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Home My WebLink About08-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. Beginning in 2006/07, the Division will provide oversight of the City’s solid waste contract (Sanitation). Operational funding for this division comes from the General Fund (Streets), Joint Services Fund (Administration), Stormwater Drainage Fund, Electric Fund, Water Services Fund and Sanitation Fund. 05/06 07/08 04/05 05/06 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE Administration 727,178 878,719 849,649 895,872 (5.4%)892,338 Electric 2,641,600 2,455,254 2,440,837 3,367,758 (38.0%)3,265,903 Electric Contracts 21,529,751 25,452,219 32,230,329 32,924,075 (2.2%)35,882,029 AMR 610,724 654,552 697,570 746,703 (7.0%)748,207 Systems Engineering 575,207 716,919 710,348 779,449 (9.7%)784,428 Stormwater Drainage 834,118 895,075 890,347 968,826 (8.8%)974,865 Streets 1,946,298 2,108,762 1,608,762 2,640,862 (64.2%)2,875,021 Sanitation 2,981,694 3,115,051 3,951,951 3,763,554 3,863,866 Wastewater 3,481,162 3,872,040 3,977,939 4,771,832 (20.0%)4,347,192 Water 6,579,374 7,187,269 7,408,304 8,629,253 (16.5%)8,909,393 Reuse Irrigation 113,120 144,800 144,800 169,090 (16.8%)191,880 Division Total 42,020,226 47,480,660 54,910,836 59,657,274 (8.6%)62,735,122 * Percent change of 06/07 Adopted from 05/06 Projected Actual * Includes Administration & Systems Engineering Georgetown Utility Systems 06/07 ADOPTED (% Change*) Capital 4% Operations 36% Purchased Power 49% Personnel 11% 4,114,461 3,763,554 2,640,862 1,675,321 968,826 4,771,832 8,798,343 0 3,000,000 6,000,000 9,000,000 12,000,000 15,000,000 Stormwater *Support Streets Sanitation Electric Ops Wastewater Ops Water Ops Electric Contracts 32,924,075 PERSONNEL SUMMARY 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 ADOPTED Adminstration 10 11 11 8 8 Electric 19 24 24 32 32 A M R 6667 7 Systems Engineering 9 9 9 10 10 Stormwater Drainage 5/.5 5/.5 5/.5 5/.5 5/.5 Streets 14/.75 14/.75 14/.75 15/.75 15/.75 Sanitation 0 0 0 1 1 Wastewater Collection 12 12 12 13 13 Water Distribtuion 14 14 14 16 16 TOTAL 89/1.25 95/1.25 95/1.25 107/1.25 107/1.25 100 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 2005/2006 • Completed right-of-way acquisitions for Southeast Arterial One project and TxDOT’s Austin Avenue Project. • Conducted negotiations with Wholesale Power Alliance regarding LCRA 2016 contract renewals. • Presented Georgetown Academy curriculum to all City employees and created curriculum for Citizen Academy. • Commenced operation and meetings of the new Georgetown Transportation Advisory Board (GTAB). • Expanded Key Account Program and industrial and commercial customer bases and strengthened relationships. • Hired Inventory Management staff and implemented procedures for internal inventory controls. • Expanded strategy and developed first phase of training for a centralized dispatch operations center; to transition utility dispatchers to system operator status and improve emergency utility response. • Worked with Finance to establish a franchise with the City of Round Rock for electric service north of FM 1431. • Reviewed and recommended the Denial of “GRIP” filing for ATMOS Gas. • Conducted negotiations on Page House Driveway to remedy safety issue on Leander Road. • Assisted in negotiations of 9th Amendment to the Del Webb Agreement. • Coordinated efforts to begin South San Gabriel Wastewater Master Plan implementation. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Implement reorganization of division structure to incorporate system operations control (dispatch) into SCADA/AMR operations and establish system operations functions to improve emergency utility response. • Continue the focus on customer service enhancement. • Expand regional approach to utility system development and planning through partnerships with utility providers and political subdivisions. • Continue implementation of the regional wastewater plan for the San Gabriel Basin. • Update 10-Year Transportation Plan process for Georgetown Transportation Enhancement Corporation (GTEC). • Develop plan for assuming responsibility for signalization of traffic lights within the city. • Continue to pursue ownership of all electric substations. (Policy 11/Priority L) 101 ADMINISTRATION 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Assistant City Manager for Utilities 1 1 1 1 1 Administrative Supervisor 1 1 1 1 1 Administrative Assistant III 1 1 1 1 1 Administrative Assistant II 1 1 1 1 1 Administrative Assistant I 1 1 1 1 1 Dispatch/Customer Service Coordinator 2 2 2 0 0 Paralegal 1 1 1 1 1 Transportation Engineer 0 1 1 1 1 Key Account Manager 1 1 1 1 1 Claims Specialist 1 1 1 0 0 TOTAL 10 11 11 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. Work orders issued 13,716 12,191 14,500 14,320 14,000 2. Contracts negotiated 117 97 90 110 100 3. Purchase orders processed 1,247 1,061 1,250 1,180 1,250 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Consumer education program contacts 2. Customer satisfaction of field operations 3. Lost time injury/accidents 140,308 93% 5 165,931 95% 3 140,000 96% 0 177,947 96% 1 175,000 97% 3 DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: A Transportation Engineer was added in 2005/06 to assist in coordinating transportation projects and related issues, as well as, to provide support to both GTEC and GTAB. The Key Account Manager position is now a combined position with the Environmental Coordinator, funded through sanitation rates. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 513,786 630,617 601,547 Personnel 569,060 569,060 213,392 243,102 243,102 Operations 326,812 323,278 5,000 5,000 Capital 727,178 878,719 849,649 895,872 892,338 102 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). 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 Automatic Meter Reading (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 2005/2006 • Completed construction of all underground feeders for the Simon Chelsea Project, and Scott and White Hospital and Clinic, and the Wolf Ranch project. • Constructed 22 miles of underground lines and 6 miles of overhead lines for system expansion. • Received a Honorable Mention Safety Award from American Public Power Association for the department’s safety accomplishments with no lost time accidents and only one reportable accident. • Completed automation of capacitors 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 2006/2007 • Continue participation in LCRA’s Market Pricing Option for a minimum 10% of our energy requirements. • Complete early discussions with LCRA, at their request, for 2016 contract discussions and negotiations. • Integrate an outage management software program into the electric engineering database to enhance customer service. • Complete construction of major electric feeder tie lines from Georgetown East and South Substations to connect to the electric distribution system. • Continue to convert overhead facilities to underground facilities within the historic downtown area. • Implement substation operations and maintenance crew for newly constructed Georgetown South Substation. • Upgrade City-owned fiber cable system. (Policy 13/Priority K) • Develop and implement plan to operate 24/7 dispatch for substation operations. (Policy 11/Priority L) • Renegotiate or investigate a potential new provider for power contracts beyond 2016. (Policy 11/Priority D) Annual Percentage Customer Growth 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 2000 2001 2002 2003 2004 2005 2006 *2007 103 ELECTRIC 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Electric Services Director 1 1 1 1 1 Electric Operations Manager 1 1 1 1 1 Electric Materials Manager 0 1 1 1 1 Electric Engineer 0 1 1 1 1 Electric Inspector 2 2 3 3 3 Crew Leader 4 5 3 3 3 Line Technician 11 13 10 10 10 Electric Utility Locator 0 0 1 1 1 Substation Crew 0 0 3 6 6 Dispatch/Customer Service Coordinator 0 0 0 5 5 TOTAL 19 24 24 32 32 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. # of street lights 2. Street light repairs 2,270 780 2,330 800 2,400 850 2,400 1,000 2,450 1,200 3. Underground locates 4,600 6,158 5,900 6,700 7,000 4. Ft of 3 phase overhead line constructed 32,120 12,000 37,000 31,680 42,240 5. Ft of 3 phase underground constructed 29,568 27,500 30,000 116,160 105,600 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Compliance with ERCOT 95% LF* 100% 100% 100% 100% 100% 2. % of system GPS 100% 99% 99% 99% 99% 3. Feeder line circuit maintenance 40% 50% 50% 50% 50% 4. Average System Availability Index 99.9% 99.9% 99.9% 99.9% 99.9% 5. Electric System training by TEEX, TEC and TechServe** 100% 100% 100% 100% 100% * ERCOT (Electric Reliability Council of Texas) Load Factor ** TEEX (Texas Engineering Extension Service), TEC (Texas Electric Cooperatives) DEPARTMENTAL BUDGET: ELECTRIC FUND MAJOR BUDGET CHANGES: A substation crew is added in 2006/07 to manage maintenance at the two newly constructed City-owned substations. Dispatch operations is also transferred from GUS Administration and expanded into a 24/7 operation, as required by ERCOT for substation operations. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 1,349,589 1,340,830 1,326,413 Personnel 2,055,567 2,141,545 1,292,011 687,924 687,924 Operations 880,691 867,858 426,500 426,500 Capital 431,500 256,500 2,641,600 2,455,254 2,440,837 3,367,758 3,265,903 104 Georgetown Utility Systems Energy Services - Electric Contracts The Electric Fund transfers two percent of its gross billings for utility services to the General Fund. 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 187 miles of overhead electric distribution lines, 117 miles of underground distribution lines, and currently has a 130-megawatt capacity. With the completion of Georgetown East and Georgetown South this capacity will increase to 205 megawatts. 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. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 19,023,910 22,588,000 29,300,000 Purchased Power 29,500,000 32,400,000 546,398 548,717 548,717 General Fund Allocations 666,869 649,164 1,220,011 1,469,902 1,469,902 Internal Svc Fund Allocations 1,656,106 1,677,165 595,385 713,300 769,110 Franchise Fees 928,800 1,023,400 144,047 132,300 142,600 Special Projects & Svcs 172,300 132,300 21,529,751 25,452,219 32,230,329 32,924,075 35,882,029 106 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 maintains 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 distribution substations with 2 new substations under construction. SCADA is responsible for monitoring and controlling transmission, transformation and distribution of all substations and 10 automated capacitor banks. On the water/wastewater utilities AMR has SCADA on 27 lift stations, 6 pumping stations, 3 water treatment plants, 3 wastewater treatment plants, and 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 Transmitters (ERT’s) to new growth areas of the City’s utility system. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2005/2006 h Conducted testing of AMR fixed radio network coverage in new growth and non-networked sections of the service area with the AMR vendor. h Maintained AMR deployment for new electric and water meters. h Assisted Systems Engineering with the start-up and commissioning of the Dove Springs WWTP expansion. h Developed a master plan for the city’s fiber network. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Review AMR fixed radio network testing data and gather proposals for expanding/upgrading the AMR network to all sections of the water and electric service areas. • Implement in-house maintenance and testing program for the electric substation SCADA system and local control/relays. • Complete SCADA interface and local controls for the new electric south & east substations to allow for daily reporting, operations, and to assist during power restoration. • Begin implementation of fiber network master plan. ERT’s INSTALLED 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 20,000 01/02 02/03 03/04 04/05 05/06 *06/07 Electric Water *Projected 107 AUTOMATIC METER READING (AMR) 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Technician I 1 1 1 1 1 Technician II 1 1 1 1 1 AMR System Operator 1 1 1 2 2 AMR Meter Reader 1 1 1 1 1 SCADA Systems Operator/Tech 1 1 1 1 1 Wireless Information Systems Manager 1 1 1 1 1 TOTAL 6 6 6 7 7 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Electric ERTs installed 16,124 16,981 17,900 18,150 19,200 2. Water ERTs installed 14,920 15,821 16,950 17,200 16,200 3. RTUs Installed 63 74 81 85 96 4. Work Orders Completed 1173 2347 2500 3600 3600 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. AMR meters read monthly 96% 95% 96% 96% 96% 2. CCU success rate (7/24/365) 99% 99% 99% 99% 99% 3. SCADA uptime (7/24/365) 99.7% 99.7% 99.7% 99.8% 99.7% DEPARTMENTAL BUDGET: ELECTRIC FUND MAJOR BUDGET CHANGES/ISSUES: A System Operator is added in 2006/07 to help manage system growth. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 292,414 338,995 337,013 Personnel 401,997 401,171 297,810 315,557 360,557 Operations 344,706 347,036 20,500 Capital 610,724 654,552 697,570 746,703 748,207 108 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, Wastewater and Water Reuse. 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 2005/2006 • Worked with the engineering and development community to update City Construction Specifications and Standards. • Managed major infrastructure projects such as the Dove Springs WWTP Expansion, Berry Creek Lift Station relocation, Pecan Branch Phase 3, Sudduth Drive, 2005 Street Rehabilitation, update of the Wastewater Master Plan, and SH 29 Improvements. • With the Texas and Austin Sections of American Society of Civil Engineers develop a report card on Georgetown infrastructure. • Reviewed and updated the file structure for Capital Improvement Projects. • Develop standards and specifications for electronic documentation of infrastructure files and plans. • Expand the engineering, geospatial and inspection capability of the department to meet the need of its customers. • Implement a business process for maintaining the pavement management plan as part of asset management. • Provide updates on major CIP via the website and CIP phone line to keep the public informed. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Work with the engineering and development community to continue to update City Construction Specifications and Standards. • Maintain the water and wastewater models in order to operate the systems and determine the utilities capacity for future development. • Investigate alternative methods of performing inspection on development projects to accommodate the increase work load. • Provide successful project management on the Austin Avenue widening project in coordination with TxDOT. 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 01/02 02/03 03/04 04/05 05/06 *06/07 Pr o j e c t C o s t s 0 5 10 15 20 25 30 # o f P r o j e c t s Project Costs # of Projects *Projected 109 SYSTEMS ENGINEERING 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Systems Engineering Manager 1 1 1 1 1 CIP Field Supervisor 1 1 1 1 1 CIP Field Inspector 3 3 3 3 3 Utility Systems Information Manager 1 1 1 1 1 Systems Engineering Technician 1 1 1 1 1 Project Manager 2 2 2 2 2 GIS/GPS Coordinator 0 0 0 1 1 TOTAL 9 9 9 10 10 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Capital Improvement Projects: # of projects 27 27 34 25 18 Project budget $16,240,900 $14,161,375 $13,683,500 $5,424,500 $9,880,000 Construction costs $14,701,906 $13,537,187 $12,763,500 $4,769,400 $8,398,000 2. GTEC Projects # of projects 6 6 9 11 13 Project budgets $2,860,773 $12,538,833 $12,538,833 $10,645,075 $11,000,000 3. Development Projects: # of projects 50 64 85 100 120 4. Easement/Right-of-Way: Acquisitions/research 30 30 97 85 100 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 06/07 PROJECTED FY 06/07 1. % CIP projects – design complete 80% 100% 40% 50% 50% 2. % CIP projects under construction 3. % CIP Projects within budget 80% 78% 100% 100% 100% 100% 40% 100% 50% 100% DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: A GIS/GPS Coordinator has been added to increase operational efficiency. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 493,919 570,935 564,364 Personnel 629,083 642,215 81,288 105,984 105,984 Operations 150,366 142,213 40,000 40,000 Capital 575,207 716,919 710,348 779,449 784,428 110 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 2005/2006 • Constructed drainage structures along Railway to help alleviate flooding between 17th and Church Street. • Began construction of two large water quality ponds serving the downtown area. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Construct drainage improvements at 18th and Pine to alleviate street flooding and improve appearance of area. • Rehabilitate historic retaining wall in San Gabriel Park. • Develop and implement an on-going stormwater maintenance program and pollution prevention plan that meets impending federal regulations. • Replace approximately 4,000 linear feet of failing curbs with curb and gutter. • Contract engineering services to design drainage improvements needed to alleviate flooding on Greenbranch Drive. • Complete construction of downtown water quality ponds. DETENTION PONDS MAINTAINED 0 5 10 15 20 25 02/03 03/04 04/05 05/06 *06/07 *Projected 111 STORMWATER DRAINAGE 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Drainage Foreman 1 1 1 1 1 Light Equipment Operator 1 1 1 1 1 Heavy Equipment Operator 1 1 1 1 1 Street Sweeper Operator 1 1 1 1 1 Sign & Field Technician 1 1 1 1 1 Crewman I (P/T) 0.5 0.5 0.5 0.5 0.5 TOTAL (FT/PT) 5/.5 5/.5 5/.5 5/.5 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. Miles of public right-of-way mowed and cleaned 20.5 20.5 25 36 36 2. Hours of street sweeper operation 1,500 1,500 1,500 1,500 1,600 3. Linear feet of curb and gutter installed/replaced city wide 11,467 11,467 27,643 27,982 25,000 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. # of times city streets swept annually 7 7 8 8 8 2. Cubic yards of debris prevented from entering waterways 1,350 1,350 1,350 1,350 1,350 3. # of detention ponds maintained 5 5 21 21 23 DEPARTMENTAL BUDGET: STORMWATER DRAINAGE FUND MAJOR BUDGET CHANGES/ISSUES: 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 493,919 570,935 564,364 Personnel 629,083 642,215 81,288 105,984 105,984 Operations 150,366 142,213 40,000 40,000 Capital 575,207 716,919 710,348 779,449 784,428 112 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 2005/2006 • Rehabilitated the following PROJECTED roadways using the ¼ Cent Sales Tax and General Fund: • Main Street (9th to University) • Martin Luther King (10th to University) • Parker Drive • Myrtle Street • Forest Street • Morrow Street • Central Drive • Ash Street • Pine Street • Elm Street • Church Street • Laurel Street • Electric pole yard & storage yard • Worked to enhance public perception of street maintenance and the importance of the ¼ of a cent sales tax. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Assist the Georgetown Transportation Advisory Board (GTAB) to identify possible funding sources for transportation improvement projects. • Continue improvements related to the Downtown Master Plan efforts. • Continue implementation of maintenance programming identified by the recently implemented pavement management system. • Assume maintenance responsibility for Austin Avenue from the Texas Department of Transportation (TxDOT). • Develop and formalize a suitable preventative maintenance strategy for Sun City. • Develop a plan for the intersection at Del Webb Boulevard and Williams Drive. • Develop a plan for the implementation of a Northwest Boulevard connection to Austin Avenue. (Policy 9/Priority B) • Educate the public on the renewal of the 1/4 cent sales tax maintenance in the November 2006 election. (Policy 6/Priority D) 113 STREET DEPARTMENT 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Transportation Services Manager 1 1 1 1 1 Streets Superintendent 1 1 1 1 1 Streets Foreman 1 1 1 1 1 Light Equipment Operator 7 7 7 7 7 Heavy Equipment Operator 4 4 4 4 4 Patching Crew 0 0 0 1 1 Street Maintenance Worker (P/T) 0.75 0.75 0.75 0.75 0.75 TOTAL (FT/PT) 14/.75 14/.75 14/.75 15/.75 15/.75 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Lane miles of seal coated, overlayed or microsurfaced streets 33.5 33.5 10 6 10 2. Square feet of roadway patching 30,000 30,000 30,000 35,000 35,000 3. Traffic signs repaired/installed 350 350 350 600 600 4. Lane miles of streets maintained 335 385 405 450 490 5. Linear feet of sidewalk installed 300 300 3,000 3,000 3,000 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. % of streets seal coated 1.5 % 1.5% 1% 1% 1.5% 2. % of streets overlayed 2% 2% 3% 3% 2% 3. % of streets microsurfaced* 4. PCI** adopted for GASB 34 0% N/A 0% N/A 0% 85 0%* 91 4% 90 * Microsurfacing is being replaced with Armour Coating (combination seal coat/microsurface process) ** PCI = Pavement Condition Index DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Capital street maintenance has been increased in 2006/07 from $825,000 to over $1.1 million, the first increase in 5 years. This amount equals 4% of the General Fund operating budget. An additional position is added at Mid Year 2006/07, provided the 1/4 cent sales tax for street maintenance is reauthorized in the November 2006 election. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 586,886 693,205 680,028 Personnel 754,056 785,465 523,810 643,734 643,734 Operations 710,806 714,556 835,602 771,823 285,000 Capital 1,176,000 1,375,000 1,946,298 2,108,762 1,608,762 2,640,862 2,875,021 114 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 13,900 customers. Wastewater infrastructure includes 5 treatment plants (San Gabriel, Dove Springs, Pecan Branch, Cimarron Hills, and Berry Creek) totaling 7 MGD of capacity, 31 pumping stations, 4,400 manholes, and 260 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 all regulatory 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 2005/2006 • Completed the update of the wastewater system master plan to allow for system modeling and proper capital improvement projects planning. • Commenced operation of the Wolf Ranch Lift Station. • Completed repairs on all system flaws identified in the FY 04/05 Edwards Aquifer Testing Program. • Conducted FY05/06 Edwards Aquifer testing on 450 manholes and 150,000 ft of collection main. • Increased the qualification level of department personnel by providing training that resulted in the initial or upgraded TCEQ certification of two additional personnel. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Implement Year 5 (of 8 year plan) of testing for Edwards Aquifer requirements, and complete repairs identified in year 4 of testing. • Implement the 2006/07 Capital Improvement Plan. • Establish a wastewater franchise area following completion of the Regional Wastewater Study. • Implement pretreatment program to minimize the entrance of contaminants into the collection system and resultant violations at the treatment plants. • Implement wastewater sampling program required as a part of new wastewater rates. WASTEWATER SERVICE CUSTOMERS AND WORK ORDERS 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 02/03 03/04 04/05 05/06 *06/07 Wa s t e w a t e r C u s t o m e r s 0 500 1,000 1,500 2,000 2,500 3,000 W o r k O r d e r s Customers Work Orders *Projected 115 WATER SERVICES - WASTEWATER 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Water Services Supervisor 1 1 1 1 1 Water Services Team Leader 1 1 2 2 2 Water Services Operator 2 2 1 1 1 Water Services Technician 3 3 5 5 5 Water Services Apprentice 5 5 3 4 4 TOTAL (FT/PT) 12 12 12 13 13 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Wastewater service customers 13,454 14,475 14,500 15,795 16,800 2. Wastewater treated (MG) 1,175 1,197 1,300 1,250 1,325 3. Work orders 2,292 2,525 3,675 1,200 1,400 4. Locates completed 5,320 6,158 6,500 7,000 7,750 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Maintenance work order backlog 45 35 50 200 120 2. Unauthorized discharges 12 8 10 8 8 DEPARTMENTAL BUDGET: WATER SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: One position is added in 2006/07 to increase operational efficiency. One-time funds have been allocated in 2006/07 for potential legal settlement. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 511,450 557,978 545,577 Personnel 637,121 637,121 497,719 651,485 650,985 Operations 757,529 755,436 3,862 50,000 50,000 Capital 60,500 50,000 1,013,031 1,259,463 1,246,562 Subtotal - Operations 1,455,150 1,442,557 1,432,461 1,540,515 1,656,515 Plant 1,733,211 1,795,711 126,290 135,900 138,700 Franchise Fees 144,900 151,700 114,458 134,411 134,411 General Fund Allocations 148,847 144,896 734,592 756,751 756,751 Internal Svc Fund Allocations 764,724 767,328 60,330 45,000 45,000 Spec. Svc / Legal 525,000 45,000 3,481,162 3,872,040 3,977,939 4,771,832 4,347,192 116 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, 292 miles of water distribution piping including valves, 2,100 fire hydrants, and 17,373 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 2005/2006 • Incorporated water main upgrades with street projects to improve service and minimize damage to new streets. • Commenced operation of the Inner Loop water line providing service to the Pinnacle Development. • Restored the Central Elevated Storage Tank to service following rehabilitation. • Updated the Water Services Qualifications manual to document training requirements for staff advancement. • Provided training, increased qualifications, resulting in licensing of all staff by the end of the fiscal year. • Updated the Water Impact Fee resulting in full funding of future capital improvements on the CIP. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Implement the FY 2006/2007 Capital Improvement Plans in cooperation with Systems Engineering and the Street Department to improve water service. • Continue the implementation of the water storage tank maintenance plan by coordinating the rehabilitation of the James Street Elevated Storage Tank. • Establish a native landscape implementation plan to enhance our long-term water conservation program. • Develop and implement a valve maintenance program. 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 20,000 02/03 03/04 04/05 05/06 *06/07 Wa t e r C u s t o m e r s 2,300 2,400 2,500 2,600 2,700 2,800 2,900 W o r k O r d e r s Customers Work Orders *Projected 117 WATER SERVICES - WATER 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Water Services Manager 1 1 1 1 1 Water Services Supervisor 1 1 1 1 1 Water Services Team Leader 1 1 2 2 2 Water Services Technician 2 2 1 1 1 Water Services Apprentice 9 9 9 11 11 TOTAL (FT/PT) 14 14 14 16 16 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Water service customers 15,630 16,600 16,800 17,746 18,750 2. Annual production (MG) 2,969 3,179 3,450 3,900 4,250 3. Work orders 2,863 2,574 3,400 2,500 2,750 4. Locates completed 5,320 6,158 6,500 7,000 7,750 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Maintenance work order backlog 200 185 60 40 20 2. Production / billing ratio (%) 77% 78% 80% 79% 82% DEPARTMENTAL BUDGET: WATER SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: Two additional positions are added for overall system growth and workload management. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 548,597 666,565 658,400 Personnel 791,666 791,666 557,196 868,563 868,563 Operations 1,194,445 1,209,747 565,275 600,000 600,000 Capital 610,500 600,000 1,671,068 2,135,128 2,126,963 Subtotal - Operations 2,596,611 2,601,413 1,386,773 1,241,172 1,445,172 Plant 1,562,000 1,628,200 1,345,836 1,475,641 1,475,641 BRA - Water Purchases 1,757,025 1,932,750 213,027 224,100 249,300 Franchise Fee 233,900 244,600 175,711 213,862 213,862 General Fund Allocations 225,017 219,043 920,580 965,242 965,242 Internal Svc Fund Allocations 1,052,547 1,052,141 866,379 932,124 932,124 Special Projects & Svcs 1,202,153 1,231,246 6,579,374 7,187,269 7,408,304 8,629,253 8,909,393 118 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 2005/2006 • Commenced construction of the reuse irrigation line from the Pecan Branch Treatment Plant to the Airport Irrigation pump station to provide reuse water to the station for use at Sun City. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Complete construction of the reuse irrigation line from the Pecan Branch Treatment Plant to the Airport Irrigation pump station to provide reuse water to the station for use at Sun City. • Complete the upgrade of the San Gabriel Wastewater Plant Irrigation Pump Station and install rotating disc filters to improve reuse water quality and improve system reliability. 119 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Average Daily Production (MGD) .65 .76 1.10 1.02 1.05 * Drop in production due to higher than average rainfall in the Spring and early Summer, 2004 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Production / Billing Ratio N/A N/A 95% N/A 95% DEPARTMENTAL BUDGET: WATER SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 108,129 139,100 139,100 Operating 163,390 185,500 4,991 5,700 5,700 Franchise Fee 5,700 6,380 113,120 144,800 144,800 169,090 191,880 120 Georgetown Utility Systems 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 managed through GUS Administration. 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 2005/2006 • Organized 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. • Expanded offsite opportunities by providing a recycling station in downtown Georgetown. • Applied for and was awarded grant funding, through the Capital Area Council of Governments (CAPCOG,) for upgrading the City Collection Station into a functioning Transfer Station and Recycling Center. • Kicked off our Composting Pilot Program by provided two very successful composting classes to the public. • Provided two neighborhood bulky waste pickup events. • Began preliminary engineering and construction to upgrade the Collection Station to a fully operational Transfer Station. • Worked with TDS and other utility departments to initiated and manage a mass cleanup effort to rehabilitate the closed landfill area, bring it up to TCEQ standards, and prepare it for future use. • Worked with TDS and consultants to develop a Stormwater Management Plan and Site Plan for the Collection Station and closed landfill area. • Amended the sanitation contract with TDS, dividing it into two independent contracts, one for solid waste collection and disposal services, and one for the management of the collection station. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Develop a city-wide, reoccurring curbside bulky waste collection program for sanitation customers. • Upgrade the Citizens’ Collection Station to a fully operational transfer station and recycling center to reduce costs by decreasing fuel use; reduce traffic in San Gabriel Park; and expand the recycling opportunities. • 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. • Develop new programs to encourage recycling and conservation. POUNDS OF SOLID WASTE COLLECTED (in millions) 36.0 36.8 35.2 35.9 35.5 36.9 0 5 10 15 20 25 30 35 40 #' s i n m i l l i o n s 01/02 02/03 03/04 04/05 05/06 *06/07 *Projected 121 SANITATION 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Recycling Program Manager 0 0 0 1 1 TOTAL (FT/PT) 0 0 0 1 1 * Position shared with Key Account Specialist. WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Avg. # of homes served monthly 12,640 14,172 13,930 15,200 15,800 2. Total pounds of residential solid waste collected 35,168,641 35,927,073 36,450,000 35,671,920 36,972,000 3. Avg. pounds of solid waste collected per home weekly 55 49 50 45 45 4. Avg. # of commercial accounts 800 904 834 935 970 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 04/05 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Recycling participation rate 40% 33% 40% 35% 40% 2. % of residential customer complaints compared to service opportunities .010% .085% .045% .098% .080% 3. % of commercial complaints as compared to service opportunities .020% .079% .015% .080% .075% DEPARTMENTAL BUDGET: SANITATION FUND MAJOR BUDGET CHANGES: Oversight for the solid waste contract is transferred from Finance and Administration to GUS. The City’s current contract expires on September 30, 2006 and will be month to month until a new contract can be approved. Staff is currently holding community focus groups to ensure services meet community needs, prior to renegotiating the contract. The City’s Key Account position has been revised and daily sanitation contract oversight has been added. The new position, Environmental Coordinator, will be partially funded within the Sanitation fund. Costs of services are expected to increase once the new contract is adopted in March 2007. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 233,195 187,653 737,653 Operations 220,849 220,849 64,045 66,800 73,700 Franchise Fees 80,000 84,000 40,582 42,934 42,934 General Fund Allocations 43,917 42,750 176,218 189,662 189,662 Joint Svs Allocations 213,788 214,267 2,467,654 2,628,002 2,908,002 Contracted Services 3,205,000 3,302,000 2,981,694 3,115,051 3,951,951 3,763,554 3,863,866