The URL can be used to link to this page

Home My WebLink About10-Georgetown Utility SystemsGeorgetown Utility Systems Georgetown Utility Systems 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 116 Streets Page 118 Water Services Energy Services Electric Page 108 SCADA - AMR Page 112 Systems Engineering Page 114 Wastewater Page 120 Water Page 122 Administration Page 106 79 Georgetown Utility Systems 25,381,689 6,867,990 843,177 1,403,345 1,975,792 2,631,294 3,579,292 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 03/04 05/06 02/03 03/04 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Administration 586,620 658,958 658,820 749,449 (13.8%)744,514 Electric 1,351,778 1,613,226 1,597,256 2,015,801 (26.2%)1,985,801 Electric Contracts 19,858,264 21,115,792 23,169,549 25,381,689 (9.5%)26,160,289 AMR 577,536 621,207 621,207 615,493 (-0.9%)615,493 Systems Engineering 472,945 529,632 518,648 653,896 (26.1%)627,172 Stormwater Drainage 669,897 781,036 780,483 843,177 (8.0%)837,977 Streets 1,655,719 2,002,924 1,944,940 1,975,792 (1.6%)1,988,261 Wastewater 3,736,537 3,444,579 3,287,311 3,579,292 (8.9%)3,659,092 Water 5,082,116 6,388,134 5,988,386 6,760,790 (12.9%)7,131,787 Reuse Irrigation 94,155 105,900 105,900 107,200 (1.2%)107,200 Division Total 34,085,567 37,261,388 38,672,500 42,682,579 (10.4%)43,857,586 * Percent change of 04/05 Adopted from 03/04 Projected Actual 04/05 ADOPTED (% Change*) Personnel 10% Capital 4% Operations 86% 02/03 03/04 03/04 05/06 ACTUAL ORIGINAL FINAL / PROJECTED PERSONNEL SUMMARY BUDGET ACTUAL Administration 899 1 0 Electric 16 19 19 19 AMR 666 6 Systems Engineering 888 9 Stormwater Drainage 5/.5 5/.5 5/.5 5/.5 Streets 11/.75 14/.75 14/.75 14/.75 Wastewater Collection *10 10 9 10 Water Distribution *13 13 14 16 Total (FT/PT) 77/1.25 84/1.25 84/1.25 89/1.25 16 10 89/1.25 6 9 5/.5 14/.75 10 19 04/05 ADOPTED 106 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 the Department. Administration is responsible for coordination and operation of all utilities during emergency management situations. MAJOR DEPARTMENT GOALS • Provide reliable utility services and efficient, effective transportation systems that protect the community and reflect its values. • Promote a safe and positive working environment for employees. • Ensure excellent customer service to the Georgetown community. • Promote consumer education programs for efficient utility use, conservation, and customer service. • Maintain quality utilities and transportation systems that promote well-planned development. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004 • Completed right-of-way acquisitions for State Highway 29 at Wolf Ranch. • Expanded Key Account Program through excellent customer service to industrial and commercial customer base; forging strong business relationships with key account customers and expanding the industrial and commercial customer base. • Implemented regular and well-documented safety meetings and inspections. • Increased administrative support to the Georgetown Transportation Enhancement Corporation (GTEC) and Georgetown Utility System (GUS) Advisory Boards. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Establish a franchise with the City of Round Rock for electric service north of FM 1431. • Continue regional wastewater implementation for the San Gabriel Basin. • Expand the Key Account Program to coordinate efforts with the City’s economic development efforts. • Initiate phased implementation of improvements associated with Wolf Ranch. • Implement 10-Year Transportation Plan for GTEC. • Develop strategies for a centralized dispatch operations center. • Update Strategic Plans for each functional utility area. • Conduct a traffic feasibility study to improve traffic conditions to be implemented in future budget years. • Facilitate property insurance claims in-house for increased efficiency and customer service. ADMINISTRATION 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 PROJECTED Assistant City Manager for Utilities Administrative Manager Administrative Assistant Dispatcher Customer Service Coordinator Staff Assistant Paralegal Key Account Manager Insurance Claims Adjuster Secretary / Records Mgmt Specialist Total 1 1 1 2 1 1 1 0 0 8 1 1 1 2 1 1 1 0 1 9 1 1 1 2 1 1 1 0 1 9 1 1 1 2 1 1 1 1 1 10 1 1 1 2 1 1 1 1 1 10 107 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 issued 13,213 10,663 13,500 12,985 13,500 2. Contracts negotiated 77 81 85 106 85 3. Purchase orders processed 1,263 1198 1,375 1,250 1,300 PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Consumer education program contacts 2. Customer satisfaction of field operations 3. Lost time injury/accidents 17,480 90% 0 16,865 92% 2 17,700 94% 0 20,187 94% 7 18,000 95% 3 DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: A Staff Assistant was added in 2003/04 to provide clerical support for GTEC and GUS Advisory Board. An Insurance Claims Adjuster will be added in 2004/05 to provide coordination and customer service for the City’s insurance claims processes. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 391,806 455,701 455,563 Personnel 530,756 530,146 194,814 203,257 203,257 Operations 218,693 214,368 586,620 658,958 658,820 749,449 744,514 108 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), City Public Service of San Antonio, and Constellation Power Source, Incorporated. In addition, the Department reviews plans for construction of new lines (overhead and underground), and develops design specifications that meet all safety and construction requirements. The 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 • Maintain a nationally recognized safety record for the City’s Electric and AMR departments. • Stay abreast of issues related to the Texas electric utility industry due to deregulation. • Explore viable options to control and reduce our purchased power expenses. • Provide reliable, cost effective electric service for our customers. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004 • Completed construction of all underground feeders from the new Rivery Substation. • Constructed 14 miles of underground lines and 2 ½ miles of overhead lines for system expansion. • Received a First Place Safety Award from American Public Power Association for the department’s safety accomplishments with no lost time or reportable accidents. • Completed automation of breakers at Glasscock and Chief Brady Substations to aid in system reliability. • Continued meter testing and thermovison of major electric facilities to insure revenue and system reliability. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Continue to participate in LCRA’s Market Pricing Option for a minimum 10% of our energy requirements. • Enter into discussions with LCRA, at their request, for 2016 contract discussions and negotiations. • Continue to explore options for outage management software to enhance customer service in relations to electronic system design programs by utilizing information from the City’s Global Information System (GIS) and AMR databases for updating of the electric mapping database. • Complete construction of major electric feeder tie lines between FM 971 and SH 29 along the new Inner Loop Road, and from SH 1460 to Maple Street. • Continue to convert overhead facilities to underground facilities within the downtown area. ELECTRIC 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 PROJECTED Energy Services Manager Operations Team Leader – Electric Journey Line Technician Inspector – Electric Crew Leader – Electric 1 1 1 1 3 1 1 1 1 4 1 1 2 2 4 1 1 2 2 4 1 1 2 2 4 Line Technician 3 4 3 3 3 Apprentice Line Technician 6 7 6 6 6 Total 16 19 19 19 19 NUMBER OF ELECTRIC CUSTOMERS 12,500 13,000 13,500 14,000 14,500 15,000 15,500 16,000 16,500 17,000 00/01 01/02 02/03 03/04 04/05* *Projected 109 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. # of street lights 2. Street light repairs 2160 270 2,250 850 2,270 850 2,330 780 2,375 800 3. Underground locates 3602 4,440 4,900 4,600 4,950 4. Ft of 3 phase overhead line constructed 11,088 52,000 32,120 12,000 37,000 5. Ft of 3 phase underground constructed 12,144 25,000 29,568 27,500 30,000 PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Compliance with ERCOT 95% LF*100%100%100%100%100% 2. % of system GPS 95%100%99%99%99% 3. Feeder line circuit maintenance 25%40%40%50%50% 4. Average System Availability Index N/A N/A 99.9 99.9% 99.9% 5. Electric System training by TEEX** 100%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: Personnel costs increase from the prior year projections due to the full year of expense recognized for the additional maintenance crew during 2004. Overall, maintenance costs have increased in direct correlation with the growth in the system. Capital maintenance items, such as capacitor additions and meter upgrades, have been moved to the department budget from the capital improvement program since they are maintenance programs completed in-house. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 761,699 1,005,615 990,520 Personnel 1,079,224 1,079,224 590,079 607,611 606,736 Operations 680,077 650,077 Capital 256,500 256,500 1,351,778 1,613,226 1,597,256 2,015,801 1,985,801 110 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: Revenue related expenses cause variances between years. These expenses are fully recovered through utility revenues and a budget amendment at year end is typically proposed to address the weather and cost-related expenses. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 17,573,680 18,600,000 20,615,000 Purchased Power 22,612,500 23,377,500 421,251 443,934 469,543 General Fund Allocations 502,703 502,703 1,082,630 1,274,519 1,236,051 Internal Svc Fund Allocations 1,342,846 1,336,546 533,542 577,500 643,300 Franchise Fees 673,100 693,000 247,161 219,839 205,655 Special Projects & Svcs 250,540 250,540 19,858,264 21,115,792 23,169,549 25,381,689 26,160,289 112 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, 27-lift stations, 6-pumping stations, 3-water treatment plants, 3-wastewater treatment plants, 6-well sites, as well as the emergency notification sirens. MAJOR DEPARTMENT GOALS • Assist utility customers in conservation efforts by providing accurate, individualized water and electric consumption data. • Ensure that 96% of AMR electric and water meters are read electronically and accurately. • 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. • 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. • Expand deployment of water and electric Encoder Receiver Transmitter (ERT’s) to new growth areas of the City’s utility system. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004 h Expanded SCADA system to allow for control of all substation breakers and additional water and wastewater facilities within the service area. h Maintained AMR deployment for new electric meters and expanded water deployment due to past system growth. h Upgraded control system and SCADA interface during the Berry Creek Wastewater Treatment Plant expansion. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Upgrade control system and add SCADA interface for the Dove Springs Wastewater Treatment plant expansion. • Complete audit process, which includes inspection of all electric and water meters and the installation of new meter seals on all the electric meters. • Install SCADA interface and controls for the new electric substation to allow for daily reporting of substation and feeder loads, and to assist during power restoration. AUTOMATIC METER READING (AMR)02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 PROJECTED AMR Systems Technician AMR Meter Reader AMR System Operator SCADA System Technician Wireless Information 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 00/01 01/02 02/03 03/04 04/05* Electric Water *Projected 113 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Electric ERTs installed 14,990 15,725 16,600 16,650 17,150 2. Water ERTs installed 11,050 12,450 14,900 14,950 15,550 3. RTU upgrades 3 2 3 3 0 4. RTUs Installed 50 61 64 65 71 PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. AMR meters read monthly 90%96%96%96%96% 2. AMR reads vs. CIS billed accounts 86%88%92%92%93% 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 88%93%98%98%98% DEPARTMENTAL BUDGET: ELECTRIC FUND MAJOR BUDGET CHANGES/ISSUES: 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 275,064 296,657 296,657 Personnel 306,347 306,347 302,472 292,350 292,350 Operations 309,146 309,146 32,200 32,200 Capital 577,536 621,207 621,207 615,493 615,493 114 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. The Department manages and maintains utility system models for departments within the Georgetown Utility Systems 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 2003/2004 • Worked with the development community to revise City Construction Specifications and Standards. • Successfully oversaw the completion of the Edwards Aquifer Recharge Zone (EARZ) Phase I wastewater line rehabilitation projects in Old Town. • Managed the review, selection and conversion process to a new Electric System connectivity software modeling application. • Managed all quarter-cent sales tax funded road projects, Georgetown Transportation Enhancement Corporation (GTEC) funded projects and CIP projects. • Oversaw and managed major infrastructure projects such as the Sun City Elevated Storage Tank, the Lake Water Treatment Plant Expansion, the Berry Creek Wastewater Treatment Plant project and the Rivery Bridge project. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Develop standards and specifications for electronic documentation of infrastructure files and plans. • Update the Wastewater Master Plan, in cooperation with Water Services. • Create an Irrigation Master Plan, in cooperation with Water Services. • Implement a pavement management plan, in cooperation with Transportation Services and Finance to comply with GASB 34 requirements. • Review and update the file structure for capital improvement projects. • Improve efficiency and timeliness of transportation projects with the addition of a Transportation CIP Coordinator. SYSTEMS ENGINEERING 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 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 C.I.P. Field Representative Transportation C.I.P. Coordinator 1 0 1 0 1 0 1 1 1 1 Field Representative Systems Engineering Tech 3 1 3 1 3 1 3 1 3 1 Total 8 8 8 9 9 CIP PROJECT COSTS $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 $20,000,000 00/01 01/02 02/03 03/04 04/05* 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 115 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Capital Improvement Projects: # of projects 14 19 27 27 21 Project budget $20,579,191 $6,468.122 $16,240,900 $15,134,387 $10,435,000 Construction costs 19,206,157 $5,408,202 $14,701,906 $13,537,187 N/A 2. GTEC Projects # of projects N/A 8 6 6 6 Project budgets N/A $3,934,771 $10,492,808 $10,492,808 $7,158,400 3. Development Projects: # of projects 57 50 50 64 70 4. Easement/Right-of-Way: Acquisitions/research 42 30 30 30 70 PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. % CIP projects – design complete 65%80%80%100%100% 2. % CIP projects under construction 65%80%80%100%100% DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: A Transportation CIP Coordinator will be added in 2004/05 to facilitate the increased number of transportation projects and needs. This position is partially funded through the Georgetown Transportation Enhancement Corporation (GTEC), the City’s 4B Corporation. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 385,240 449,838 438,854 Personnel 533,507 543,833 87,705 79,794 79,794 Operations 120,389 83,339 472,945 529,632 518,648 653,896 627,172 116 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 • Utilize the Regional Stormwater Master Plan (RSMP) by building detention ponds and upgrading waterways as needed within the city. • Comply with Stormwater regulations. • Reduce the threat of property damage and personal injury, and enhance public safety through proper maintenance and operation of the city’s drainage system. • Improve the cleanliness and appearance of the community through the sweeping of city streets. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004 • Contracted for the monthly mowing of detention ponds. • Completed downtown improvements: • Storm grates on 8th Street • Curbing on Main Street • Parking and two-hour parking projects. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Construct drainage improvements on River Bend Drive from Mesquite to Gabriel View. • Construct water quality ponds on 2nd Street, at Main and at College, to assist in the implementation of the Downtown Master Plan. • Implement a city-wide road striping contract. STORMWATER DRAINAGE 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 PROJECTED Drainage Foreman 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 00/01 01/02 02/03 03/04 04/05* *Projected 118 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Miles of public right-of-way mowed and cleaned 20.5 20.5 20.5 25 25 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 16,500 11,467 4,285 27,643 12,000 PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. # of times city streets swept annually 7 7 7 8 8 2. Cubic yards of debris prevented from entering waterways 1,350 1,350 1,350 1,350 1,500 3. # of detention ponds maintained 5 5 21 21 21 DEPARTMENTAL BUDGET: STORMWATER DRAINAGE FUND MAJOR BUDGET CHANGES/ISSUES: Maintenance costs increase in 2004/05 due to the additional drainage ponds being maintained by the City. Personnel costs increase due to cost of living adjustments for staff, as well as increases in benefits-related expenses. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 208,548 231,232 230,679 Personnel 242,753 242,753 461,349 544,739 544,739 Operations 600,424 595,224 5,065 5,065 Capital 669,897 781,036 780,483 843,177 837,977 118 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. The department also oversees the management of revenues collected through the City’s ¼ cent sales tax for street maintenance. MAJOR DEPARTMENT GOALS • Continue work with Federal, State and County entities, adjoining municipalities, other departments and the public to update and maintain a Comprehensive Transportation Plan. • 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 2003/2004 • Completed ¼ Cent Sales Tax Projects: • 11th Street Rehabilitation 13th Street Rehabilitation • Walnut Street Rehabilitation 16th Street Rehabilitation • Riverside Drive Rehabilitation 17th Street Rehabilitation • Airport Road Rehabilitation • Completed Georgetown Transportation Enhancement Corporation (4B) Projects: • Phase One Sidewalk Project MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Determine the feasibility of assuming maintenance and control of traffic signals for the City of Georgetown. • Implement pavement management (CarteGraph’s “Pavement View Plus”) to inventory, rate and prioritize street conditions for the five-year strategic maintenance plan. • Rehabilitate the following proposed roadways using the ¼ Cent Sales Tax and General Fund: • Main Street •Ranch Road • Parkway Drive •Maple Street • Forest Street •Morrow Street • College Street •Ash Street • Vine Street •Laurel Street • Olive Street • Create an enhanced public perception, related to traffic congestion issues, by educating and informing the public regarding the City’s actions to address congestion issues. STREET DEPARTMENT 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 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 4 4 4 4 Light Equipment Operator 5 7 7 7 7 Street Maintenance Worker (P/T) .75 .75 .75 .75 .75 Total (PT/FT) 11/.75 14/.75 14/.75 14/.75 14/.75 119 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Lane miles of seal coated, overlayed or microsurfaced streets 32 33.5 25 18 25 2. Square feet of roadway patching 30,000 30,000 30,000 30,000 30,000 3. Traffic signs repaired/installed 275 350 900 350 350 4. Lane miles of streets maintained 335 335 335 420 430 5. Linear feet of sidewalk installed 300 300 3,700 27,000*3,000 * Amount reflects the $500,000 GTEC Phase One Sidewalk Project PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. % of streets seal coated 1.5 %1.5%1.5%1%1.5% 2. % of streets overlayed 3%2%3%3%2.5% 3. % of streets microsurfaced 7%0%7%5.5%6% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 427,450 600,970 581,986 Personnel 621,973 621,942 569,924 603,026 603,026 Operations 528,819 541,319 658,345 798,928 759,928 Capital 825,000 825,000 1,655,719 2,002,924 1,944,940 1,975,792 1,988,261 120 Georgetown Utility Systems Water Services - Wastewater DEPARTMENT DESCRIPTION The Wastewater Department is responsible for the operation and maintenance of infrastructure that provides wastewater for over 13,000 customers. Wastewater infrastructure includes 5 treatment plants (San Gabriel, Dove Springs, Pecan Branch, Cimarron Hills, and Berry Creek) totaling 5.74 MGD of capacity, 27 pumping stations, 2,800 manholes, and 254 miles of wastewater collection mains. Department activities are regulated by the Texas Commission on Environmental Quality (TCEQ) and the Environmental Protection Agency (EPA). Department activities include: periodic operational checks and preventive maintenance at pumping facilities, Jet cleaning and camera inspection of collection mains and manholes, and acceptance of new facilities constructed by developers, repair and preventive maintenance of collection mains, troubleshooting and repair of system blockages, marking of all underground piping prior to excavation by contractors. The operation and maintenance of treatment facilities is performed by the Brazos River Authority (BRA) under a five-year contract that began in October 2003. MAJOR DEPARTMENT GOALS • Maintain an adequate treatment capacity to allow for future growth of the community. • Maintain or exceed EPA and TCEQ standards for wastewater service (discharge limits, system integrity). • Operate and maintain the system in a cost efficient manner to provide for the lowest possible service rates for our customers. • Expand the wastewater system to provide service and minimize the proliferation of septic systems. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004 • Commenced operation of two new lift stations (Cimarron Hills and the Meadows of Georgetown). • Completed repairs on all system flaws identified in the FY 02/03 Edwards Aquifer Testing Program. • Completed the Global Positioning Systems (GPS) locating of system infrastructure for the FY 03/04 Edwards Aquifer Testing Program. • Increased the qualification level of department personnel by providing training that resulted in the initial or upgraded TCEQ certification of six additional personnel. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Implement the FY 04/05 CIP to expand the capacity of the Dove Springs Wastewater Treatment Plant and make repairs to the collection system identified in the Edwards Aquifer Testing performed in FY 2003/2004. • Establish a wastewater franchise area (CCN) following completion of the Regional Wastewater Study. • Complete the update of the wastewater system master plan in cooperation with Systems Engineering to allow for the proper development of future Impact Fee Studies and future five-year Capital Improvement Projects (CIP) planning. • Transfer the responsibility for Edwards Aquifer Testing from outside contractors to City Staff to reduce cost and promote synergy with maintenance and repair efforts. • Develop in-house line testing program for the on-going Edwards Aquifer Testing program. WATER SERVICES - WASTEWATER 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 PROJECTED Supervisor 1 1 1 1 1 Team Leader 1 1 1 1 1 Senior Water Services Technician 1 1 2 2 2 Water Services Technician 1 3 2 2 2 Water Services Apprentice Pump Maintenance Positions 2 4 4 0 3 0 4 0 4 0 Total (PT/FT) 10 10 9 ** 10 ** 10 ** ** Reorganization of positions - Water/Wastewater Department WASTEWATER SERVICE CUSTOMERS AND WORK ORDERS 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 04/05* 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 3,500 4,000 W o r k O r d e r s Customers Work Orders *Projected 121 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Wastewater service customers 11,972 12,387 13,100 13,000 13,600 2. Wastewater treated (MG)894 973 1,053 1,350 1,250 3. Work orders 1,450 1,550 2,800 3,400 3,600 4. Locates completed N/A 4,439 1,375 4,000 4,500 5. Collection Piping Cleaned / Tested N/A 181,000 250,000 325,000 250,000 PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Maintenance work order backlog 35 35 50 45 50 2. Unauthorized discharges N/A N/A N/A 12 10 3. Sewer chokes N/A 127 200 90 85 DEPARTMENTAL BUDGET: WATER SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: Maintenance cost increase for Edwards Testing will be offset by greater savings in CIP funding. Cimarron Hills Plant will begin operations in FY 04/05 resulting in higher utility costs. Staff were shifted between Water and Wastewater departments due to a reorganization of the utility. Two apprentice positions will be added to begin in-house testing of City wastewater lines, as required by the Edward’s Aquifer Recharge Zone regulations. This testing was previously funded as a Capital Improvement Project in the capital program savings in the capital program fund this expense. The capital program now includes only the capital repairs and replacement of noncompliant lines. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 457,698 434,166 434,166 Personnel 481,771 481,771 594,983 490,533 490,533 Operations 517,360 517,360 8,606 2,000 2,000 Capital 50,000 50,000 1,061,287 926,699 926,699 Subtotal - Operations 1,049,131 1,049,131 1,492,984 1,480,252 1,363,840 Operations 1,435,302 1,535,302 108,007 120,500 117,100 Franchise Fees 128,700 134,800 94,256 110,580 116,959 General Fund Allocations 119,268 119,268 793,047 659,921 629,854 Internal Svc Fund Allocation 678,129 671,829 186,956 146,627 132,859 Spec. Svc / Legal 168,762 148,762 3,736,537 3,444,579 3,287,311 3,579,292 3,659,092 122 Georgetown Utility Systems Water Services - Water DEPARTMENT DESCRIPTION The Water Services Utility is responsible for the operation and maintenance of infrastructure that provides potable water for over 15,000 customers. Water infrastructure includes 4 treatment plants with associated intake structures and wells (Lake Georgetown, San Gabriel Park, Southside, and Berry Creek) totaling 27.5 MGD of capacity, 12 storage tanks with a total storage capacity of 13.4 MG, 8 water pumping stations, 260 miles of water distribution piping including valves, 1,975 fire hydrants, and 15,387 meters. Department activities are regulated by the Texas Commission on Environmental Quality (TCEQ) and the Environmental Protection Agency (EPA). Department activities include: periodic operational checks and preventive maintenance at pumping facilities, inspection and acceptance of new facilities constructed by developers, repair and preventive maintenance of piping and valves, testing and maintenance of system metering, marking of all underground piping prior to excavation by contractors, and routine sampling of water for proper process controls. The operation and maintenance of treatment facilities is performed by Operations Management International under a five-year contract that began in October 2003. MAJOR DEPARTMENT GOALS • Maintain an adequate supply of water to allow for future growth of the community. • Maintain or exceed EPA and TCEQ standards for water service (pressure, flow, and water quality). • Operate and maintain the system in a cost efficient manner to provide for the lowest possible service rates for our customers. • Expand the system to provide water service throughout our franchise area. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004 • Commenced operation of the Lake Water Treatment Plant expansion (8.8 MGD), bringing the total capacity of the plant to 17.568 MGD. • Commenced operation of the Cedar Breaks water line, extending the west loop water line from Shell Road to the Oak Crest subdivision. • Commenced operation of Sun City Pump Station, reducing the peak demand on Sequoia Spur Pump Station. • Increased the qualification level of department personnel by providing training that resulted in the TCEQ certification of five additional personnel. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Implement the FY 2004/2005 Capital Improvement Plans in cooperation with Systems Engineering and the Street Department to improve water service. • Implement rotational team assignments to establish a Valve and Hydrant maintenance program that meets or exceeds American Water Works Association (AWWA) standards. • Continue the implementation of the water storage tank maintenance plan by coordinating the rehabilitation of the Leader Elevated Storage tank with Systems Engineering. • Establish the 1065 pressure plane by placing the Jennings Branch EST and Sun City Pump Stations in service. • Develop an in-house “locate” program to decrease maintenance calls due to construction excavation. WATER SERVICES – WATER 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 PROJECTED Manager Supervisor Team Leader Water Services Technician Water Services Apprentice Pump Maintenance Positions Total 1 1 1 1 6 3 13 1 1 1 1 9 0 13 1 1 1 2 9 0 14 ** 1 1 1 2 11 0 16 ** 1 1 1 2 11 0 16 ** ** Reorganization of positions - Water/Wastewater Department 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 00/01 01/02 02/03 03/04 04/05* 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 W o r k O r d e r s Customers Work Orders *Projected 123 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Water Service Customers 14,086 14,786 15,400 15,250 15,900 2. Annual Production (MG)3,096 3,133 3,269 2,938 3,300 3. Peak Production (MGD)16.4 18.1 18.5 18.5 18.5 4. Work Orders 3,129 2,624 3,300 3,300 3,300 5. Locates completed N/A 4,439 1,500 4,000 4,500 PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Maintenance Work Order Backlog 360 60 60 150 60 2. Production / Billing Ratio (%)80%74%80%77%82% DEPARTMENTAL BUDGET: WATER SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: Staff were shifted between Water and Wastewater Departments due to a reorganization of the utility. A Water Services Apprentice will be added to address workload issues in the City'’ line locate program. The Operations budget will decrease due to the reclassification of capital maintenance funding to the capital category. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 406,069 554,664 554,664 Personnel 621,862 621,862 532,576 886,196 886,196 Operations 700,322 700,322 54,335 2,000 2,000 Capital 660,000 660,000 992,980 1,442,860 1,442,860 Subtotal - Operations 1,982,184 1,982,184 1,001,316 1,198,171 1,133,634 Plant 1,174,934 1,274,934 774,495 876,300 876,300 BRA - Water Purchases 1,026,821 1,180,844 188,012 210,300 203,250 Franchise Fee 213,000 218,300 172,368 178,396 188,687 General Fund Allocations 182,814 182,814 890,927 847,511 814,615 Internal Svc Fund Allocation 871,626 865,326 1,051,152 1,609,596 1,329,040 Special Projects & Svcs 1,309,411 1,427,385 10,866 25,000 Capital 5,082,116 6,388,134 5,988,386 6,760,790 7,131,787 124 Georgetown Utility Systems Water Services – Reuse Irrigation DEPARTMENT DESCRIPTION The Reuse/Irrigation Department is responsible for the operation and maintenance of infrastructure that treats and distributes reuse irrigation water to five major irrigation customers. Reuse Irrigation infrastructure includes 3 storage tanks with a total capacity of 2.3 MG, 11 miles of piping and valves, and 3 major pumping stations. Department activities are regulated by the Texas Commission on Environmental Quality (TCEQ) and the Environmental Protection Agency (EPA). Department activities include: periodic operational checks and preventive maintenance at pumping facilities, inspection and acceptance of new facilities, repair and preventive maintenance of piping and valves, testing and maintenance of metering, marking of all underground piping prior to excavation by contractors, and routine sampling of water for proper process controls. MAJOR DEPARTMENT GOALS • Maintain or exceed TCEQ standards for reuse irrigation service (water quality). • Operate and maintain the system in a cost efficient manner to provide for the lowest possible service rates for our customers. • Expand the reuse irrigation system to reduce the dependence on potable water for irrigation. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004 • Commenced operation of the Park Irrigation Pump Station and Storage tank to provide service to Georgetown Country Club. • Replaced the Variable Frequency Drive on the Airport Irrigation Pump Station and reprogrammed the system to make operation more efficient. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Implement the FY 2004/2005 Capital Improvement Plan to complete the reuse irrigation line from the Pecan Branch Treatment Plant to the Airport Irrigation Pump Station to provide reuse water to the station. • Complete the update of the Reuse Irrigation System Master Plan, in cooperation with Systems Engineering, to allow for the proper development of future five-year Capital Improvement Projects (CIP) planning. 125 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Average Daily Production (MGD).91 .84 1.10 .65*1.10 * Drop in production due to higher than average rainfall in the Spring and early Summer, 2004 PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Production / Billing Ratio N/A N/A N/A N/A 95% DEPARTMENTAL BUDGET: WATER SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: Increased utility costs due to rising electric rates cause the variance in Operations. Savings in Capital will be used to fund the 2004 shortfall. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 90,820 101,500 101,500 Operating 101,500 101,500 3,335 4,400 4,400 Franchise Fee 5,700 5,700 94,155 105,900 105,900 107,200 107,200