HomeMy WebLinkAbout06-FinanceFinance
and
Administration
The Finance & Administration Division serves City departments and citizens through Accounting, Administration,
Facilities Construction and 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.
Finance & Administration
Municipal Court
Page 80
Fleet Management
(includes Internal Service Fund)
Page 88
Utility Office
Page 92
Accounting
Page 78
Administration
Page 76
Purchasing
Page 82 Facilities Construction
and Maintenance
(includes Internal Service Fund)
Page 84
06/07 06/07 07/08 PROPOSED BUDGET
AMENDED PROJECTED NEW %
BUDGET ACTUAL BASE PROGRAMS TOTAL CHANGE
General Fund
Municipal Court 402,629 380,976 450,960 450,960 (18.4%)
total General Fund 402,629 380,976 450,960 450,960 (18.4%)
Special Revenue Funds
Court Fees SRF 110,864 116,336 53,000 53,000 (-54.4%)
Juvenile SRF 39,500 29,922 49,007 49,007 (63.8%)
total Special Rev. Funds 150,364 146,258 102,007 102,007 (-30.3%)
Internal Service Funds
Facilities Administrative 762,868 762,868 936,320 936,320 (22.7%)
Facilities Maintenance 479,936 495,263 542,457 3,500 545,957 (10.2%)
Fleet Administrative 2,748,527 2,548,518 732,325 732,325 (-71.3%)
Vehicle Service Center 787,296 783,290 877,788 877,788 (12.1%)
Accounting 625,704 625,704 663,285 663,285 (6.0%)
Customer Service 142,368 140,776 183,110 183,110 (30.1%)
Finance & Admin. 506,224 497,762 557,810 6,750 564,560 (13.4%)
Purchasing 438,548 438,544 430,323 80,000 510,323 (16.4%)
Utility Office 1,129,811 1,210,690 1,325,025 47,700 1,372,725 (13.4%)
total Internal Svc. Funds 7,621,282 7,503,415 6,248,443 137,950 6,386,393 (-14.9%)
Division Total 8,174,275 8,030,649 6,801,410 137,950 6,939,360 (-13.6%)
PERSONNEL
SUMMARY
PERSONNEL OPERATING CAPITAL TOTAL (FTE's)
General Fund
Municipal Court 348,421 102,539 450,960 6
total General Fund 348,421 102,539 450,960 6
Special Revenue Funds
Court Fees SRF 53,000 53,000
Juvenile SRF 49,007 49,007 1
total Special Rev. Funds 49,007 53,000 102,007 1
Internal Service Funds
Facilities Maintenance 910,720 25,600 936,320 7
Facilities Maint. Admin. 417,842 109,615 18,500 545,957 6
Fleet Administrative 206,925 525,400 732,325
Vehicle Service Center 382,027 495,761 877,788
Accounting 595,490 67,795 663,285 10
Customer Service 152,193 30,917 183,110 3
Finance & Admin. 241,157 323,403 564,560 3
Purchasing 325,406 134,917 50,000 510,323 6
Utility Office 548,328 779,017 45,380 1,372,725 12
total Internal Svc. Funds 2,662,443 3,059,070 664,880 6,386,393 47
Division Total 3,059,871 3,161,609 717,880 6,939,360 54
Uses & Expenses
07/08 PROPOSED BUDGET
Finance & Administration
76
Finance and Administration
Administration
DEPARTMENT DESCRIPTION
The Administration Department provides support to City departments through leading and managing Accounting,
Facilities Construction and Maintenance, Fleet Management, Municipal Court, Purchasing & Properties and Utility
Office. This department plans and directs the City's financial activities: accounting, purchasing, tax collections,
billings, financial reporting, and debt and investment management. The department directs the City’s budgeting
process; the preparation and publication of the Annual Operating Plan Element (budget) of the Georgetown
Century Plan; monitors and updates long-term financial plan and prepares related policy recommendations; plans
and coordinates city debt issuance, including presentations to bond rating agencies, and monitors the City’s utility
rate structure to ensure financial stability of the City’s utility systems. The department also provides financial
management and support to the both of the City’s economic development corporations, the 4A Georgetown
Economic Development Corporation (GEDCO) and 4B Georgetown Transportation Enhancement Corporation
(GTEC) as well as, various Public Improvement Districts.
MAJOR DEPARTMENT GOALS
x Ensure the City’s assets by maximizing available resources, minimizing costs, and protecting cash principle.
x Plan for the City’s future financial growth, thus protecting and enhancing the City’s quality of life.
x Be the leader in providing the highest level of service in administering the operating and capital budgets and
implementing innovative approaches toward budgeting.
x 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.
x Foster a “customer-oriented” philosophy toward internal and external departments in the City.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2006/07
x Coordinated the development and implementation of a “flat rate” sewer rate structure that eliminates the need
to “winter average” water usage to determine sewer rates and allocates costs equitably between rate classes.
x Coordinated the 2007 bond ratings presentation that facilitated the City’s bond rating upgrade from A+ to AA-
for utility revenue debt, thus matching the City’s bond rating for tax supported debt issues.
x Coordinated the 2007 bond issuance totaling over $43 million, including the City’s first sales tax revenue debt
for GTEC, General Obligation bonds and revenue bonds, as well as, several advance refunding issues.
x Assisted in negotiating the ABG development agreement, a 6,000 unit master planned development in the
South San Gabriel wastewater service area.
x Assisted in developing the incentive package for the Citicorp data center project.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/08
x Develop and implement a service agreement for other local water providers to read and bill water meters of
mutual customers.(Policy 11 / Priority L)
x Develop a funding strategy to implement the Wastewater Regional Master Plan.
x Assist in creation of Tax Increment Reinvestment Zones for areas identified as growth corridors or
redevelopment areas within the City.
x Assist in developing a transit system master plan.
x Assist the Transportation Advisory Board in developing funding strategies for road projects. (Policy 9 / Priority B)
x Develop a funding plan for the future Garey Park project. (Policy 8 / Priority E)
x Coordinate citizen educational efforts for possible November 2008 election.
77
ADMINISTRATION
05/06
ACTUAL
06/07
ORIGINAL
BUDGET
06/07
FINAL /
ACTUAL
07/08
ADOPTED
08/09
PROPOSED
Director of Finance 1 1 1 1 1
Assistant Director of Finance 1 1 0 0 0
Administrative Analyst 1 1 1 1 1
Administrative Assistant II 1 1 1 1 1
TOTAL 4 4 3 3 3
WORKLOAD MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. # of bond issues outstanding
Amount of debt outstanding
13
$63,957,867
13
$87,734,288
28
$96,450,333
28
$107,935,378
32
$118,522,204
2. Utility customers 19,862 21,365 22,784 22,450 24,157
3. Adopted Annual Budget
4. Presentations to Council
5. # of total division employees
$119,030,722
12
40
$148,163,140
15
43
$168,487,992
16
48
$167,485,170
21
51
$185,198,572
20
54
PERFORMANCE MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
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%
$67.35
A+
A1
Yes
95%
$78.48
A+
A1
Yes
95%
$70.00
A+
Aa3
Yes
97%
$86.42
AA-
A2
Yes
95%
$80.00
AA-
A2
DEPARTMENT BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
06/07 08/09
05/06 06/07 PROJECTED 07/08 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
178,232 241,702 233,240 Personnel 241,157 241,303
247,007 264,522 264,522 Operations 323,403 323,403
3,700 Capital
428,939 506,224 497,762 564,560 564,706
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
x Provide financial information in the form, frequency and timeliness needed for management decisions.
x Provide for accurate and timely payments to City employees and vendors.
x Provide financial reporting conformity with generally accepted accounting principles that receives the
Government Finance Officers Association (GFOA) Certificate of Achievement.
x Monitor budget revenues and expenses to ensure fiscal accountability and responsible use of City resources.
x Ensure maximum safety of invested funds while achieving a competitive rate of return.
x Foster a “customer-oriented” approach toward internal departments of the City.
x Monitor internal controls to safeguard the City’s assets.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2006/07
x Coordinated Citywide Incode “needs assessment” to evaluate effectiveness of overall financial software
system.
x Centralized the non-utility Accounts Receivable function.
x Enhanced payment processing for vendors through the use of ACH payments with the City’s new depository.
x Developed cash flow forecasting to maximize investment yield, while maintaining liquidity requirements.
x Completed conversion of City’s depository.
x Completed internal control/fraud prevention program with City departments.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/08
x Oversee and implement the migration on revised Incode financial software, maximizing functionality and
improving system performance.
x Evaluate feasibility of utilizing paycards for employees.
x Develop and expand the auditing of city processes and internal controls.
x Implement laserfiche in accounts payable.
x Implement disclosure requirement for Governmental Accounting Standards Board (GASB) 45 – (Other Post
Employment Benefits).
x Modifiy and implement general ledger account structure for “re-implementation” of City’s financial software.
79
ACCOUNTING
05/06
ACTUAL
06/07
ORIGINAL
BUDGET
06/07
FINAL /
ACTUAL
07/08
ADOPTED
08/09
PROPOSED
Controller 0 0 1 1 1
Accounting Manager 1 1 0 0 0
Chief Accountant 1 1 1 1 1
Accountant II 1 1 1 1 1
Accounting Specialist III 1 1 2 2 2
Accounting Specialist II 1 1 3 3 3
Accounting Specialist I 1 1 0 0 0
Utility Financial Analyst 1 1 1 1 1
Utility Accountant 0 1 1 1 1
TOTAL 7 8 10 10 10
WORKLOAD MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. Vendor checks issued 10,423 10,704 10,750 11,500 12,000
1. Invoices processed
2. Payroll checks issued
14,970
11,445
17,200
11,800
17,300
12,000
15,200
12,300
16,000
12,500
3. Annual investment portfolio $39,907,338 $53,762,688 $40,000,000 $80,000,000 $60,000,000
4. # of grants
Annual grant expenditures
15
$833,096
10
$1,492,602
4
$48,600
9
$1,186,050
3
$42,000
PERFORMANCE MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. Payments processed within
vendor terms 96% 91% 93% 90% 93%
2. Manual payroll check percentage 2% 1% 1% 1% 1%
3. % of budgeted interest received 100% 100% 100% 100% 100%
4. Internal customer rating of
satisfied or better 93% N/A * 90% 89% 90%
* The Internal Customer Service Survey was not conducted in 2005/06.
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
06/07 08/09
05/06 06/07 PROJECTED 07/08 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
488,342 525,814 525,814 Personnel 595,490 595,864
69,395 99,890 99,890 Operations 67,795 67,795
557,737 625,704 625,704 663,285 663,659
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,
interpreter and trial dockets. The Judge also facilitates the Teen Court Program in conjunction with the
Georgetown High School. Three Deputy Court Clerks, one Juvenile Case Manager and one Customer Service
Representative perform administrative and clerical activities. The department reports to the Court Administrator.
MAJOR DEPARTMENT GOALS
x Foster a “customer service” philosophy with court defendants, treating all with professional courtesy and
respect.
x Increase Court efficiency through streamlined procedures and automation.
x Protect and preserve individual liberties of court defendants.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2006/2007
x Expanded usage of Autocite ticket writers to Code Enforcement to enhance efficiency of court processes and
reduce data entry labor.
x Purchased additional Autocite ticket writers for Police to further enhance the efficiency of court processes.
x Implemented juvenile case manager fund authorized by the Texas Legislature and added staff to process
juvenile/minor and Teen Court cases.
x Implemented an interpreter docket per statute, to provide assistance for our non-English speaking defendants.
x Contracted for a part-time Associate Judge to assist our Presiding Judge with docket scheduling.
x Participated in annual warrant round up along with 150+ jurisdictions.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008
x Implement an upgraded phone system to increase court efficiency and improve customer service.
x Prepare for future expansion and growth by participating in the facility needs assessment project for current
and future space needs.
x Decrease timeline for docket processing by adding additional dockets to the court calendar.
x Implement additional efficiencies during court sessions.
x Participate in annual multi-jurisdictional warrant round up.
x Implement statutory requirements mandated by the 80th Legislative session.
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
MUNICIPAL COURT
05/06
ACTUAL
06/07
ORIGINAL
BUDGET
06/07
FINAL /
ACTUAL
07/08
ADOPTED
08/09
PROPOSED
Municipal Court Administrator 1 1 1 1 1
Deputy Court Clerk 3 3 3 3 3
Juvenile Case Worker 0 0 1 1 1
Customer Service Rep I 1 1 2 2 2
TOTAL 5 5 7 7 7
WORKLOAD MEASURES
ACTUAL
04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
07/08
1. Number of cases filed 11,279 13,830 12,500 15,000 17,250
2. Number of courtesy letters 15,521 19,906 17,200 24,000 27,600
3. Number of warrants issued 2,239 1,625 2,650 2,700 3,105
4. Municipal Court fine revenue:
Retained by City $724,596 $865,400 $850,000 $1,064,300 $1,223,950
Remitted to State $528,582 $590,583 $620,500 $709,500 $815,925
PERFORMANCE MEASURES
ACTUAL
04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
07/08
1. Arraignment docket scheduling 90 days 120 days 60 days 120 days 90 days
2. Processing of ticket entry 5 days 2 days 2 days 2 days 2 days
3. Customer use of website N/A N/A 14,500 27,987 32,185
4. Warrants cleared as % of issued 32% 31% 40% 30% 30%
5. Citations issued through auto
systems - % of total 20% 23% 90% 99%
99%
6. Bailiff attendance for court 95% 99% 99% 100% 100%
7. Collections per clerk – City portion $241,532 $216,350 $212,500 $212,860 $244,790
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
06/07 08/09
05/06 06/07 PROJECTED 07/08 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
290,827 342,734 340,067 Personnel 417,842 465,007
34,676 137,202 155,196 Operations 109,615 94,615
4,729 Capital 18,500
330,232 479,936 495,263 545,957 559,622
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
x Develop and maintain a level of performance considered above average by our customers while maintaining a
high degree of efficiency and economy.
x Provide the City of Georgetown user departments with needed materials and services by utilizing best value
purchases in a timely manner.
x Develop and maintain a positive and productive working relationship with all user departments.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2006/2007
x Educated City personnel in procurement procedures and State law by conducting departmental training
sessions.
x Purchased major replacement equipment for all City divisions.
x Continued to partner with other purchasing cooperatives through interlocal purchasing agreements to facilitate
and improve the City’s purchasing power.
x Relocated surplus storage to a more secure and accessible facility.
x Implemented bid tracking software to improve efficiency and ensure a thorough and ethical purchasing process
x Continued benchmarking actions taken to improve customer service delivery to internal customers.
x Researched obtaining National Institute of Governmental Purchasing (NIGP) award in Purchasing.
x Revised and updated standard contract form to ensure departments are consistent in the contracts used.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008
x Purchase major replacement equipment for all City divisions.
x Seek other cooperative purchasing groups that the City can utilize to improve their purchasing power.
x Pursue obtaining professional purchasing certifications for staff to ensure a proficient and well-trained
department and to assist with obtaining National Institute of Governmental Purchasing (NIGP) award in
Purchasing.
x Secure services of a Contract Specialist to review all City contracts to ensure proper documentation, as well as,
conformity to City standards. (Policy 15 / Priority L)
x Implement barcoding in City warehouses to assist in inventory management and prevent potential materials
loss.(Policy 15 / Priority L)
83
PURCHASING
05/06
ACTUAL
06/07
ORIGINAL
BUDGET
06/07
FINAL /
ACTUAL
07/08
ADOPTED
08/09
PROPOSED
Purchasing Manager 1 1 1 1 1
Buyer II 1 2 2 2 2
Warehouse Superintendent 1 1 1 1 1
Warehouse Clerk II 1 1 2 2 2
Warehouse Clerk I 1 1 0 0 0
TOTAL 5 6 6 6 6
WORKLOAD MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 06/07
BUDGETED
FY 07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. Purchase orders entered 7,315 7,520 7,550 7,550 7,600
2. Inventory items disbursed by
requisition 17,426 20,737 21,000 21,000 22,000
3. Inventory deliveries received
4. Formal bids processed
2,588
53
2,515
59
2,520
60
2,550
60
2,550
65
PERFORMANCE MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 06/07
BUDGETED
FY 07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. Purchase order process time 5 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 $4,097,488 4,866,677 $5,000,000 $5,000,000 $5,300,000
4. Gross revenue from Impound/
Surplus Auction
5. Internal Customer Service rating
of satisfied or better
$90,115
*
$5,899**
95%
$50,000
95%
$50,000
95%
$50,000
95%
* The Internal Customer Service Survey was not conducted in 2005/06.
** Library auction only
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
06/07 08/09
05/06 06/07 PROJECTED 07/08 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
240,973 312,296 312,293 Personnel 325,406 325,731
88,118 91,252 91,251 Operations 134,917 134,917
35,000 35,000 Capital 50,000
329,091 438,548 438,544 510,323 460,648
84
Finance and Administration
Facilities Construction and Maintenance
DEPARTMENT DESCRIPTION
The Facilities Construction and 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 26 municipal buildings (approx. 315,000 sq.ft.). This
department is responsible for developing and maintaining the Facilities
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 Construction and
Maintenance is managed by the Support Services Construction Manager,
who also oversees coordination and project management for construction
and renovation of City buildings.
MAJOR DEPARTMENT GOALS
x Provide effective project management of all construction and renovation of City buildings and facilities.
x Provide quality maintenance of City public facilities which fosters a safe and positive atmosphere for our
employees and citizens.
x Provide preventative maintenance services on all Heating Ventilating and Air Conditioning (HVAC) equipment,
elevators, emergency generators, landscaping, copiers, and fire protection systems to ensure optimum operational
efficiency and extend the life of capital investments.
x Modify and update the internal service fund to provide a perpetual funding source for facility repairs and services.
x Annually update the 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 2006/2007
x Provided oversight and project management for the construction of the new Library and Fire Station.
x Coordinated the furniture deliveries and staff relocations for the Library and Fire Station.
x Coordinated the selection of the Construction Manager-at-Risk for the Recreation Center project and completed
the design.
x Completed construction on the expansion and renovation of the Community Center in San Gabriel Park.
x Began the installation of monument signs at the major gateways to the City.
x Coordinated the design and construction of a storage facility for Police, as well as the renovation of the old
warehouse building for secure storage for several departments.
x Coordinated the space needs assessment for the Police Department, Municipal Court and Fire Administration.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008
x Oversee and coordinate the construction of the Recreation Center expansion. (Policy 8 / Priority K)
x Continue installation of defibrillators and 911 Call Boxes at all City facilities. (Policy 7 / Priority k)
x Begin the design for Fire Station No 5 in Sun City. (Policy 7 / Priority K)
x Complete the renovation and relocation of Georgetown Communications and Technology (GCAT) building.
x (Policy 7 / Priority K)
x Continue the installation of wayfinding and monument signs.
x Coordinate the design of the renovations of the old Library renovations for possible police expansion.
x (Policy 10 / Priority K)
x Coordinate the design of a parking garage to alleviate parking issues in the Southwest quadrant of downtown.
(Policy 10 / Priority K)
x Begin planning for rehabilitation of old historic fire station for alternative uses. (Policy 4 / Priority K)
Square Feet of Facilities Maintained
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
03/04 04/05 05/06 06/07 *07/08
Sq
u
a
r
e
F
e
e
t
M
a
i
n
t
a
i
n
e
d
*Projected
85
FACILITIES CONSTRUCTION
and MAINTENANCE
05/06
ACTUAL
06/07
ORIGINAL
BUDGET
06/07
FINAL /
ACTUAL
07/08
ADOPTED
08/09
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 3 3
Facilities Coordinator 1 1 1 1 1
Capital Projects Manager 0 1 1 1 1
TOTAL 4 5 5 7 7
WORKLOAD MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. Work orders processed 522 540 648 800 1,000
2. Facilities maintained 23 23 24 26 27
3. Square feet of facilities maintained 210,000 210,000 222,000 315,000 328,000
4. Service contracts managed 12 12 12 13 15
5. New construction dollars $500,000 $850,000 $12,980,000 $27,080,000 $12,100,000
PERFORMANCE MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. Work orders / PM requests
completed 80% 85% 95% 95% 95%
2. New construction completed 9% 100% 4% 60% 90%
3. Avg. completion time per work
order
4. Internal Customer Service rating of
satisfied or better
8 days
85%
7 days
NA
5 days
89.2%
5 days
90%
5 days
90%
* The Internal Customer Service Survey was not conducted in 2005/06.
DEPARTMENTAL BUDGET: FACILITIES FUND
MAJOR BUDGET CHANGES/ISSUES:
06/07 08/09
05/06 06/07 PROJECTED 07/08 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
290,827 342,734 340,067 Personnel 417,842 465,007
34,676 137,202 155,196 Operations 109,615 94,615
4,729 Capital 18,500
330,232 479,936 495,263 545,957 559,622
86
Finance and Administration
Facilities 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 CONTRACTS BUDGET: FACILITIES FUND
MAJOR BUDGET CHANGES/ISSUES:
07/08 reflects costs of maintaining two new City facilities: the new Georgetown Communications and Technology
Building (GCAT), opening in November 2007, as well as, costs associated with maintaining the new library (opened
January 2007).
06/07 08/09
05/06 06/07 PROJECTED 07/08 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
37,958 53,900 53,900 Buildings & Structures 19,600 29,400
317,043 438,808 438,808 Lease and Contracts 663,870 558,270
192,682 137,960 137,960 Bldg. Improvements 246,850 243,850
9,755 132,200 132,200 Other Operating 6,000
557,438 762,868 762,868 936,320 831,520
Facilities Maintenance
Internal Service Fund
By Function 07/08 08/09 09/10 10/11 11/12
Copier Replacement 19,600 29,400 64,800 19,600
Copier Maint. 31,537 31,537 31,537 31,537 31,537
Painting, Int. 9,000 26,000 7,500 10,000
Painting, Ext. 5,000 1,500
Roof Replacement 128,000 25,000 10,000
HVAC Replacement 70,000 35,000
Pest Extermination 7,630 7,630 7,630 7,630 7,630
Carpet Replacement 19,000 3,800 31,800
Vinyl Replacement 8,000 2,600 30,000
Landscape Maintenance 125,650 125,650 125,650 125,650 125,650
Tree Trimming 23,900 23,900 23,900 23,900 23,900
Fountain Maintenance 4,500 4,500 4,500 4,500 4,500
Janitorial Svcs. 303,803 303,803 293,803 293,803 293,803
HVAC Maintenance 80,285 74,285 74,285 74,285 74,285
Elevator Maintenance 7,480 7,480 7,480 7,480 7,480
Emergency Gen. Maint. 8,585 8,585 8,585 8,585 8,585
Racquetball Court Ceiling Tiles 200 200 200 200 200
Gym and Racquetball Floor Maintenance 4,700
Table and Chair Replacement 16,300
Overhead Door Maintenance 4,250 4,250 4,250 4,250 4,250
Halon/Fire Alarm Maintenance 2,050 2,050 2,050 2,050 2,050
Tennis Court Resurfacing 25,000 10,000 7,000
Dry Deck
Security System Maintenance 21,900 21,900 21,900 21,900 21,900
Fire/Phone/Inspection 15,650 15,650 15,650 15,650 15,650
Waterproofing Rec Ctr Gym 13,000
Seal Kennel Floors 3,500 3,500 3,500 3,500 3,500
Audio Maintenance 1,000 1,000 1,000 1,000 1,000
Preventative Maintenance 77,100 74,100 74,100 74,100 74,100
Gate Maintenance 3,700 3,700 3,700 3,700 3,700
Total Costs by Function 936,320 831,520 917,820 750,220 743,320
By Facilities
Airport Terminal 2,190 2,190 8,190 2,190 2,190
Animal Shelter 20,060 20,060 20,060 20,060 20,060
Municipal Court/Council Chambers 24,595 24,595 19,795 14,795 14,795
City Office Building 34,632 28,832 33,632 23,832 23,832
Community Center 17,640 24,140 17,640 17,640 17,640
Park & Rec Administration 28,169 28,169 47,969 32,169 28,169
Central Station Station 15,770 15,770 25,570 15,770 15,770
Fire Station #1 17,640 17,640 17,640 17,640 17,640
Fire Station #2 10,105 35,105 13,405 10,105 10,105
Fire Station #3 29,205 14,205 14,205 14,205 14,205
Fire Station #4 18,260 36,660 18,260 18,260 18,260
Library 29,605 29,605 29,605 29,605 29,605
New Library Facility 132,587 132,587 122,587 122,587 122,587
Madellia Hilliard 2,820 2,820 2,820 2,820 2,820
City Hall 88,032 62,832 88,032 88,032 53,032
Police Dept Annex 10,590 10,590 10,590 10,590 10,590
Park & Ride Facility 1,900 1,900 1,900 1,900 1,900
Police Station 82,847 68,647 89,047 49,047 49,047
Recreation Center 128,935 55,635 106,935 58,435 73,735
Municipal Complex 111,798 111,798 141,198 111,798 121,598
Chamber Building 2,000 2,000 2,000 2,000 2,000
Scenic Drive Median 1,600 1,600 1,600 1,600 1,600
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
Industrial Lot 2,000 2,000 2,000 2,000 2,000
Reedholm Instruments 3,000
Tree Trimming @ Parking Lots 3,500 3,500 3,500 3,500 3,500
Georgetown Village Landscape Maint. (City) 18,000 18,000 18,000 18,000 18,000
IT-EOC Facility 14,715 14,715 14,715 14,715 14,715
Grace Heritage Center 3,475 3,475 3,475 3,475 3,475
Tennis Center 66,450 48,250 29,250 29,250 36,250
Total Costs by Facilities 936,320 831,520 917,820 750,220 743,320
88
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 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
x Ensure a safe and efficient fleet for City operations.
x Preserve mechanical, electrical and hydraulic integrity of the City’s fleet, thus extending the useful life of City
assets.
x Decrease vehicle down time through efficient, cost-effective operations.
x Maintain the integrity of the City’s fleet through effective management of the Fleet Internal Service Fund.
x Foster a “customer-oriented’ approach toward internal and external customers.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2006/2007
x Increased the number of Automotive Service Excellence (ASE) and Emergency Vehicle Technician (ETV)
certifications held by Vehicle Service Center (VSC) staff from 21 to 47.
x Installed equipment in 25 new vehicles and contracted with vendor to equip 17 police cars.
x Added another mechanic for maintenance of Georgetown Utility Systems (GUS) vehicles.
x Developed monitoring and assessment plan to gauge success of hybrid vehicle program to determine program
expansion.
x Purchased replacement of Fire Wildland Interface Apparatus (brush truck).
x Increased number of pool cars for City staff use to 5 vehicles.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008
x Continue to increase professionalism for all mechanics by obtaining ASE and EVT Certifications.
x Purchase replacement of Fire Quint Apparatus.
x Purchase 12 replacement vehicles / equipment for City departments.
x Purchase 9 replacement vehicles for Police.
x Continue with hybrid vehicle testing program to measure cost effectiveness and efficiency for expansion as
future vehicle replacements to various City departments.
x Coordinate replacement and upgrade of Motorola digital radio system in all City vehicles.
x Begin replacement process for converting Police cameras from older technology to digital system.
VEHICLES AND EQUIPMENT
0
500
1,000
1,500
2,000
2,500
3,000
3,500
03/04 04/05 05/06 06/07 *07/08
Wo
r
k
O
r
d
e
r
s
p
e
r
Y
e
a
r
0
50
100
150
200
250
300
350
400
#
o
f
V
e
h
i
c
l
e
s
/
E
q
u
i
p
m
e
n
t
Work Orders # Vehicles *Projected
89
VEHICLE SERVICE CENTER
05/06
ACTUAL
06/07
ORIGINAL
BUDGET
06/07
FINAL /
ACTUAL
07/08
ADOPTED
08/09
PROPOSED
Service Center Supervisor 1 1 1 1 1
Mechanic III 1 1 2 2 2
Mechanic II 0 0 1 1 1
Mechanic I 3 4 2 2 2
TOTAL 5 6 6 6 6
WORKLOAD MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
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
290
1-73
1-186
1,832
314
1-79
1-146
2,136
334
1-67
1-141
2,200
343
1-69
1-142
2,287
360
1-72
1-149
3,000
5. Gallons of fuel used per year:
Unleaded gasoline 79,081 77,579 79,319 85,878 93,445
Diesel fuel 76,798 77,408 74,806 69,754 78,380
PERFORMANCE MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. # of ASE and EVT certifications
held by VSC Staff 32 21 28 47 55
2. % of repairs sent out for service 15% 15% 15% 20% 21%
3. Average age of City fleet:
Police - Patrol
GUS & other dept.
Fire Trucks
Fire Prevention
Other Equipment
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
2 yrs
5 yrs
8 yrs
4 yrs
8 yrs
2 yrs
5 yrs
7 yrs
4 yrs
8 yrs
4. Internal Customer Service rating
of satisfied or better 89% N/A* 90% 90% 90%
* The Internal Customer Service Survey is done every other year and was not conducted in 2005/06.
DEPARTMENTAL BUDGET: FLEET MANAGEMENT FUND
MAJOR BUDGET CHANGES/ISSUES:
06/07 08/09
05/06 06/07 PROJECTED 07/08 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
256,834 345,936 341,930 Personnel 382,027 382,187
425,525 441,360 441,360 Operations 495,761 495,761
682,359 787,296 783,290 877,788 877,948
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
*Bond funded equipment is now included in the General Capital Project Fund.
MAJOR BUDGET CHANGES/ISSUES:
06/07 08/09
05/06 06/07 PROJECTED 07/08 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
94,707 115,492 115,492 Insurance 115,492 115,492
57,787 62,000 62,000 Contracts & Leases 91,433 91,433
569,851 820,335 620,326 Capital Outlay 525,400 403,970
722,345 997,827 797,818 732,325 610,895
635,094 1,750,700 1,750,700
*Capital Outlay-Bond
Funded Equipment 616,800 1,361,900
1,357,439 2,748,527 2,548,518 1,349,125 1,972,795
Fleet Management
Internal Service Fund
Capital Replacement 07/08 08/09 09/10 10/11 11/12
Georgetown Utility Systems
Replacement Cost 256,000 280,970 163,300 144,000 366,500
Number of Units 3 8 5 5 10
Transportation Services
Replacement Cost 211,900 122,800 169,500 197,100 158,960
Number of Units 3 2 5 6 3
Community Development
Replacement Cost 58,500 38,000
Number of Units 2 2
Finance & Administration
Replacement Cost 42,000 29,000 32,500 48,700
Number of Units 2 4 1 4
Fire Services
Replacement Cost 627,000 475,000
Number of Units 2 2
Community Services
Replacement Cost 162,500 57,000 31,500 140,000 56,500
Number of Units 7 2 2 6 4
Police Services
Replacement Cost 411,300 619,100 795,800 729,400 488,300
Number of Units 9 14 20 19 12
W & WW Treatment Facilities
Replacement Cost 30,000
Number of Units 1
Insurance/Radio Maintenance
Annual Cost 206,925 206,925 206,925 206,925 206,925
Total Fleet Replacment Costs 1,349,125 1,972,795 1,437,525 1,941,125 1,277,185
Total Replacements/Purchases 26 33 35 42 29
Fleet ISF Funded 732,325 610,895 585,225 628,625 664,925
Bond Funded - (Pub Safety/Streets)616,800 1,361,900 852,300 1,312,500 612,260
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.
MAJOR DEPARTMENT GOALS
x Ensure the efficient delivery of timely and accurate billing and payment information to our customers.
x Develop and maintain quality utility programs and innovative services that are administered in a friendly, helpful
manner.
x Respond to customer requests and issues quickly and fairly, with the intention of satisfying each customer.
x Increase public awareness of utility issues and topics through proactive communication with customers.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2006/2007
x Implemented an automated mail processing system, increasing efficiency and accuracy, and saving an average
of three man-hours a day
x Implemented “House Calls,” an automatic-dial, customer notification system that alerts customers, by way of a
prerecorded phone message, that he or she is scheduled for utility disconnection for non-payment, and to
contact the Utility Office.
x Worked with the Water Services and Finance to develop a new and innovative method of calculating wastewater
rates, including a residential flat rate and specific rates for multi-family dwellings and high-strength discharge.
x Worked with Energy Services to develop new electric programs promoting green energy to give customers the
opportunity to purchase and to show support of renewable energy.
x Worked with the Automated Meter Reading (AMR) Dept to reconfigure the billing cycles in order to be more
geographically compact and efficient
x Developed 3 digit meter route numbers to manage the growing number of utility accounts
x Assisted Georgetown Utility Systems (GUS) in the development and coordination of several sanitation focus
groups in order to determine the wants and needs of sanitation customers.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008
x Implement American Public Power Association (APPA) Customer Service Certification Program to improve and
expand services to customers. (Policy 11 / Priority D)
x Implement Interactive Voice Response (IVR) system to process utility connects, disconnects, extensions and
payments to improve customer response times and efficiency. (Policy 11 / Priority D)
x Begin billing, using the new reconfigured cycles and new 3 digit route numbers.
x Reorganize utility billing infrastructure, through an internal software migration, in order to make the system more
efficient, comprehensive, and user friendly.
x Work with the AMR Dept on an upgrade / replacement of our outdated AMR system for both water and electric
to increase both accuracy and efficiency through newly available technology.
x Implement an E-Mail Bill Distribution option for customers that would rather receive their bills electronically, as
opposed to through the US Postal Service.
x Implement a Check by Phone bill payment option to make bill payment more convenient.
x Develop a Data Scrubbing project to collect and/or update utility customers’ phone and e-mail contact
information to facilitate the implementation of new billing and conservation programs.
UTILITY CUSTOMERS
13,482
14,269
15,153
15,643
16,356
17,403
18,150
19,050
19,054
12,652
13,518
14,198
14,686
15,630
16,656
18,375
18,330
10,450
11,338
11,972
12,501
13,454
14,480
15,310
16,070
16,169
11,101
11,980
12,641
13,218
13,987
15,076
15,875
16,670
16,839
17,500
99/00
00/01
01/02
02/03
03/04
04/05
05/06
06/07
*07/08
Electric Water Wastewater Sanitation
*Projected
93
UTILITY OFFICE
05/06
ACTUAL
06/07
ORIGINAL
BUDGET
06/07
FINAL /
ACTUAL
07/08
ADOPTED
08/09
PROPOSED
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 1 1 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 2 2
Field Customer Service Rep I 2 2 2 2 2
TOTAL 13 14 14 15 15
WORKLOAD MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. Work orders processed 18,633 18,368 18,200 17,500 18,250
2. Payments processed 228,137 236,727 243,800 265,626 288,126
3. Customers paying by ACH Draft 1,642 1,880 2,100 2,025 2,100
4. Families helped by the Good
Neighbor Fund (GNF) 217 141 210 71 150
PERFORMANCE MEASURES
ACTUAL
FY 04/05
ACTUAL
FY 05/06
BUDGETED
FY 06/07
PROJECTED
FY 06/07
PROJECTED
FY 07/08
1. Utility payment collection rate 99.9959% 99.9971 99.9960% 99.9975% 99.9975%
2. Avg. monthly customer service
cost per account $3.18 $3.33 $3.75 $2.98 $3.22
3. % of walk-in customers 12.34% 10.8% 10.00% 9.5% 9.0%
4. % percentage of customers
contributing to the GNF 7.55% 7.11% 6.92% 6.75% 6.75%
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
Credit card fees for all City programs, including Parks and Recreation and Municipal Court are now recognized in
this department.
06/07 08/09
05/06 06/07 PROJECTED 07/08 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
446,345 528,620 528,605 Personnel 548,328 548,858
381,232 273,160 273,160 Operations 300,107 298,607
111,093 Capital 45,380 8,500
938,670 801,780 801,765 Subtotal - Department 893,815 855,965
180,531 180,531 Credit Card Fees 278,910 278,910
154,610 147,500 228,394 Bad Debt 200,000 200,000
1,093,280 1,129,811 1,210,690 1,372,725 1,334,875