety (Police and Fire) and Street heavy equipment, are assigned an annual lease value, which the leasing
department pays into the Internal Service Fund. The lease payments made by the various departments enable the
Internal Service Fund to schedule equipment and vehicle replacements. Public Safety vehicles, such as fire
apparatus and patrol vehicles, as well as, street heavy equipment are funded through a debt funded or lease
replacement program. The Public Safety replacement program was initiated in 2002/03 and includes three-year
replacements for all patrol vehicles and a ten year (if needed) fire apparatus plan. Heavy street equipment was
added to the program in 2004/05. Each year’s replacement costs are included in the City’s annual short-term
funding plan.
CAPITAL REPLACEMENT & INSURANCE BUDGET: FLEET MANAGEMENT FUND
MAJOR BUDGET CHANGES/ISSUES:
03/04 05/06
02/03 03/04 PROJECTED 04/05 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
70,223 85,000 78,960 Insurance 85,000 85,000
92,938 72,000 72,000 Contracts & Leases 72,000 72,000
1,393,982 1,707,174 1,656,639 Capital Outlay 1,320,940 1,389,195
1,557,143 1,864,174 1,807,599 1,477,940 1,546,195
Fleet Management
Internal Service Fund
04/05 05/06 06/07 07/08 08/09
Capital Replacement
Georgetown Utility Systems
Replacement Cost 246,500 216,495 349,700 359,200 443,200
Number of Units 7 6 11 9 9
Community Development
Replacement Cost 22,000 38,500 57,000 18,500 0
Number of Units 1 2 3 1 0
Finance & Administration
Replacement Cost 25,000 6,000 50,000 35,300 0
Number of Units 1 1 1 2 0
Fire Services
Replacement Cost 35,000 500,000 180,000 450,000 367,000
Number of Units 1 1 1 1 2
Management Resources
Replacement Cost 0 0 0 12,000 42,000
Number of Units 0 0 0 1 1
Information Resources
Replacement Cost 0 0 0 0 0
Number of Units 0 0 0 0 0
Community Services
Replacement Cost 50,100 16,000 44,000 28,000 50,000
Number of Units 3 2 2 1 2
Police Services
Replacement Cost 546,000 577,200 585,600 396,000 475,200
Number of Units 16 16 17 10 12
W & WW Treatment Facilities
Replacement Cost 0 30,000 0 0 0
Number of Units 0 1 0 0 0
Total Fleet ISF Capital Costs 924,600 1,384,195 1,266,300 1,299,000 1,377,400
Total Replacements/Purchases 29 29 35 25 26
94
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
• Ensure the efficient delivery of timely and accurate billing and payment information to our customers.
• Develop and maintain quality utility programs and innovative services that are administered in a friendly, helpful
manner.
• Respond to customer requests and issues quickly and fairly, with the intention of satisfying each customer.
• Increase public awareness of utility issues and topics through proactive communication with customers.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004
• Developed and implemented an in-house collection program to enhance revenue collection and reduce bad-
debt revenue write-offs.
• Negotiated and implemented a new contract with Dataprose, Inc .for the printing and mailing of monthly utility
bills that provides a lower per bill cost, while providing a higher level of service.
• Updated the Utility Office Procedures Manual to reflect revised processes resulting from the software upgrade
and changes in daily routine in the new office environment.
• Created and distributed a Request for Proposal (RFP) for a new Credit Card Merchant Services Vendor in
order to verify that our credit card rates are the most competitive rates available.
• Implemented an all inclusive review and update of our sales and use tax charges and exemptions in the utility
billing system in preparation for a sales and use tax audit by the State Comptroller.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005
• Complete the Revenue Code Unbundling project, which was implemented in the last fiscal year, to simplify the
tracking of revenue from specific sources.
• Improve public awareness of water conservation and conservation issues by expanding the summer water
conservation advertising and education program.
• Improve and refine the successful In-House Collection Program that was implemented in the last fiscal year.
• Implement an Internet Presentment Program for the utility bills that will allow utility customers to conveniently
view their utility bills on-line.
UTILITY OFFICE 02/03
ACTUAL
03/04
ORIGINAL
BUDGET
03/04
FINAL /
ACTUAL
04/05
ADOPTED
05/06
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
1
1
0
11
1
1
3
1
2
2
1
1
1
13
1
1
3
1
2
2
1
1
1
13
1
1
3
1
2
2
1
1
1
13
1
1
3
1
2
2
1
1
1
13
UTILITY CUSTOMERS
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 04/05*
Electric Water Wastewater Sanitation
*Projected
95
WORKLOAD MEASURES
ACTUAL
FY 01 / 02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Work orders processed 16,352 16,282 16,750 17,055 17,850
2. Payments processed 201,943 216,451 220,800 221,700 229,400
3. Customers paying by ACH Draft 1,332 1,413 1,540 1,525 1,575
4. Families helped by the Good
Neighbor Fund (GNF)252 156 200 175 210
PERFORMANCE MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/04
1. Utility payment collection rate 99.9943%99.9954%99.9953%99.9960%99.9965%
2. Avg. monthly customer service
cost per account $2.59 $2.41 $2.90 $3.29 $3.10
3. % of walk-in customers 21.66%21.66%14.0%14.7%12.0%
4. % percentage of customers
contributing to the GNF 7.95%6.94%7.45%6.8%6.5%
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
An in-house collections program was added in 2003/04 with the addition of a collection agent and third field service
representative. The program has had a 200% return in year one.
03/04 05/06
02/03 03/04 PROJECTED 04/05 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
415,084 502,665 501,260 Personnel 528,875 528,875
343,856 351,187 351,187 Operations 379,947 379,947
758,940 853,852 852,447 Subtotal - Department 908,822 908,822
84,560 150,000 150,000 Bad Debt 147,500 147,500
843,500 1,003,852 1,002,447 1,056,322 1,056,322
96
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
• Protect the environment and contribute to community cleanliness and appearance.
• Deliver consistent, reliable, convenient and safe services to the Georgetown Community.
• Protect public health by providing for regular removal of trash and rubbish.
• Increase participation in sanitation programs and events through proactive communication with citizens.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004
• Organized and implemented a Household Hazardous Waste Collection Day to provide Georgetown utility
customers with a safe and legal means of disposing of toxic, corrosive and other unsafe items found in the
home.
• Worked with Code Enforcement to provide 3 neighborhood cleanups in the areas of Hart St / Railroad Ave,
areas North of Williams Dr, and areas South of Williams Dr.
• Worked with Gus and local organizations to provide sanitation services for local community events, including
the Red Poppy Festival, Christmas Stroll, 4th of July Celebration, and the Habitat for Humanity project.
• Participated in the United Way Cleanup Day of the Ridge and San Jose neighborhoods, along with several City
departments and community volunteers, to promote community health and cleanliness.
• Completed a solid waste grant proposal for funding from the Capital Area Planning Council (CAPCO,) with the
goal of upgrading the Citizens Collection Station to a fully operational transfer station in order to establish a
more efficient and cost effective facility.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005
• Continue to provide targeted community education on sanitation requirements in conjunction with Code
Enforcement.
• Conduct five neighborhood clean-up events in targeted areas of the community.
• Participate in the CAPCO Solid Waste Management Grant Program to compete for grant funding to expand our
Collection Station into an operational Transfer Station.
• Increase recycling opportunities for both the Collection Station Drop-Off Center and curbside pickup.
• Educate the public on the benefits of recycling, recycling opportunities available, and how to take advantage of
them.
POUNDS OF SOLID WASTE COLLECTED
(in millions)
0
10
20
30
40
#'
s
i
n
m
i
l
l
i
o
n
s
00/01 01/02 02/03 03/04 04/05*
*Projected
97
WORKLOAD MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Avg. # of homes served monthly 11,967 12,640 12,900 13,930 14,430
2. Total pounds of residential solid
waste collected 36,063,300 36,864,400 34,500,000 36,450,000 36,700,000
3. Avg. pounds of solid waste
collected per home weekly 58 55 60 50 49
4. Avg. # of commercial accounts 644 800 685 834 865
PERFORMANCE MEASURES
ACTUAL
FY 01/02
ACTUAL
FY 02/03
BUDGETED
FY 03/04
PROJECTED
FY 03/04
PROPOSED
FY 04/05
1. Recycling participation rate 34%40%40%32%35%
2. % of residential customer
complaints compared to service
opportunities .03%.01%.03%.01%.02%
3. % of commercial complaints as
compared to service opportunities .08%.02%.08%.03%.03%
DEPARTMENTAL BUDGET: SANITATION FUND
MAJOR BUDGET CHANGES:
2004/05 includes increased costs for services and is offset by the $0.45 rate increase implemented to fund these
costs.
03/04 05/06
02/03 03/04 PROJECTED 04/05 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
189,430 174,020 156,920 Operations 183,925 193,675
55,829 57,800 57,500 Franchise Fees 64,600 66,400
38,990 37,234 39,383 General Fund Allocations 42,209 42,209
159,235 167,843 166,839 Joint Svs Allocations 177,694 177,694
2,167,367 2,248,110 2,231,942 Contracted Services 2,515,700 2,585,200
2,610,851 2,685,007 2,652,584 2,984,128 3,065,178