HomeMy WebLinkAbout07-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
Page 82
Facilities Maintenance
(includes Internal Service Fund)
Page 84
Fleet Management
(includes Internal Service Fund)
Page 88
Utility Office
Page 92
Sanitation
Page 94
Accounting
Page 78
Municipal Court
Page 80
Administration
Page 76
64
Finance and Administration
04/05 06/07
03/04 04/05 PROJECTED ESTIMATED
ACTUAL BUDGET ACTUAL BASE
Administration 388,254 375,895 375,252 432,710 (15.3%)409,049
Accounting 487,913 514,916 513,015 541,981 (5.6%)540,437
Municipal Court 239,365 289,274 289,255 352,279 (21.8%)351,397
Court Fees SRF 24,852 111,150 111,150 41,915 (-62.3%)40,800
Purchasing & Properties 368,586 386,618 386,601 318,583 (-17.6%)316,829
Facilities Maintenance 108,060 113,772 113,683 323,268 (184.4%)325,351
Facilities Main. Contracts 524,422 534,527 534,527 562,383 (5.2%)449,083
Vehicle Service Center 521,328 640,886 629,376 696,374 (10.6%)687,579
Capital Replacements & Ins. 1,788,997 1,977,940 1,977,940 1,370,126 (-30.7%)1,778,586
Utility Office 999,569 1,052,122 1,049,521 1,211,643 (15.4%)1,108,997
Sanitation Contracts 2,696,260 2,984,128 2,953,229 3,115,051 (5.5%)3,224,314
Division Total 8,147,606 8,981,228 8,933,549 8,966,313 (0.4%)9,232,422
* Percent change of 05/06 Adopted from 04/05 Projected Actual
05/06
ADOPTED
(% Change*)
03/04 04/05 04/05 06/07
FINAL / ORIGINAL FINAL / PROJECTED
PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL
Administration 2 2 2 2
Accounting 8 8 8 8
Municipal Court 4 4 4 5
Purchasing and Properties 6 6 6 5
Facilities Maintenance 2 2 2 5
Vehicle Service Center 4 5 5 5
Utility Office 13 13 13 13
Total (FT/PT) 39 40 39 4343
5
5
5
13
2
8
5
05/06
ADOPTED
Personnel
26%
Capital
14%
Operations
60%
1,211,643
318,583
394,194
432,710
541,981
885,651
3,115,051
2,066,500
0 500,000 1,000,000 1,500,000 2,000,000 2,500,000
Purchasing & Properties
Municipal Court
Administration
Accounting
Facilities Maintenance
Utility Office
Vehicle Service Center
Sanitation Contracts
76
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 both the City’s 4A and 4B economic development corporations, as well as, various
Public Improvement Districts.
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 2004/2005
• Coordinated development of departmental 5-year strategic plans and incorporated them into the budget
process.
• Coordinated the 2005 bond issues for general debt, Georgetown Transportation Enhancement Corporation
(GTEC) and utility projects, as well as, a $12 million refunding.
• Negotiated $766,366 repayment of previously uncollectible costs associated with the Escalera Development.
• Coordinated the selection process for the City’s external auditors.
• Assisted in creation of tax increment financing district for the historic downtown to assist efforts for economic
development and revitalization.
• Coordinated the Finance and Administration presentation for the Georgetown Academy project.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006
• Assist in developing an electric franchise service agreement with the City of Round Rock.
• Work with other City departments in researching and developing system requirements for an integrated
Enterprise Resource Planning (ERP) system to meet the needs of multiple City departments.
• Assist in the development of By-laws for the recently approved 4A economic development corporation.
• Assist in updating the City’s comprehensive plan (Century Plan) to ensure the City’s future financial stability.
• Assist in the finalization and implementation of an involuntary/voluntary annexation program and identify related
financial impacts.
• Work with Community Development to develop a Historic Tax Abatement program within historic downtown.
• Receive the Government Finance Officer’s Association (GFOA) Distinguished Budget Award for the 17th
consecutive year.
• Coordinate the bi-annual citizen’s survey to provide input to Council on quality of City services.
ADMINSTRATION
03/04
ACTUAL
04/05
ORIGINAL
BUDGET
04/05
FINAL /
ACTUAL
05/06
ADOPTED
06/07
PROJECTED
Division Director
Administrative Assistant
1
1
1
1
1
1
1
1
1
1
Total 2 2 2 2 2
77
WORKLOAD MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. # of bond issues outstanding
Amount of debt outstanding
13
$54,805,000
13
$54,805,000
19
$64,032,514
21
$77,932,866
22
$82,257,288
2. Utility customers 18,198 18,772 18,400 19,862 20,300
3. Adopted Annual Budget
4. Presentations to Council
$91,162,542
12
$104,990,874
12
$122,604,241
15
$110,975,807
16
$131,834,745
15
PERFORMANCE MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
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%
$59.29
A+
A1
Yes
95%
$60.72
A+
A1
Yes
95%
$60.00
A+
A1
Yes
97%
$67.35
A+
A1
Yes
95%
$63.00
A+
A1
DEPARTMENT BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
04/05 06/07
03/04 04/05 PROJECTED 05/06 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
161,165 166,464 165,821 Personnel 188,890 188,890
227,089 209,431 209,431 Operations 243,820 220,159
388,254 375,895 375,252 432,710 409,049
78
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 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 2004/2005
• Assisted Georgetown Utility Systems in implementation of a pavement management system for streets
infrastructure.
• Expanded 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.
• Coordinated an upgrade to the City’s financial system to enhance efficiency.
• Initiated franchise audits to ensure accountability for franchise payment under current City agreements.
• Implemented a cash handling training program for all divisions to ensure safe and accurate cash receipts.
• Developed a cash flow forecasting model to predict cash flows and enhance investment yield.
• Created “helpful hints” worksheets to make policies and procedures easier to understand by internal customers.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006
• Improve the City’s records management process by implementing the first year of the Records Management
Plan.
• Participate in a City-wide team to determine needs for possible replacement of City’s financial software.
• Enhance capital projects budgeting and reporting to provide better information to managers and the public.
• Provide quarterly financial reports on the City’s website.
ACCOUNTING
03/04
ACTUAL
04/05
ORIGINAL
BUDGET
04/05
FINAL /
ACTUAL
05/06
ADOPTED
06/07
PROJECTED
Accountant II
Accountant III
Accounting Specialist
Chief Accountant
Controller
Payables Supervisor
Utilities Financial Analyst
Total (FT/PT)
1
1
2
1
1
1
1
8
1
1
2
1
1
1
1
8
1
1
2
1
1
1
1
8
1
1
2
1
1
1
1
8
1
1
2
1
1
1
1
8
79
WORKLOAD MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. Vendor checks issued 10,727 10,538 10,000 10,750 10,900
1. Invoices processed
2. Payroll checks issued
14,609
10,952
15,610
10,827
15,600
11,500
16,700
11,500
16,950
11,800
3. Annual investment portfolio $19,782,388 $24,531,010 $32,000,000 $44,863,530 $35,000,000
4. # of grants
Annual grant expenditures
15
$200,671
14
$241,786
7
$1,805,753
15
$933,954
4
$1,319,857
PERFORMANCE MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. Payments processed within
vendor terms
89%
91%
90%
91%
90%
2. Manual payroll check percentage 1% 0.5% 2% 1% 1%
3. % of budgeted interest received 48% 109% 100% 93% 100%
4. Internal customer rating of
satisfied or better
N/A
91%
93%
92%
93%
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
04/05 06/07
03/04 04/05 PROJECTED 05/06 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
425,507 452,380 450,479 Personnel 480,988 480,988
62,406 62,536 62,536 Operations 60,993 59,449
487,913 514,916 513,015 541,981 540,437
80
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 Administrator.
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 2004/2005
• Improved customer service by offering internet payment options to customers.
• Decreased processing time of court cases by scheduling additional court dockets per month.
• Enhanced customer service by providing customers the opportunity to see the Judge during a scheduled office
hour time.
• Implemented secure signature/forms overlay to enhance court efficiency.
• Simplified the fine schedule to improve court processing.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006
• Implement an imaging records management system to enhance the efficiency of court processes and reduce
offsite storage of records.
• Implement additional and upgraded Autocite ticket writers to provide judicial support for the traffic deterrent
program.
• Implement upgraded phone system to increase court efficiency and improve customer service.
• Improve customer service and response through the addition of a staff assistant to handle administrative duties
within the Court office.
MUNICIPAL COURT 03/04
ACTUAL
04/05
ORIGINAL
BUDGET
04/05
FINAL /
ACTUAL
05/06
ADOPTED
06/07
PROJECTED
Municipal Court Administrator
Staff Assistant
Deputy Court Clerk
Total
1
0
3
4
1
0
3
4
1
0
3
4
1
1
3
5
1
1
3
5
NUMBER OF TICKETS/REVENUE
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
01/02 02/03 03/04 04/05 05/06*
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
81
WORKLOAD MEASURES
ACTUAL
02/03
ACTUAL
03/04
BUDGETED
04/05
PROJECTED
04/05
PROPOSED
05/06
1. Number of cases filed 9,417 11,018 12,100 8,610 11,570
2. Number of courtesy letters 8,696 10,352 10,100 14,548 10,870
3. Number of warrants issued 1,386 2,341 2,310 2,142 2,458
4. Municipal Court fine revenue:
Retained by City $510,246 $653,981 $678,920 $682,819 $686,680
Remitted to State $247,588 $425,926 $435,050 $444,172 $447,222
PERFORMANCE MEASURES
ACTUAL
02/03
ACTUAL
03/04
BUDGETED
04/05
PROJECTED
04/05
PROPOSED
05/06
1. Arraignment docket scheduling 90 days 90 days 60 days 60 days 60 days
2. Processing of ticket entry 3 days 3 days 3 days 3 days 2 days
3. Customer use of website NA NA 12,000 12,000 14,400
4. Warrants cleared as % of issued 91% 65% 40% 60% 60%
5. Citations issued through auto
systems - % of total
2%
28%
30%
30%
90%
6. Bailiff attendance for court 100% 100% 100% 100% 100%
7. Collections per clerk – City portion $170,082 $217,994 $169,730 $227,606 $228,894
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
A staff assistant is added in 2005/06 to provide telephone support and improved customer service.
04/05 06/07
03/04 04/05 PROJECTED 05/06 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
170,267 228,043 228,024 Personnel 275,565 275,565
69,098 61,231 61,231 Operations 76,714 75,832
239,365 289,274 289,255 352,279 351,397
82
Finance and Administration
Purchasing
DEPARTMENT DESCRIPTION
The Purchasing 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 material purchases over $25,000 and professional services over $15,000.
The department regularly meets with using departments to review purchasing procedures and solicit ideas for
improved efficiency. Purchasing is responsible for monitoring the communication systems currently in use by the
City, including pagers, long distance service and cellular telephones. Purchasing also oversees the operation of
the City's central receiving/distribution warehouses and 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 2004/2005
• Utilized RFP Depot to improve efficiency and reduce cost of purchases through the internet. Evaluated and
researched Demand Star for additional internet purchasing capabilities.
• Revised and implemented new Electric Warehouse procedures.
• Completed initiation of Customer Service Action Plan which included participating in focus groups, providing
Purchasing staff responsibilities and the warehouse catalog on intranet, and preparing a request form which
allows employees to have input into items stocked in the warehouse.
• Completed bids for demolition of City facilities located at 310 W. 8th Street, Uniforms, and landscape
maintenance of detention ponds.
• Participated in implementation of new City logo through purchases of signage, stationery and business cards.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006
• Relocate the Electric stockyard from 1101 North College Street to a more secured and convenient area.
• 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.
• Continue benchmarking actions taken to improve customer 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
03/04
ACTUAL
04/05
ORIGINAL
BUDGET
04/05
FINAL /
ACTUAL
05/06
ADOPTED
06/07
PROJECTED
Support Services Director (move to Facilities)
Purchasing Agent
Purchasing Buyer
Purchasing Assistant (move to F&A Administration)
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
0
1
1
0
1
2
5
0
1
1
0
1
2
5
83
WORKLOAD MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. Purchase orders entered 7,100 7,300 8,500 7,400 7,500
2. Inventory items disbursed by
requisition
11,725
13,820 14,000
14,000 14,000
3. Inventory deliveries received
4. Formal bids processed
1,835
35
1,800
40
2,400
35
2,440
40
2,400
40
PERFORMANCE MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
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. Cost of Inventory disbursed $1,930,240 $1,925,000 $1,400,000 $2,400,000 $2,400,000
4. Gross revenue from Impound/
Surplus Auction
5. Internal Customer Service rating
of satisfied or better
$65,270
N/A
$73,680
92%
$35,000
93%
$50,000
93%
$50,000
94%
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
Reduction in staff and responsibilities due to removal of Facility Maintenance personnel from the Purchasing
budget.
04/05 06/07
03/04 04/05 PROJECTED 05/06 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
297,751 313,811 313,805 Personnel 234,135 234,135
70,835 72,807 72,796 Operations 84,448 82,694
368,586 386,618 386,601 318,583 316,829
84
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 23 municipal buildings (approx. 210,000 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, who also
oversees coordination and project management for construction and renovation of City buildings.
MAJOR DEPARTMENT GOALS
• Provide quality maintenance of City 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 2004/2005
• Implemented customer service action plan to improve service delivery and customer satisfaction by expanding
the use of work order/call tracking system, improving follow up on requests and adding additional staff for faster
response.
• Completed the construction of the Animal Shelter and coordinated their move-in.
• Coordinated the design of the new main Fire Station.
• Coordinated the design of the new Library.
• Facilitated and lead the process for the hiring of a Construction Manager-at-Risk for the Library and Fire Station
construction.
• Completed the renovation of the community room at Parks Administration.
• Installed security cameras and gates and various City facilities to provide for improved security.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006
• Provide oversight and project management for the construction of the Library and the Fire Station.
• Implement the second year of the internal customer service action plan.
• Improve security at the Animal Shelter and Parks Administration by installing security cameras.
• Begin design for the expansion of the Recreation Center.
• Coordinate the expansion and renovation of the City’s Community Center in San Gabriel Park.
FACILITIES MAINTENANCE
03/04
ACTUAL
04/05
ORIGINAL
BUDGET
04/05
FINAL /
ACTUAL
05/06
ADOPTED
06/07
PROJECTED
Support Services Director
Facilities Maintenance Worker
Staff Assistant
Facilities Contracts
Total
0
2
0
0
2
0
2
0
0
2
1
2
0
0
2
1
2
1
1
5
1
2
1
1
5
Facilities Maintained
0
50,000
100,000
150,000
200,000
250,000
01/02 02/03 03/04 04/05 05/06*
Sq
u
a
r
e
F
e
e
t
M
a
i
n
t
a
i
n
e
d
*Projected
85
WORKLOAD MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. Work orders processed 400 522 522 540 540
2. Facilities maintained 20 21 23 23 23
3. Square feet of facilities maintained 190,000 195,000 210,000 210,000 210,000
4. Service contracts managed 11 11 12 12 12
5. New construction dollars $4,194,993 $500,000 $850,000 $23,100,000 $23,100,000
PERFORMANCE MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. Work orders / PM requests
completed
85%
80%
85%
95%
95%
2. New construction completed 80% 9% 100% 4% 55%
3. Avg. completion time per work
order
4. Internal Customer Service rating
of satisfied or better
8 days
N/A
8 days
85%
7 days
86%
5 days
89.2%
5 days
90%
DEPARTMENTAL BUDGET: FACILITIES MAINTENANCE FUND
MAJOR BUDGET CHANGES/ISSUES:
Staff were reassigned to the facilities budget in 2005/06 and a Facilities Coordinator was added to manage the
City’s maintenance services.
04/05 06/07
03/04 04/05 PROJECTED 05/06 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
81,469 86,240 86,151 Personnel 286,932 288,205
26,591 27,532 27,532 Operations 34,656 37,146
Capital 1,680
108,060 113,772 113,683 323,268 325,351
86
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:
The addition of the Animal Shelter in mid fiscal year 2004/05 created a slight increase in the ISF, with a reduction in
funding of the Community Center because of construction scheduled to take place in fiscal year 2005/06 help the
fund remain relatively level. The addition of a new Library and Fire Station in fiscal year 2006/07 will cause
substantial increases in this fund.
04/05 06/07
03/04 04/05 PROJECTED 05/06 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
44,798 45,200 45,200 Buildings & Structures 39,200 29,400
356,045 329,719 375,744 Lease and Contracts 339,803 339,803
73,987 76,200 24,400 Bldg. Improvements 98,500 45,000
49,592 83,408 89,183 Other Operating 84,880 34,880
524,422 534,527 534,527 562,383 449,083
Facilities Maintenance
Internal Service Fund
05/06 06/07 07/08 08/09 09/10
By Function
Copier Replacement 39,200 29,400 19,600 29,400 51,700
Copier Maint. 37,419 37,419 37,419 37,419 37,419
Painting, Int. 23,500 9,000 12,000 6,000
Painting, Ext. 13,500 4,000 5,000
Roof Replacement 12,000
HVAC Replacement 85,000 70,000
Pest Extermination 2,430 2,430 2,430 2,430 2,430
Carpet Replacement 2,500 13,000 9,800 35,800
Vinyl Replacement 6,800 2,600 13,500
Landscape Maintenance 58,930 58,930 58,930 58,930 58,930
Janitorial Svcs. 175,629 175,629 175,629 175,629 175,629
HVAC Maintenance 54,965 54,965 54,965 54,965 54,965
Elevator Maintenance 3,000 3,000 3,000 3,000 3,000
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 15,000
Dry Deck
Security System Maintenance 2,300 2,300 2,300 2,300 2,300
Waterproofing Rec Ctr Gym
Gate Maintenance 3,000 3,000 3,000 3,000 3,000
Total Costs by Function 487,383 424,083 415,083 414,683 526,683
By Facilities
Airport Terminal 1,530 1,530 1,530 1,530 7,530
Animal Shelter 9,320 9,320 9,320 9,320 9,320
Municipal Court/Council Chambers 10,461 10,461 20,261 10,461 15,461
City Office Building 25,170 27,970 22,970 18,170 18,170
Community Center 1,120 1,120 1,120 7,620 1,120
Park & Rec Administration 16,845 16,845 26,845 16,845 26,645
Fire Station #1 16,855 10,355 10,355 10,355 20,155
Fire Station #2 2,155 6,155 2,155 2,155 3,955
Fire Station #3 10,235 12,735 10,235 10,235 10,235
Fire Station #4 6,730 6,730 6,730 25,130 6,730
Library 103,517 43,717 43,717 43,717 43,717
Madellia Hilliard 1,980 1,980 1,980 1,980 1,980
City Hall 80,077 72,877 35,277 45,077 70,277
Police Dept Annex 7,540 7,540 12,540 7,540 14,040
Park & Ride Facility 1,900 1,900 1,900 1,900 1,900
Police Station 27,543 27,543 54,343 47,143 67,543
Recreation Center 40,451 40,451 40,451 51,151 70,451
Municipal Complex 89,259 69,659 69,659 69,659 95,759
Chamber Building 2,000 2,000 2,000 2,000 2,000
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 1,000 1,000 1,000 1,000 1,000
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
9th & Main Parking Lot Landscape Maint. 1,760 1,760 1,760 1,760 1,760
Georgetown Village Landscape Maint. (City) 4,800 4,800 4,800 4,800 4,800
Grace Heritage Center 855 6,355 855 855 855
Tennis Center 18,580 33,580 27,580 18,580 25,580
Total Costs by Facilities 487,383 424,083 415,083 414,683 526,683
88
VEHICLES AND EQUIPMENT
0
500
1,000
1,500
2,000
2,500
02/03 03/04 04/05 05/06*
Wo
r
k
O
r
d
e
r
s
p
e
r
Y
e
a
r
220
230
240
250
260
270
280
290
300
#
o
f
V
e
h
i
c
l
e
s
/
E
q
u
i
p
m
e
n
t
Work Orders # Vehicles *Projected
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 customers.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2004/2005
• Installed equipment in 13 new vehicles and contracted with vendor to equip 19 police cars.
• Developed Fuel Man program for Fire department to decrease mileage on Fire apparatus by reducing need to
come to City fueling station.
• Modified replacement program for Police, Fire and Streets vehicles to allow best usage of City equipment while
managing annual replacement costs.
• Hired additional mechanic for Georgetown Utility Systems (GUS) vehicles.
• Purchased 30,000 lb. four post lift for in-house maintenance of heavy equipment.
• Purchased new emission testing equipment necessary for State Inspections.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006
• Implement Fuel Man program for Public Safety and Utility departments that will allow them to utilize other
fueling sites when needed or cost effective.
• Purchase 15 replacement vehicles / equipment for City departments.
• Purchase 14 replacement vehicles for Police.
• Implement a hybrid vehicle testing program to measure cost effectiveness and efficiency for possible
expansion as future vehicle replacements to various City departments.
VEHICLE SERVICE CENTER
03/04
ACTUAL
04/05
ORIGINAL
BUDGET
04/05
FINAL /
ACTUAL
05/06
ADOPTED
06/07
PROJECTED
Service Center Supervisor
Lead Mechanic
Mechanic
Total (FT/PT)
1
1
2
4
1
1
3
5
1
1
3
5
1
1
3
5
1
1
3
5
89
WORKLOAD MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
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
249
1-83
1-167
1,422
254
1-85
1-175
2,400
284
1-95
1-186
1,832
284
1-71
1-139
1,854
290
1-73
1-146
2,400
5. Gallons of fuel used per year
Unleaded gasoline
77,692
78,844
76,321
77,579
77,579
Diesel fuel 63,834 63,764 75,154 77,408 77,408
PERFORMANCE MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 003/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. # of ASE certifications held by
mechanics
32
32
34
34
18
2. % of repairs sent out for service 15% 15% 15% 15% 15%
3. Average age of City fleet:
4 Police - Patrol
4 GUS & other dept.
4 Fire Trucks
4 Fire Prevention
4 Other Equipment
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
6 yrs
8 yrs
6 yrs
8 yrs
3 yrs
6 yrs
8 yrs
5 yrs
9 yrs
4. Internal Customer Service rating
of satisfied or better
N/A
75%
89%
89%
90%
DEPARTMENTAL BUDGET: FLEET MANAGEMENT FUND
MAJOR BUDGET CHANGES/ISSUES:
04/05 06/07
03/04 04/05 PROJECTED 05/06 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
224,581 285,553 274,044 Personnel 303,343 307,514
296,747 355,333 355,332 Operations 393,031 380,065
521,328 640,886 629,376 696,374 687,579
90
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 four-year
replacements for all patrol vehicles and a ten year (if needed) fire apparatus plan. Heavy street equipment was
added to the ten-year replacement 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:
04/05 06/07
03/04 04/05 PROJECTED 05/06 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
100,418 95,000 95,000 Insurance 114,886 114,886
56,643 62,000 62,000 Contracts & Leases 62,000 62,000
1,631,936 1,820,940 1,820,940 Capital Outlay 1,193,240 1,601,700
1,788,997 1,977,940 1,977,940 1,370,126 1,778,586
Fleet Management
Internal Service Fund
05/06 06/07 07/08 08/09 09/10
Capital Replacement
Georgetown Utility Systems
Replacement Cost 363,595 250,100 414,995 397,000 226,000
Number of Units 9 8 8 10 9
Community Development
Replacement Cost 37,000 57,000 18,500 0 18,500
Number of Units 2 3 1 0 1
Finance & Administration
Replacement Cost 30,000 50,000 39,300 0 42,000
Number of Units 1 1 3 0 4
Fire Services
Replacement Cost 0 675,000 0 367,000 0
Number of Units 0 2 0 3 0
Management Resources
Replacement Cost 0 0 12,000 42,000 22,000
Number of Units 0 0 1 1 1
Information Resources
Replacement Cost 0 0 0 0 0
Number of Units 0 0 0 0 0
Community Services
Replacement Cost 44,500 44,000 74,700 15,000 51,000
Number of Units 2 2 4 1 2
Police Services
Replacement Cost 591,400 625,600 398,000 517,400 667,400
Number of Units 15 17 10 14 19
W & WW Treatment Facilities
Replacement Cost 0 0 30,000 0 0
Number of Units 0 0 1 0 0
Total Fleet ISF Capital Costs 1,066,495 1,701,700 987,495 1,338,400 1,026,900
Total Replacements/Purchases 29 33 28 29 36
92
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 2004/2005
• Completed the Revenue Code Unbundling project to simplify the tracking of revenue from specific sources.
• Implemented an Internet Presentment Program for the utility bills that will allow utility customers to conveniently
view their utility bills on-line.
• Worked with the automated meter reading (AMR) department to develop 12 new meter reading cycles that are
geographically more compact and efficient.
• Developed 3 digit meter route numbers to manage the growing number of utility accounts.
• Implemented an electronic check deposit program to make the reconciliation of checks less manual and time
consuming.
• Relocated the Telephone Customer Service Representatives (TCSR) to the converted storage area to decrease
distractions to the rest of the staff.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006
• Begin billing, using the new reconfigured cycles and new 3-digit route numbers.
• Implement an e-mail bill distribution option for customers who would rather receive their bills electronically, as
opposed to the US Postal System.
• Work with AMR to develop an Electric Meter Tracking Program through the Customer Information System (CIS).
• Research new utility billing and CIS software that will meet new and developing billing needs.
• Implement a Check By Phone bill payment option to make bill payment more convenient.
• Implement a call center environment for the TCSRs to make handling and tracking customer calls more efficient
and effective.
UTILITY OFFICE 03/04
ACTUAL
04/05
ORIGINAL
BUDGET
04/05
FINAL /
ACTUAL
05/06
ADOPTED
06/07
PROJECTED
Utility Office Director
Utility Billing Supervisor
Field Customer Service Rep
Collections Supervisor
Customer Service Rep I
Customer Service Rep-Telephone
Development Account Specialist
Utilities Accounts Specialist-Posting
Collection Agent
Total
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
3
1
1
0
13
1
1
3
1
2
3
1
1
0
13
1
1
3
1
2
3
1
1
0
13
UTILITY CUSTOMERS
12,413
13,482
14,269
15,153
15,643
16,356
17,403
18,100
11,573
12,652
13,518
14,198
14,686
15,630
17,322
9,519
10,450
11,338
11,972
12,501
13,454
14,480
15,060
10,350
11,101
11,980
12,641
13,218
13,987
15,076
15,680
16,656
98/99
99/00
00/01
01/02
02/03
03/04
04/05
05/06*
Electric Water Wastewater Sanitation
*Projected
93
WORKLOAD MEASURES
ACTUAL
FY 02 / 03
ACTUAL
FY 03 / 04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. Work orders processed 16,282 16,422 17,055 16,750 17,300
2. Payments processed 216,451 220,247 221,700 222,500 227,000
3. Customers paying by ACH Draft 1,413 1,496 1,525 1,575 1,600
4. Families helped by the Good
Neighbor Fund (GNF)
156
194
175
200
240
PERFORMANCE MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. Utility payment collection rate 99.9954% 99.9955% 99.9960% 99.9956 99.9958
2. Avg. monthly customer service
cost per account
$2.41
$3.24
$3.29
$3.39
$3.45
3. % of walk-in customers 21.66% 14.7% 14.7% 12.55% 11.00%
4. % percentage of customers
contributing to the GNF
6.94%
7.87%
6.8%
7.25%
7.25%
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
04/05 06/07
03/04 04/05 PROJECTED 05/06 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
479,584 524,675 521,065 Personnel 552,997 552,997
369,900 379,947 380,956 Operations 411,146 408,500
Capital 100,000
849,484 904,622 902,021 Subtotal - Department 1,064,143 961,497
150,085 147,500 147,500 Bad Debt 147,500 147,500
999,569 1,052,122 1,049,521 1,211,643 1,108,997
94
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 2004/2005
• 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.
• Provided a curbside bulky waste pickup for all residential garbage customers.
• Increased recycling opportunities by including junk mail, glossy inserts and magazines in the weekly curbside
pickup; establishing a recycling center for aluminum cans and plastic bottles in the park; and providing portable
recycling receptacles for special events.
• Submitted 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.
• Provide a drop-off recycling station in San Gabriel Park.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006
• Continue to provide targeted community education on sanitation requirements and recycling opportunities.
• Conduct five neighborhood clean-up events in targeted areas of the community.
• Upgrade the Citizens’ Collection Station to a fully operational transfer station in order to reduce costs by
decreasing fuel use; reduce traffic in San Gabriel Park; and expand the recycling drop-off center.
• Create an E-Waste Recycling Center at the Citizens’ Collection Station to provide a local option for disposal of
computers and other electronic waste.
• Educate the public on the benefits of recycling, recycling opportunities available, and how to take advantage of
them.
• Implement a composting pilot program to provide a means of disposing of organic yard waste that diverts it
away from limited landfill space.
• Expand offsite opportunities by providing a recycling station in downtown Georgetown.
POUNDS OF SOLID WASTE COLLECTED
(in millions)
36.0 36.8 35.2 35.5 35.5
0
10
20
30
40
#'
s
i
n
m
i
l
l
i
o
n
s
01/02 02/03 03/04 04/05 05/06*
*Projected
95
WORKLOAD MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. Avg. # of homes served monthly 12,640 13,156 13,930 13,850 14,500
2. Total pounds of residential solid
waste collected
36,864,400
35,168,641
36,450,000
35,500,000
35,500,000
3. Avg. pounds of solid waste
collected per home weekly
55
51
50
49
47
4. Avg. # of commercial accounts 800 831 834 890 940
PERFORMANCE MEASURES
ACTUAL
FY 02/03
ACTUAL
FY 03/04
BUDGETED
FY 04/05
PROJECTED
FY 04/05
PROPOSED
FY 05/06
1. Recycling participation rate 40% 40% 40% 32% 35%
2. % of residential customer
complaints compared to service
opportunities
.010%
.048%
.045%
.040%
.040%
3. % of commercial complaints as
compared to service opportunities
.020%
.02%
.015%
.015%
.015%
DEPARTMENTAL BUDGET: SANITATION FUND
MAJOR BUDGET CHANGES:
04/05 06/07
03/04 04/05 PROJECTED 05/06 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
149,869 183,925 171,575 Operations 187,653 180,653
58,650 64,600 63,500 Franchise Fees 66,800 69,600
38,374 42,209 43,468 General Fund Allocations 42,934 42,934
167,839 177,694 178,511 Joint Svs Allocations 189,662 190,119
2,281,528 2,515,700 2,496,175 Contracted Services 2,628,002 2,741,008
2,696,260 2,984,128 2,953,229 3,115,051 3,224,314