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Home My WebLink About06-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. The primary funding sources include the Joint Services Fund (Administration, Accounting, Purchasing, Utility Office), General Fund (Municipal Court) and the Fleet and Facilities Internal Service Funds. 07/08 04/05 05/06 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Administration 378,335 427,493 427,493 670,945 (56.9%)693,746 Accounting 513,408 557,921 553,765 474,758 (-14.3%)470,781 Municipal Court 285,110 396,321 396,321 382,629 (-3.5%)391,070 Court Fees SRF 24,852 41,915 95,000 110,864 (16.7%)47,500 Purchasing 385,034 328,722 328,456 430,653 (31.1%)401,329 Facilities Maintenance 113,772 328,535 328,535 479,106 (45.8%)476,163 Facilities Main. Contracts 524,422 559,135 559,135 766,398 (37.1%)553,108 Vehicle Service Center 604,240 694,179 670,476 787,296 (17.4%)783,654 Capital Replacements & Ins. 1,932,079 1,405,126 1,405,126 2,748,527 (95.6%)1,415,281 Utility Office 1,041,088 1,225,276 1,209,981 1,263,599 (4.4%)1,255,784 Division Total 5,802,340 5,964,623 5,974,288 8,114,775 (35.8%)6,488,416 * Percent change of 06/07 Adopted from 05/06 Projected Actual Finance and Administration 06/07 ADOPTED (% Change*) 05/06 Personnel 34% Capital 32% Operations 34% 1,263,599 430,653 474,758 493,493 670,945 1,245,504 3,535,823 0 500,000 1,000,000 1,500,000 2,000,000 2,500,000 Purchasing Accounting Municipal Court Administration Facilities Maint Utility Office VSC PERSONNEL SUMMARY 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 ADOPTED A d m i n i s t r a t i o n 2244 4 Accounting 8 8 7 8 8 Municipal Court 4 5 5 5 5 Purchasing & Properties 5 6 5 6 6 Facilities Maintenance 3 4 4 5 5 Vehicle Service Center 5 5 5 6 6 Utility Office 13 13 13 14 14 T O T A L 4 04 34 34 8 4 8 74 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 2005/06 • Assisted City Manager in updating the City’s cable franchise agreement that resulted in over $500,000 additional income over the remaining life of the franchise (through 2013). • Reorganized the Finance & Administration Division to better utilize resources and provide operational efficiencies. • Coordinated the 2006 bond rating presentation that facilitated the City’s bond rating upgrade from A+ to AA- for tax pledged debt. • Coordinated the fall 2005 General Obligation bond issue for the Library construction and the 2006 tax supported bond issue for General Capital Projects, as well as, the 2006 Revenue Bond Issue. • Completed an interlocal franchise agreement with the City of Round Rock to provide electric service for the Georgetown South service area that is within the city limits of Round Rock. • Coordinated the 2006 bi-annual citizen’s Quality of Life survey. • Assisted in negotiating the 9th Amendment to the Del Webb Development Agreement, expanding the project from 5,000 to 7,500 units. • Coordinated water and wastewater rate review to ensure adequate funding for future needs, as well as, provide a long-term planning model for both utilities. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/07 • Develop and implement a service agreement for other local water providers to read and bill water meters of mutual customers. (Policy 11/Priority D) • Develop a funding strategy to implement the Wastewater Regional Master Plan. • Assist in creation of Tax Increment Reinvestment Zones for areas identified as growth corridors or redevelopment areas within the City. • Assist in develop a transit system master plan. • Assist Planning in developing a Historic Tax Exemption program for implementation in 2006/07. • Assist the Transportation Advisory Board in developing funding strategies for road projects. (Policy 9/Priority B) • Develop a funding plan for the Garey Park project. (Policy 8/Priority F) 75 ADMINISTRATION 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Director of Finance 1 1 1 1 1 Assistant Director of Finance 0 0 1 1 1 Administrative Analyst 1 1 1 1 1 Administrative Assistant II 0 0 1 1 1 TOTAL 2 2 4 4 4 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. # of bond issues outstanding Amount of debt outstanding 13 $54,805,000 13 $63,957,867 19 $72,709,288 24 $87,734,288 28 $96,450,333 2. Utility customers 18,772 19,862 18,400 21,365 22,000 3. Adopted Annual Budget 4. Presentations to Council $104,990,874 12 $119,030,722 12 $144,163,140 15 $150,893,541 16 $154,485,792 15 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 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% $60.72 A+ A1 Yes 95% $67.35 A+ A1 Yes 95% $65.00 A+ A1 Yes 97% $78.48 AA-/A+ A2 Yes 95% $65.00 AA- A2 DEPARTMENT BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: The Assistant Director position was transferred from Accounting, along with an Administrative Assistant II from Facilities Maintenance as part of the divisional reorganization completed in 2005/06. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 164,647 181,973 181,973 Personnel 416,423 416,423 213,688 243,820 243,820 Operations 254,522 277,323 1,700 1,700 Capital 378,335 427,493 427,493 670,945 693,746 76 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 2005/2006 • Provided quarterly financial reports on the City’s website. • Reorganized the department to enhance customer service and foster a customer driven approach to problem solving. • Worked with Human Resources to implement the city-wide market adjustments. • Enhanced capital project budgeting and reporting, providing better information to managers and the public. • Prepared a Banking Request for Proposal (RFP) for City-wide services. • Developed processes to track fee waivers for human services developments such as Habitat for Humanity. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Participate in a City-wide team to determine needs for possible replacement of City’s financial software. • Improve tracking process for monitoring of development agreements and contracts. • Enhance payment processing for vendors through the use of ACH payments with the City’s new depository. • Prepare a disaster recovery plan and redundancy data backup plan for the City’s financial systems. • (Policy 15/Priority L) • Expand the records management initiative by determining the feasibility of Laser Fiche in Accounts Payable. • Assist in the City-wide grant process by monitoring and reporting grant related expenses and acting as liaison with the grant agencies. 77 ACCOUNTING 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Controller 1 1 0 0 0 Accounting Manager 1 1 1 1 1 Senior Accountant 1 1 1 1 1 Accountant II 1 1 1 1 1 Accounting Specialist III 1 1 1 1 1 Accounting Specialist II 1 1 1 1 1 Accounting Specialist I 1 1 1 1 1 Utility Financial Analyst 1 1 1 1 1 Utilities Accountant 0 0 0 1 1 TOTAL 8 8 7 8 8 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Vendor checks issued 10,538 10,423 10,900 10,704 10,750 1. Invoices processed 2. Payroll checks issued 15,610 10,827 14,970 11,445 16,950 11,800 17,200 11,800 17,300 12,000 3. Annual investment portfolio $24,531,010 45,157,993 $35,000,000 50,000,000 40,000,000 4. # of grants Annual grant expenditures 14 $241,786 15 $833,096 4 $1,319,857 10 $1,492,602 4 $48,600 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Payments processed within vendor terms 91% 96% 90% 91% 93% 2. Manual payroll check percentage 0.5% 2% 1% 1% 1% 3. % of budgeted interest received 66% 100% 100% 100% 100% 4. Internal customer rating of satisfied or better 91% 93% 93% N/A * 90% * The Internal Customer Service Survey was not conducted in 2005/06. DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: As part of the divisional reorganization, the Controller position was transferred to Finance Administration as the Assistant Director position. A Utilities Accountant is added to improve reporting for the City’s Electric Utility. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 447,653 496,928 492,772 Personnel 398,667 415,755 65,755 60,993 60,993 Operations 76,091 55,026 513,408 557,921 553,765 474,758 470,781 78 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 and one Customer Service Representative 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 2005/2006 • Implemented an imaging records management system to reduce offsite storage costs. • Upgraded and increased Autocite ticket writers to enhance the efficiency of court processes and reduce data entry labor. • Participated in the City-wide Georgetown Academy to increase knowledge of City functions. • Revised department procedures to provide for better internal control and review of processes. • Rebuilt and verified corupted data from the first quarter of the fiscal year to repair records from a system failure. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Implement an upgraded phone system to increase court efficiency and improve customer service. • Prepare for future expansion and growth by participating in the facility needs assessment project for current and future space needs. • Utilize the juvenile case manager fee authorized by the Texas Legislature to add staff to process juvenile and Teen Court cases. • Contract for a part-time Associate Judge to provide additional hours, as well as hear cases where the Municipal Court must recuse. • Decrease the timeline for docket processing by 1/3 by adding additional dockets to the court calendar. NUMBER OF TICKETS/REVENUE 0 100,000 200,000 300,000 400,000 500,000 600,000 700,000 800,000 900,000 01/02 02/03 03/04 04/05 05/06 *06/07 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 79 MUNICIPAL COURT 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Municipal Court Administrator 1 1 1 1 1 Deputy Court Clerk 3 3 3 3 3 Customer Service Rep I 0 1 1 1 1 TOTAL 4 5 5 5 5 WORKLOAD MEASURES ACTUAL 03/04 ACTUAL 04/05 BUDGETED 05/06 PROJECTED 05/06 PROJECTED 06/07 1. Number of cases filed 11,018 11,279 11,570 12,000 12,500 2. Number of courtesy letters 10,352 15,521 10,870 16,000 17,200 3. Number of warrants issued 2,341 2,239 2,458 1,200 2,650 4. Municipal Court fine revenue: Retained by City $653,981 $724,596 $686,680 $790,000 $850,000 Remitted to State $425,926 $528,582 $447,222 $576,700 $620,500 PERFORMANCE MEASURES ACTUAL 03/04 ACTUAL 04/05 BUDGETED 05/06 PROJECTED 05/06 PROJECTED 06/07 1. Arraignment docket scheduling 90 days 90 days 60 days 90 days 60 days 2. Processing of ticket entry 3 days 5 days 2 days 4 days 2 days 3. Customer use of website NA NA 14,400 14,000 14,500 4. Warrants cleared as % of issued 65% 32% 60% 30% 40% 5. Citations issued through auto systems - % of total 28% 20% 30% 45% 90% 6. Bailiff attendance for court 100% 95% 100% 95% 100% 7. Collections per clerk – City portion $217,994 $241,532 $171,670 $197,500 $212,500 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: The department experienced a system failure and loss of data for the period October 2005-December 2005, therefore resources were spent to rebuild the system during 2006. This unexpected event affected expenses and measures for 2006. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 215,206 264,607 264,607 Personnel 295,253 304,382 69,904 131,714 131,714 Operations 87,376 86,688 285,110 396,321 396,321 382,629 391,070 80 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 2005/2006 • Developed new procedures for warehouse operations to provide better security. • Relocated the Electric stockyard from 1101 North College Street to a more secured and convenient area. • Educated City personnel in procurement procedures and State law by conducting departmental training sessions. • Proceeded with using E-commerce for City purchases to improve efficiency and reduce cost. • Purchased major replacement equipment for all City divisions. • Continued to seek other cooperative purchasing groups that the City can utilize to improve their purchasing power. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Relocate surplus storage to a more secure and accessible facility. • Purchase bid tracking software to improve efficiency and ensure a thorough and ethical purchasing process. (Policy 15/Priority D) • 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. • Research obtaining National Institute of Governmental Purchasing (NIGP) award in Purchasing. • Contract/revise and outline process to ensure departments are consistent in the contracts used. 81 PURCHASING 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Purchasing Manager 1 1 1 1 1 Buyer II 1 1 1 2 2 Purchasing Assistant 1 1 0 0 0 Warehouse Superintendent 1 1 1 1 1 Warehouse Clerk II 1 1 1 1 1 Warehouse Clerk I 0 1 1 1 1 TOTAL 5 6 5 6 6 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Purchase orders entered 7,300 7,200 7,500 7,300 7,500 2. Inventory items disbursed by requisition 13,820 13,113 14,000 15,780 15,000 3. Inventory deliveries received 4. Formal bids processed 1,800 40 1,953 48 2,400 40 2,400 48 2,400 50 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Purchase order process time 7 days 5 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 $1,925,000 $1,925,000 $2,400,000 $2,440,000 $2,400,000 4. Gross revenue from Impound/ Surplus Auction 5. Internal Customer Service rating of satisfied or better $73,680 N/A $87,500 92% $50,000 93% $50,000 N/A * $50,000 93% * The Internal Customer Service Survey was not conducted in 2005/06. DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: A Buyer II position is added in 2006/07 to assist in purchasing requirements for the electric utility. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 313,230 244,274 244,008 Personnel 305,261 313,390 71,804 84,448 84,448 Operations 90,392 87,939 Capital 35,000 385,034 328,722 328,456 430,653 401,329 82 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 24 municipal buildings (approx. 255,000 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 2005/2006 • Expanded the use of work order/call tracking system to improve delivery and customer satisfaction. • Coordinated the design and construction of the parking lots at Parks Administration and Fire Station 4. • Provided oversight and project management for the construction of the new Library and Fire Station. • Improved security at the Animal Shelter and Parks Administration by installing security cameras. • Began the design for the expansion of the Recreation Center. • Coordinated the expansion and renovation of the City’s Community Center in San Gabriel Park. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Coordinate the relocation of the Library and Fire 1 Operations to their newly constructed facilities. • Complete the design and begin the construction of the Recreation Center expansion. (Policy 8/Priority F) • Develop plan and implement 911 Call Boxes at all City facilities. • Begin design for new Georgetown Utility System Electric facility. • Renovate the Williamson Central Appraisal District building, purchased last year, into the new City Technology Center, housing new data and communication centers. • Conduct a facility needs assessment for Police and Municipal Court. • Develop a comprehensive landscape design and maintenance program for all City facilities. (Policy 10/Priority K) • Redesign and renovate old warehouse facility for secured evidence storage. (Policy 7/Priority E) • Establish funding plan for on-going landscaping of City parking lots. (Policy 4/Priority C) Square Feet of Facilities Maintained 0 50,000 100,000 150,000 200,000 250,000 300,000 01/02 02/03 03/04 04/05 05/06 *06/07 Sq u a r e F e e t M a i n t a i n e d *Projected 83 FACILITIES MAINTENANCE 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Support Services Construction Manager 1 1 1 1 1 Building Maintenance Tech Senior 1 1 1 1 1 Building Maintenance Tech 1 1 1 1 1 Facilities Coordinator 0 1 1 1 1 General Capital Projects Coordinator 0 0 0 1 1 TOTAL 3 4 4 5 5 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Work orders processed 522 522 540 648 675 2. Facilities maintained 21 23 23 24 24 3. Square feet of facilities maintained 195,000 210,000 210,000 255,000 255,000 4. Service contracts managed 11 12 12 12 12 5. New construction dollars $500,000 $850,000 $23,100,000 $23,100,000 $23,100,000 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Work orders / PM requests completed 80% 85% 95% 95% 95% 2. New construction completed 9% 100% 4% 4% 55% 3. Avg. completion time per work order 4. Internal Customer Service rating of satisfied or better 8 days 85% 7 days 86% 5 days 89.2% 5 days N/A * 5 days 90% * The Internal Customer Service Survey was not conducted in 2005/06. DEPARTMENTAL BUDGET: FACILITIES MAINTENANCE FUND MAJOR BUDGET CHANGES/ISSUES: A General Capital Projects Coordinator is added in 2006/07 to manage and coordinate various general capital projects, such as park improvements, gateway signage and downtown Master Plan projects. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 86,240 292,199 292,199 Personnel 353,234 353,234 27,532 34,656 34,656 Operations 125,872 122,929 1,680 1,680 Capital 113,772 328,535 328,535 479,106 476,163 84 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 a new Library and Fire Station in fiscal year 2006/07 causes substantial increases in this fund. Another impact is additional funding to provide expanded janitorial services to the Community Center. Additional landscaping is added to the contract for City Hall and several parking lots that the City is responsible for maintaining. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 44,798 39,200 39,200 Buildings & Structures 53,900 19,600 356,045 339,803 339,803 Lease and Contracts 447,428 432,638 73,987 95,132 95,132 Bldg. Improvements 132,870 100,870 49,592 85,000 85,000 Other Operating 132,200 524,422 559,135 559,135 766,398 553,108 Facilities Maintenance Internal Service Fund By Function 06/07 07/08 08/09 09/10 10/11 Copier Replacement 29,400 19,600 29,400 61,500 Copier Maint. 34,207 34,207 34,207 34,207 34,207 Painting, Int. 32,600 6,000 21,000 6,000 6,000 Painting, Ext. 22,500 5,000 1,500 Roof Replacement 10,000 HVAC Replacement 28,000 70,000 35,000 Pest Extermination 6,920 6,720 6,720 6,720 6,720 Carpet Replacement 2,500 13,000 15,800 25,800 Vinyl Replacement 6,800 3,600 30,000 Landscape Maintenance 82,582 84,382 84,382 84,382 84,382 Janitorial Svcs. 222,979 218,829 218,829 218,829 218,829 HVAC Maintenance 70,585 67,645 67,645 67,645 67,645 Elevator Maintenance 5,340 5,340 5,340 5,340 5,340 Emergency Gen. Maint. 7,735 7,035 7,035 7,035 7,035 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 4,250 4,250 4,250 4,250 4,250 Halon/Fire Alarm Maintenance 2,550 2,550 2,550 2,550 2,550 Tennis Court Resurfacing 15,000 Dry Deck Security System Maintenance 21,900 21,900 21,900 21,460 21,460 Fire/Phone/Inspection 14,450 14,450 14,450 14,890 14,890 Waterproofing Rec Ctr Gym Gate Maintenance 3,700 3,700 3,700 3,700 3,700 Total Costs by Function 607,398 531,608 552,208 664,508 513,708 By Facilities Airport Terminal 1,790 1,790 1,790 7,790 1,790 Animal Shelter 12,060 12,060 12,060 12,060 12,060 Municipal Court/Council Chambers 12,491 22,291 12,491 17,491 12,491 City Office Building 35,190 26,090 21,290 31,090 21,290 Community Center 1,640 1,640 8,140 1,640 1,640 Park & Rec Administration 22,199 32,199 22,199 31,999 22,199 Central Station Station 12,440 14,240 14,240 14,240 14,240 Fire Station #1 12,770 12,770 12,770 22,570 12,770 Fire Station #2 6,605 2,605 2,605 4,405 2,605 Fire Station #3 18,705 11,205 11,205 11,205 11,205 Fire Station #4 8,860 8,860 27,260 8,860 8,860 Library 86,942 86,942 86,942 86,942 86,942 Madellia Hilliard 2,520 2,520 2,520 2,520 2,520 City Hall 84,726 42,626 52,426 77,626 77,626 Police Dept Annex 7,990 Park & Ride Facility 1,900 1,900 1,900 1,900 1,900 Police Station 40,102 66,902 55,702 76,102 36,102 Recreation Center 47,400 47,400 58,100 97,400 54,900 Municipal Complex 116,643 88,643 88,643 114,743 88,643 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. 3,300 3,300 3,300 3,300 3,300 Fueling Station 2,400 2,400 2,400 2,400 2,400 4th & Austin Parking Lot Landscape Maint. 3,000 3,000 3,000 3,000 3,000 Georgetown Village Landscape Maint. (City) 4,800 4,800 4,800 4,800 4,800 Grace Heritage Center 16,475 975 975 975 975 Tennis Center 35,750 25,750 36,750 20,750 20,750 Total Costs by Facilities 607,398 531,608 552,208 664,508 513,708 86 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 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 2005/2006 • Installed equipment in 12 new vehicles and contracted with vendor to equip 15 police cars. • Expanded Fuel Man program for all of Public Safety, Utility and all other departments that will allow them to utilize other fueling sites when needed or cost effective. • Developed a hybrid vehicle testing program to measure cost effectiveness and efficiency for expansion as future vehicle replacements to various City departments. • Updated diagnostic software for Heavy Duty Trucks and Fire Apparatus. • Purchased and outfitted Vehicle Services mobile support trailer for emergency service calls. • Started new emission testing program necessary for State Inspections. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Increase professionalism for all mechanics by obtaining Automotive Service Excellence Certifications. • Continue to look for more new and efficient ways to accomplish vehicle repairs i.e. additional mechanic for Electric Bucket Trucks and Boom Trucks. • Purchase replacement apparatus for Fire Department Brush Truck. • Purchase 15 replacement vehicles / equipment for City departments. • Purchase 12 replacement and 6 additional vehicles for Police. • Develop monitoring and assessment plan to gauge success of hybrid vehicle program to determine program expansion. VEHICLES AND EQUIPMENT 0 500 1,000 1,500 2,000 2,500 02/03 03/04 04/05 05/06 *06/07 Wo r k O r d e r s p e r Y e a r 0 50 100 150 200 250 300 350 # o f V e h i c l e s / E q u i p m e n t Work Orders # Vehicles *Projected 87 VEHICLE SERVICE CENTER 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Service Center Supervisor 1 1 1 1 1 Mechanic III 1 1 1 1 1 Mechanic I 3 3 3 4 4 TOTAL 5 5 5 6 6 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 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 254 1-85 1-175 2,400 284 1-95 1-186 1,832 290 1-73 1-146 2,400 290 1-73 1-146 1,900 314 1-79 1-156 2,200 5. Gallons of fuel used per year Unleaded gasoline 78,844 79,081 77,579 79,319 79,319 Diesel fuel 63,764 76,798 77,408 74,806 74,806 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. # of ASE certifications held by mechanics 32 32 18 23 28 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 8 yrs 6 yrs 8 yrs 3 yrs 6 yrs 8 yrs 5 yrs 9 yrs 3 yrs 6 yrs 8 yrs 5 yrs 9 yrs 2 yrs 5 yrs 7 yrs 4 yrs 7 yrs 4. Internal Customer Service rating of satisfied or better 75% 89% 90% N/A * 90% * The Internal Customer Service Survey was not conducted in 2005/06. DEPARTMENTAL BUDGET: FLEET MANAGEMENT FUND MAJOR BUDGET CHANGES/ISSUES: A Mechanic I is added to service the growing number of electric vehicles, and other hydraulic equipment. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 261,918 301,148 277,445 Personnel 345,936 354,065 342,322 393,031 393,031 Operations 441,360 429,589 604,240 694,179 670,476 787,296 783,654 88 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: 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 64,382 114,886 114,886 Insurance 115,492 114,886 77,520 62,000 62,000 Contracts & Leases 62,000 62,000 1,790,177 1,228,240 1,228,240 Capital Outlay 2,571,035 1,238,395 1,932,079 1,405,126 1,405,126 2,748,527 1,415,281 Fleet Management Internal Service Fund Capital Replacement 06/07 07/08 08/09 09/10 10/11 Georgetown Utility Systems Replacement Cost 252,500 325,595 411,000 279,800 320,600 Number of Units 8 6 10 9 11 Community Development Replacement Cost 78,000 18,500 0 18,500 0 Number of Units 3 1 0 1 0 Finance & Administration Replacement Cost 81,500 4,000 16,800 42,000 13,200 Number of Units 2 1 1 4 3 Fire Services Replacement Cost 1,055,000 600,000 367,000 0 475,000 Number of Units 2 1 3 0 2 Management Resources Replacement Cost 0 12,000 42,000 0 22,000 Number of Units 0 1 1 0 1 Information Resources Replacement Cost 0 0 0 0 0 Number of Units 0 0 0 0 0 Community Services Replacement Cost 98,200 65,000 15,000 81,500 115,000 Number of Units 4 3 1 4 5 Police Services Replacement Cost 637,400 366,300 554,100 719,800 663,400 Number of Units 17 9 15 20 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 2,202,600 1,391,395 1,435,900 1,141,600 1,609,200 Total Replacements/Purchases 36 22 32 38 41 90 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. 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 2005/2006 • Worked with the Automatic Meter Reading (AMR) Department to complete an audit of both the electric and water Encoder Receiver/Transmitter (ERT) Meters to update the meters and verify the accuracy of the readings • Implemented an Internet Presentment Program for the utility bills that allows utility customers to conveniently view their utility bills on-line. • Implemented an electronic check deposit program to make the reconciliation of checks less manual and time consuming. • Researched new utility billing and CIS software that will meet new and developing billing needs. • Changed credit card vendors and upgraded credit card processing software, making the process more efficient, more accurate and lowering our fees by 6%. • Redesigned the drive-through work stations to be more efficient and accommodate a multi-task environment. • Upgraded our Utility Billing and Collections software to provide more efficiencies for both staff and customers. • Participated in the Hybrid Vehicle Pilot Program by replacing the Field Customer Service Representative’s gasoline powered pickup trucks with the hybrid Ford Escorts. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • 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). • Implement a Check by Phone bill payment option to make bill payment more convenient. • Implement a call center environment for the Telephone Customer Service Representatives (TCSR) to make handling and tracking customer calls more efficient and effective. • Reevaluate the use of an armored car service to transport utility deposits to the bank. • Evaluate options for an updated Customer Information System to continue to provide excellent customer service in utilities. (Policy 15/Priority D) UTILITY CUSTOMERS 12,413 13,482 14,269 15,153 15,643 16,356 17,403 18,150 19,050 11,573 12,652 13,518 14,198 14,686 15,630 17,500 18,375 9,519 10,450 11,338 11,972 12,501 13,454 14,480 15,310 16,070 10,350 11,101 11,980 12,641 13,218 13,987 15,076 15,875 16,670 16,656 98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 *06/07 Electric Water Wastewater Sanitation *Projected 91 UTILITY OFFICE 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROJECTED Utility Office Manager 1 1 1 1 1 Utility Billing Account Supervisor 1 1 1 1 1 Customer Service Supervisor 1 1 1 1 1 Utility Payment Coordinator 0 0 0 1 1 Customer Service Representative III 1 1 1 1 1 Customer Service Representative II 2 2 2 2 2 Customer Service Representative I 3 3 3 3 3 Development Account Specialist 1 1 1 1 1 Field Customer Service Rep II 1 1 1 1 1 Field Customer Service Rep I 2 2 2 2 2 TOTAL 13 13 13 14 14 WORKLOAD MEASURES ACTUAL FY 03 / 04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Work orders processed 16,422 18,633 16,750 17,300 18,200 2. Payments processed 220,247 228,137 222,500 236,365 243,800 3. Customers paying by ACH Draft 1,496 1,642 1,575 1,800 2,100 4. Families helped by the Good Neighbor Fund (GNF) 194 217 200 75 210 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Utility payment collection rate 99.9954% 99.9959% 99.9960% 99.9960% 99.9960% 2. Avg. monthly customer service cost per account $2.41 $3.18 $3.29 $3.79 $3.75 3. % of walk-in customers 21.66% 12.34% 14.7% 10.93% 10.00% 4. % percentage of customers contributing to the GNF 6.94% 7.55% 6.8% 6.92% 6.92% DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: A Utility Payment Coordinator is added in 2006/07 to ensure accuracy and timeliness in responding to customer payment issues. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 508,651 566,630 551,335 Personnel 635,711 635,711 261,803 273,146 273,146 Operations 299,857 292,042 100,000 100,000 Capital 770,454 939,776 924,481 Subtotal - Department 935,568 927,753 123,134 138,000 138,000 Credit Card Fees 180,531 180,531 147,500 147,500 147,500 Bad Debt 147,500 147,500 1,041,088 1,225,276 1,209,981 1,263,599 1,255,784