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Home My WebLink About06-Finance & AdministrationFinance and Administration The Finance & Administration Division serves City departments and citizens through Accounting, Administration, Facilities Construction and Maintenance, Fleet Management, Municipal Court, Purchasing, 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 Utility Office Page 90 Fleet Management (includes Internal Service Fund) Page 92Purchasing Page 88 Accounting Page 80 Administration Page 78 Municipal Court Page 86 Facilities Construction and Maintenance (includes Internal Service Fund) Page 82 07/08 07/08 08/09 PROPOSED BUDGET AMENDED PROJECTED NEW % CHANGE BUDGET ACTUAL BASE PROGRAMS TOTAL (PROJ. ACTUAL) General Fund Municipal Court 472,560 471,992 530,851 530,851 12.5% total General Fund 472,560 471,992 530,851 530,851 12.5% Special Revenue Funds Court Fees SRF 53,000 15,632 120,157 120,157 668.7% Juvenile SRF 51,707 51,555 53,430 53,430 3.6% total Special Rev. Funds 104,707 67,187 173,587 173,587 158.4% Internal Service Funds Facilities Maintenance 554,357 554,345 649,744 649,744 17.2% Facilities Maint. Contracts 936,320 936,320 1,486,909 1,486,909 58.8% Fleet Contracts 732,325 732,325 1,993,188 1,993,188 172.2% Vehicle Service Center 877,788 847,082 906,501 906,501 7.0% Accounting 665,585 664,480 613,890 613,890 -7.6% Finance & Admin.602,660 602,394 715,348 715,348 18.8% Purchasing 519,523 456,318 543,845 543,845 19.2% Utility Office 1,588,435 1,547,866 1,801,067 1,801,067 16.4% total Internal Svc. Funds 6,476,993 6,341,130 8,710,492 8,710,492 37.4% Division Total 7,054,260 6,880,309 9,414,930 9,414,930 36.8% PERSONNEL SUMMARY PERSONNEL OPERATING CAPITAL TOTAL (FTE's) General Fund Municipal Court 415,899 114,952 530,851 6 total General Fund 415,899 114,952 530,851 6 Special Revenue Funds Court Fees SRF 120,157 120,157 Juvenile SRF 53,430 53,430 1 total Special Rev. Funds 53,430 120,157 173,587 1 Internal Service Funds Facilities Maintenance 508,131 138,113 3,500 649,744 7 Facilities Maint. Contracts 1,224,109 262,800 1,486,909 Fleet Contracts 207,188 1,786,000 1,993,188 Vehicle Service Center 392,950 513,551 906,501 6 Accounting 544,600 69,290 613,890 9 Finance & Admin.341,146 374,202 715,348 4 Purchasing 431,638 112,207 543,845 7 Utility Office 905,575 850,112 45,380 1,801,067 18 total Internal Svc. Funds 3,124,040 3,488,772 2,097,680 8,710,492 51 Division Total 3,593,369 3,723,881 2,097,680 9,414,930 58 Uses & Expenses 08/09 PROPOSED BUDGET Finance & Administration 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 budget; 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 and Tax Increment Reinvestment Zones. MAJOR DEPARTMENT GOALS  Ensure the City’s assets by maximizing available resources, minimizing costs, and protecting cash principle.  Plan for the City’s future financial growth, thus protecting and enhancing the City’s quality of life.  Be the leader in providing the highest level of service in administering the operating and capital budgets and implementing innovative approaches toward budgeting.  Evaluate and make recommendations on City operations and procedures to make the City more effective in providing services to the citizens of Georgetown and more efficient in the use of City resources.  Foster a “customer-oriented” philosophy toward internal and external departments in the City. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2007/08  Renegotiated the operating contract with the Williamson County Emergency Services District (ESD) 8 for Fire Services, incorporating new partnership opportunities for improved service response within the County.  Coordinated the 2008 bond ratings presentation that facilitated the City’s bond rating upgrade from AA- to AA for tax supported debt issues.  Contracted with external actuarial firm for third party analysis of future costs related to City’s retirement plan through the Texas Municipal Retirement System (TMRS), and made recommendations for future funding.  Assisted the Georgetown Transportation Advisory Board (GTAB) and City Council in developing a proposed road bond package for the November 2008 election.  Coordinated the 2008 Quality of Life survey.  Implemented a “Finance Update” newsletter to improve communications between the Finance division and City departments and provide better customer service. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2008/09  Develop and implement a service agreement for other local water providers to read and bill water meters of mutual customers. (Policy Principal 4.0 C / Priority Area D)  Develop a funding strategy to implement the Wastewater Regional Master Plan.  Assist in creation of Tax Increment Reinvestment Zones for areas identified as growth corridors or redevelopment areas within the City.  Re-certify the City’s Investment Policy through the Government Treasurer’s of Texas (GTOT).  Assist Water Services in updating the Water and Wastewater Impact Fees.  Assist in conducting a review of all development related fees collected by the City of Georgetown.  Coordinate the 2009 Internal Customer Service Survey.  Analyze the cost / benefit of purchasing commercial property for an industrial park to promote jobs and increase tax base. (Policy Principal 2.1 D / Priority Area A) 78 ADMINISTRATION 06/07 ACTUAL 07/08 ORIGINAL BUDGET 07/08 FINAL / ACTUAL 08/09 ADOPTED 09/10 PROPOSED Director of Finance 1 1 1 1 1 Chief Utilities Analyst 0 0 0 1 1 Administrative Analyst 1 1 1 1 1 Administrative Assistant II 1 1 1 1 1 TOTAL 3 3 3 4 4 WORKLOAD MEASURES ACTUAL FY 05/06 ACTUAL FY 06/07 BUDGETED FY 07/08 PROJECTED FY 07/08 PROJECTED FY 08/09 1. # of bond issues outstanding Amount of debt outstanding 13 $87,734,288 28 $124,465,000 27 $134,713,776 27 $132,235,000 29 $152,945,000 2. Utility customers 21,365 22,784 22,400 23,825 24,157 3. Adopted Annual Budget 4. Presentations to Council 5. # of total division employees $148,913,006 15 48 $160,203,159 19 51 $185,824,472 18 48 $165,606,985 25 51 $214,700,611 28 56 PERFORMANCE MEASURES ACTUAL FY 05/06 ACTUAL FY 06/07 BUDGETED FY 07/08 PROJECTED FY 07/08 PROJECTED FY 08/09 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% $78.48 A+ A1 Yes 95% $86.42 AA- A1 Yes 95% $80.00 AA- Aa3 Yes 97% $87.98 AA A2 Yes 95% $95.00 AA A2 DEPARTMENT BUDGET: JOINT SERVICES FUND 07/08 09/10 06/07 07/08 PROJECTED 08/09 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 231,385 250,757 250,393 Personnel 341,146 341,838 269,643 351,903 352,001 Operations 374,202 394,202 501,028 602,660 602,394 715,348 736,040 79 Finance and Administration Accounting DEPARTMENT DESCRIPTION The Accounting Department is responsible for keeping accurate financial records for the City and providing financial and related information to division directors, department heads, and council members when they make financial decisions for the City. The Department pays accounts payable promptly by issuing and mailing checks weekly, processes the City's payroll and related reports, tracks investments and cash flow of all City funds, maintains the general ledger and monitors internal controls, prepares interim and annual financial budget and investment reports, tracks the City’s capital improvements and grant projects, monitors bond proceed disbursements and pays the City's debt service. MAJOR DEPARTMENT GOALS  Provide financial information in the form, frequency and timeliness needed for management decisions.  Provide for accurate and timely payments to City employees and vendors.  Provide financial reporting conformity with generally accepted accounting principles that receives the Government Finance Officers Association (GFOA) Certificate of Achievement.  Monitor budget revenues and expenses to ensure fiscal accountability and responsible use of City resources.  Ensure maximum safety of invested funds while achieving a competitive rate of return.  Foster a “customer-oriented” approach toward internal departments of the City.  Monitor internal controls to safeguard the City’s assets. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2007/08  Implemented new general ledger account structure for “re-implementation” of City’s financial software.  Implemented recommendations of needs assessment for various modules of financial software - Automated Meter Reading, General Ledger (AMR, GL).  Developed pilot program to utilize pay cards for seasonal employees.  Completed disclosure requirements for Governmental Accounting Standards Board (GASB 45). MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2008/09  Maximize credit card rebate program through the use of procurement card in conjunction with disbursements.  Explore software options to expand electronic payments to vendors.  Evaluate and implement a document imaging system.  Expand the auditing of City processes and internal controls to comply with all required auditing standards.  Coordinate franchise fee audits of external utility providers. 80 ACCOUNTING 06/07 ACTUAL 07/08 ORIGINAL BUDGET 07/08 FINAL / ACTUAL 08/09 ADOPTED 09/10 PROPOSED Controller 1 1 1 1 1 Chief Accountant 1 1 1 1 1 Accountant II 1 1 1 1 1 Accounting Specialist III 2 2 3 3 3 Accounting Specialist II 3 3 3 3 3 Utility Financial Analyst 1 1 1 0 0 Utility Accountant 1 1 0 0 0 TOTAL 10 10 10 9 9 WORKLOAD MEASURES ACTUAL FY 05/06 ACTUAL FY 06/07 BUDGETED FY 07/08 PROJECTED FY 07/08 PROJECTED FY 08/09 1. Vendor checks issued 10,704 11,960 12,000 12,600 13,500 2. Invoices processed 3. Payroll checks issued 17,200 11,800 17,500 12,611 16,000 12,500 19,600 13,200 20,800 13,800 4. Annual investment portfolio $53,762,688 $56,267,152 $60,000,000 $70,000,000 $75,000,000 5. # of grants Annual grant expenditures 10 $1,492,602 11 $1,248,515 3 $42,000 6 $387,656 4 $46,000 PERFORMANCE MEASURES ACTUAL FY 05/06 ACTUAL FY 06/07 BUDGETED FY 07/08 PROJECTED FY 07/08 PROJECTED FY 08/09 1. Payments processed within vendor terms 91% 92% 93% 96% 96% 2. Manual payroll check percentage 3. # of securities purchased .18% 23 .17% 36 .15% 35 .16% 36 .15% 38 4. Internal customer rating of satisfied or better N/A * 87.7% * 90% 90% 90% * The Internal Customer Service Survey was not conducted in 2007/08. DEPARTMENTAL BUDGET: JOINT SERVICES FUND 07/08 09/10 06/07 07/08 PROJECTED 08/09 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 81 544,600491,848 597,790 596,610 Personnel 546,006 69,29098,628 67,795 67,870 Operations 69,290 590,476 665,585 664,480 613,890 615,296 MAJOR BUDGET CHANGES/ISSUES: The Chief Utilities Analyst is now included in the Finance Administration department. 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 27 municipal buildings (approx. 330,000 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. 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  Provide effective project management of all construction and renovation of City buildings and facilities.  Provide quality maintenance of City public facilities which fosters a safe and positive atmosphere for our employees and citizens.  Provide preventative maintenance services on all 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.  Modify and update the internal service fund to provide a perpetual funding source for facility repairs and services.  Assist in the annual update of 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 2007/2008  Coordinated space Needs A ssessment process for Public Safety and Municipal Court.  Completed renovations to the Communications and Technology Building (GCAT) and relocated the Information Technology Department and the Police dispatch center to the facility  Coordinated the construction/expansion of the Recreation Center.  Completed the installation of the entry gateway monument signs and Phase I of the wayfinding signage program.  Managed the renovation to the unfinished kennel space at the Animal Shelter.  Coordinated the design and began the construction of the parking lots at Parks Administration, Dog Park, Georgetown Municipal Complex (GMC), the Community Center, 8th Street across from the Library, and City Hall.  Designed and re-landscaped the downtown square. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2008/2009  Continue the installation of wayfinding and monument signs at strategic locations as determined by the program.  Complete the construction of the Recreation Center.  Select an architect for the design of the new Police Station/Municipal Court and begin the design process.  Complete the relocation and upgrading of the vehicle impound lot.  Continue the process of purchasing equipment and implementing processes that reduce energy consumption as required by the State Energy Conservation Program (SECO).  Select an architect for the design and renovation to the Municipal Complex.  Install security equipment in critical City facilities. (Policy Principal 4.1 A / Priority Area L) 82 FACILITIES MAINTENANCE 06/07 ACTUAL 07/08 ORIGINAL BUDGET 07/08 FINAL / ACTUAL 08/09 ADOPTED 09/10 PROPOSED Support Services Construction Manager 1 1 1 1 1 Building Maintenance Tech Senior 1 1 2 2 2 Building Maintenance Tech 1 3 2 2 2 Facilities Coordinator 1 1 1 1 1 Capital Projects Manager 1 1 1 1 1 TOTAL 5 7 7 7 7 WORKLOAD MEASURES ACTUAL FY 05/06 ACTUAL FY 06/07 BUDGETED FY 07/08 PROJECTED FY 07/08 PROJECTED FY 08/09 1. Work orders processed 540 648 800 1000 1,050 2. Facilities maintained 23 24 26 27 27 3. Square feet of facilities maintained 210,000 222,000 315,000 328,000 330,000 4. Service contracts managed 12 12 13 15 16 5. New construction dollars $850,000 $12,980,000 $27,080,000 $12,100,000 $11,575,000 PERFORMANCE MEASURES ACTUAL FY 05/06 ACTUAL FY 06/07 BUDGETED FY 07/08 PROJECTED FY 07/08 PROJECTED FY 08/09 1. Work orders / PM requests completed within 3 days 85% 95% 95% 95% 95% 2. New construction completed 100% 60% 90% 60% 90% 3. Avg. completion time per work order 4. Internal Customer Service rating of satisfied or better 7 days N/A 5 days 89.2% 5 days 90% 5 days 90% 4 days 91% * The Internal Customer Service Survey was not conducted in 2005/06. DEPARTMENTAL BUDGET: FACILITIES FUND 07/08 09/10 06/07 07/08 PROJECTED 08/09 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 334,397 425,697 425,697 Personnel 508,131 507,217 150,743 110,160 110,148 Operations 138,113 123,113 18,500 18,500 Capital 3,500 3,500 485,140 554,357 554,345 649,744 630,330 83 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 07/08 09/10 06/07 07/08 PROJECTED 08/09 ESTIMATED ADOPTED BASEACTUALBUDGETACTUAL 182,80031,436 19,600 19,600 Buildings & Structures 21,000 4 43,177 663,870 663,870 Lease and Contracts 657,636822,636 242,412 222,939 222,939 Bldg. Improvements 365,875445,875 20,595 29,911 29,911 Other Operating 35,59835,598 1,486,909737,620 936,320 936,320 1,080,109 MAJOR BUDGET CHANGES/ISSUES: 2008/09 reflects costs of maintaining two new City facilities: the new Georgetown Communications and Technology Building (GCAT), which opened in November 2007, as well as, costs associated with maintaining the expanded Recreation Center (partial opening in December 2008 and the remainder of the facility opening in March 2009). 84 Facilities Maintenance Internal Service Fund By Function 08/09 09/10 10/11 11/12 12/13 Copier Replacement 31,500 21,000 60,500 Copier Maint.22,924 22,924 22,924 22,924 22,924 Painting, Int.34,500 13,500 31,000 8,500 5,500 Painting, Ext.33,000 5,000 Roof Replacement 35,000 HVAC Replacement 25,000 85,000 88,000 Pest Extermination 8,060 8,060 8,060 8,060 8,060 Carpet Replacement 75,400 2,500 16,000 46,000 47,000 Vinyl Replacement 31,500 5,000 Landscape Maintenance 189,379 189,379 178,379 178,379 178,379 Tree Trimming 23,900 23,900 23,900 23,900 23,900 Fountain Maintenance 4,800 4,800 4,800 4,800 4,800 Janitorial Svcs.437,671 437,671 437,671 437,671 437,671 HVAC Maintenance 123,266 123,266 89,266 89,266 89,266 Elevator Maintenance 11,026 11,026 11,026 11,026 11,026 Emergency Gen. Maint.25,844 25,844 25,844 25,844 25,844 Racquetball Court Ceiling Tiles 200 200 200 200 200 Gym and Racquetball Floor Maintenance 4,700 Table and Chair Replacement 9,800 6,500 Overhead Door Maintenance 8,700 8,700 8,700 8,700 8,700 Halon/Fire Alarm Maintenance 1,700 1,700 1,700 1,700 1,700 Tennis Court Resurfacing 10,000 Security System Maintenance 57,945 57,945 57,945 57,945 57,945 Fire/Phone/Inspection 12,226 12,226 12,226 12,226 12,226 Seal Kennel Floors 3,500 3,500 Audio Maintenance 1,000 1,000 1,000 1,000 1,000 Preventative Maintenance 86,178 86,178 86,178 86,178 86,178 Gate Maintenance 5,090 5,090 5,090 5,090 5,090 Vehicle Impound Lot 80,000 Total Costs by Function 1,350,609 1,070,109 1,202,409 1,039,409 1,120,409 By Facilities Airport Terminal 2,852 2,852 10,852 2,852 2,852 Airport Tower 9,880 9,880 9,880 9,880 9,880 Animal Shelter 21,169 24,669 21,169 24,669 21,169 Municipal Court/Council Chambers 27,530 17,730 22,730 17,730 17,730 City Office Building 47,636 26,636 26,636 26,636 54,636 Community Center 27,900 27,900 27,900 34,400 27,900 Park & Rec Administration 33,306 33,306 59,306 33,306 49,306 Central Fire Station 13,046 13,046 23,546 13,046 13,046 Fire Station #1 23,376 23,376 23,376 23,376 23,376 Fire Station #2 11,495 21,995 36,495 11,495 29,495 Fire Station #3 22,701 22,701 37,701 32,701 47,701 Fire Station #4 52,539 20,639 20,639 20,639 37,639 Old Library Facility 16,339 16,339 16,339 16,339 16,339 Library 158,093 158,093 158,093 158,093 158,093 Madellia Hilliard 2,875 2,875 2,875 2,875 2,875 City Hall 129,842 57,842 92,842 57,842 57,842 Police Dept Annex 15,843 7,843 32,843 10,843 7,843 Park & Ride Facility 1,957 1,957 1,957 1,957 1,957 Police Station 106,263 35,263 60,263 35,263 35,263 Recreation Center 209,823 259,523 220,323 209,823 209,823 Municipal Complex 213,029 127,529 133,029 142,529 142,529 Chamber Building 2,163 2,163 2,163 2,163 2,163 Scenic Drive Median 3,740 3,740 3,740 3,740 3,740 Williams Drive Median 824 824 824 824 824 Williams Drive & I-35 Medians 824 824 824 824 824 Country Club Median 1,030 1,030 1,030 1,030 1,030 University Drive & I-35 Medians 824 824 824 824 824 6th & Main Parking Lot Landscape Maint.2,163 2,163 2,163 2,163 2,163 9th & Main Parking Lot Landscape Maint.3,708 3,708 3,708 3,708 3,708 Fueling Station 4,635 4,635 4,635 4,635 4,635 4th & Austin Parking Lot Landscape Maint.3,090 3,090 3,090 3,090 3,090 Industrial Lot 2,060 2,060 2,060 2,060 2,060 Main Street Landscape 12,000 12,000 12,000 12,000 12,000 Interway Signs 10,000 10,000 10,000 10,000 10,000 Tree Trimming @ Parking Lots 3,500 3,500 3,500 3,500 3,500 Georgetown Village Landscape Maint. (City)19,440 19,440 19,440 19,440 19,440 GCAT 48,143 48,143 58,643 48,143 48,143 Grace Heritage Center 6,052 6,052 6,052 6,052 6,052 Tennis Center 78,919 33,919 28,919 28,919 28,919 Total Costs by Facilities 1,350,609 1,070,109 1,202,409 1,039,409 1,120,409 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 two Customer Service Representatives perform administrative and clerical activities. The department reports to the Court Administrator. MAJOR DEPARTMENT GOALS  Foster a “customer service” philosophy with court defendants, treating all with professional courtesy and respect.  Increase Court efficiency through streamlined procedures and automation.  Protect and preserve individual liberties of court defendants. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2007/2008  Participated in the facility needs assessment project for current and future space needs.  Participated in annual warrant round up along with 200+ jurisdictions.  Hired a part-time temporary/associate judge to assist when our presiding judge is not available or recused.  Implemented statutory requirements mandated by the 80th Legislative session.  Updated and created forms to enhance customer service. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2008/2009  Implement an upgraded phone system, including an Interactive Voice Response (IVR) system, to increase court efficiency and improve customer service.  Prepare for relocation as proposed from the results of the facility needs assessment project.  Decrease timeline for docket processing by adding additional dockets to the court calendar.  Implement additional efficiencies during court sessions.  Participate in annual multi-jurisdictional warrant round up.  Implement statutory requirements mandated by the 81st Legislative session.  Implement proactive workload management process, including proactive collection and customer service improvement initiatives. 86 MUNICIPAL COURT 06/07 ACTUAL 07/08 ORIGINAL BUDGET 07/08 FINAL / ACTUAL 08/09 ADOPTED 09/10 PROPOSED Municipal Court Administrator 1 1 1 1 1 Deputy Court Clerk 3 3 3 3 3 Juvenile Case Worker 1 1 1 1 1 Customer Service Rep I 2 2 2 2 2 TOTAL 7 7 7 7 7 WORKLOAD MEASURES ACTUAL FY 05/06 ACTUAL FY 06/07 BUDGETED FY 07/08 PROJECTED FY 07/08 PROJECTED 08/09 1. Number of cases filed 13,830 14,787 17,250 12,680 14,600 2. Number of courtesy letters 19,906 25,914 27,600 18,400 21,160 3. Number of warrants issued 1,625 3,169 3,105 3,970 3,105 4. Municipal Court fine revenue: Retained by City $865,400 $1,022,113 $1,223,950 $1,157,000 $1,223,950 Remitted to State $590,583 $659,808 $815,925 $560,068 $593,672 PERFORMANCE MEASURES ACTUAL 05/06 ACTUAL FY 06/07 BUDGETED FY 07/08 PROJECTED FY 07/08 PROJECTED FY 08/09 1. Arraignment docket scheduling 120 days 60 days 90 days 90 days 90 days 2. Processing of ticket entry 2 days 2 days 2 days 2 days 2 days 3. Customer use of website N/A 14,500 32,185 32,185 41,840 4. Warrants cleared as % of issued 31% 18% 30% 18% 30% 5. Citations issued through auto systems - % of total 23% 90% 99% 99% 99% 6. Bailiff attendance for court 99% 99% 100% 100% 100% 7. Collections per clerk – City portion $216,350 $212,500 $244,790 $192,833 $244,790 DEPARTMENTAL BUDGET: GENERAL FUND 07/08 09/10 06/07 07/08 PROJECTED 08/09 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 289,530 370,021 369,453 Personnel 415,899 416,949 79,200 102,539 102,539 Operations 114,952 114,952 368,730 472,560 471,992 530,851 531,901 87 Finance and Administration Purchasing DEPARTMENT DESCRIPTION The Purchasing Department procures all supplies, equipment, and services for all departments within the City organization. Procurement activities include establishing annual contracts and blanket purchase orders to reduce cost; preparing bid specification and tabulations; conducting bid proceedings; expediting materials; and preparing recommendations to the City Council for material purchases over $25,000 and professional services over $15,000. The department regularly meets with using departments to review purchasing procedures and solicit ideas for improved efficiency. Purchasing is responsible for monitoring the communication systems currently in use by the City, including pagers, long distance service and cellular telephones. Purchasing also oversees the operation of the City's central receiving/distribution warehouses and is responsible for disposing of surplus items and conducting the annual citywide auction. MAJOR DEPARTMENT GOALS  Develop and maintain a level of performance considered above average by our customers while maintaining a high degree of efficiency and economy.  Provide the City of Georgetown user departments with needed materials and services by utilizing best value purchases in a timely manner.  Develop and maintain a positive and productive working relationship with all user departments. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2007/2008  Educated City personnel in procurement procedures and State law by conducting departmental training sessions.  Purchased major replacement equipment for all City divisions.  Continued to partner with other purchasing cooperatives through interlocal purchasing agreements to facilitate and improve the City’s purchasing power.  Secured the services of a Contract Specialist to review all City contracts to ensure proper documentation, as well as, conformity to City standards.  Continued benchmarking actions taken to improve customer service delivery to internal customers. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2008/2009  Seek other cooperative purchasing groups that the City can utilize to improve their purchasing power and assist with formation of a purchasing alliance with other Williamson County municipalities.  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.  Research barcoding in City warehouses to assist in inventory management and prevent potential materials loss.  Expand risk management efforts to proactively ensure standardization of City contracts prior to bid award. 88 PURCHASING 06/07 ACTUAL 07/08 ORIGINAL BUDGET 07/08 FINAL / ACTUAL 08/09 ADOPTED 09/10 PROPOSED Purchasing Manager 1 1 1 1 1 Buyer II 2 2 1 1 1 Contract Specialist 0 0 0 1 1 Warehouse Superintendent 1 1 1 1 1 Warehouse Clerk II 2 2 2 2 2 Warehouse Clerk I 0 0 1 1 1 TOTAL 6 6 6 7 7 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 7,860 7,800 2. Inventory items disbursed by requisition 17,426 20,737 21,000 20,300 22,500 3. Inventory deliveries received 4. Formal bids processed 2,588 53 2,515 59 2,520 60 2,450 75 2,550 70 PERFORMANCE MEASURES ACTUAL FY 05/06 ACTUAL FY 06/07 BUDGETED FY 07/08 PROJECTED FY 07/08 PROJECTED FY 08/09 1. Registered vendor (cumulative) 2. Registered Georgetown vendors (cumulative) NA NA 510 70 550 105 550 105 550 105 3. Contracts completed NA NA 124 125 125 4. Cost of Inventory disbursed $4,097488 $4,866,677 $5,000,000 $4,000,000 $5,300,000 5. Gross revenue from Impound/ Surplus Auction 6. Internal Customer Service rating of satisfied or better $90,115 * $5,899** 95% $50,000 95% $81,362 95% $50,000 95% * The Internal Customer Service Survey was not conducted in 2007/08 ** Library auction only DEPARTMENTAL BUDGET: JOINT SERVICES FUND 07/08 09/10 06/07 07/08 PROJECTED 08/09 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 309,671 364,606 351,322 Personnel 431,638 432,643 88,772 104,917 104,996 Operations 112,207 112,207 35,000 50,000 Capital 433,443 519,523 456,318 543,845 544,850 89 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  Ensure a safe and efficient fleet for City operations.  Preserve mechanical, electrical and hydraulic integrity of the City’s fleet, thus extending the useful life of City assets.  Decrease vehicle down time through efficient, cost-effective operations.  Maintain the integrity of the City’s fleet through effective management of the Fleet Internal Service Fund.  Foster a “customer-oriented’ approach toward internal and external customers. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2007/2008  Increased the number of Automotive Service Excellence (ASE) and Emergency Vehicle Technician (EVT) certifications held by Vehicle Service Center (VSC) staff from 47 to 56.  Purchased replacement Quint Fire Apparatus.  Purchased and outfitted 5 Police Impact Team vehicles.  Installed equipment in 23 new vehicles and contracted with vendor to equip 10 police cars.  Purchased new Street Sweeper and two Electric Utility Bucket Trucks.  Developed monitoring and assessment plan to gauge success of hybrid vehicle program to determine program success and expansion.  Coordinated replacement and upgrade of Motorola digital radios in City Vehicles.  Began replacement process for converting Police cameras from analog to digital system.  Upgraded City fuel site to include electronic tank monitoring system and new equipment building to keep site in TCEQ compliance. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2008/2009  Continue to increase professionalism for all mechanics by obtaining ASE and EVT Certifications.  Purchase 10 replacement vehicles / equipment for City departments.  Purchase 13 replacement vehicles for Police.  Continue with hybrid vehicle testing program to measure cost effectiveness and efficiency for expansion as future vehicle replacements to various City departments.  Paint and upgrade lighting on 2 Fire Attack Trucks in order to extend their useful life.  Continue replacement process for converting Police cameras from older technology to digital system.  Implement fuel monitoring system to safeguard against negligent use of City fuel. 92 VEHICLE SERVICE CENTER 06/07 ACTUAL 07/08 ORIGINAL BUDGET 07/08 FINAL / ACTUAL 08/09 ADOPTED 09/10 PROPOSED Service Center Supervisor 1 1 1 1 1 Mechanic III 2 2 2 2 2 Mechanic II 1 1 1 1 1 Mechanic I 2 2 2 2 2 TOTAL 6 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. # of City-owned vehicles and equipment 2. Mechanic to vehicle ratio 3. Mechanic to Maintenance Repair Units (MRU) 4. # of work orders per year 314 1-73 1-146 2,136 343 1-69 1-142 2,893 353 1-71 1-141 3,000 373 1-75 1-146 2,493 388 1-77 1-149 3,000 5. Gallons of fuel used per year: Unleaded gasoline 77,320 93,455 93,455 95,324 99,062 Diesel fuel 66,946 78,380 78,380 81,954 83,019 PERFORMANCE MEASURES ACTUAL FY 05/06 ACTUAL FY 06/07 BUDGETED FY 07/08 PROJECTED FY 07/08 PROJECTED FY 08/09 1. # of ASE and EVT certifications held by VSC Staff 21 47 55 56 60 2. % of repairs sent out for service 24% 23% 21% 29% 25% 3. Average age of City fleet: 4 Police - Patrol 4 GUS & other dept. 4 Fire Trucks 4 Fire Prevention 4 Other Equipment 3 yrs 6 yrs 8 yrs 6 yrs 8 yrs 2 yrs 5 yrs 8 yrs 4 yrs 8 yrs 2 yrs 5 yrs 7 yrs 4 yrs 8 yrs 3 yrs 5 yrs 8 yrs 5 yrs 8 yrs 3 yrs 6 yrs 7 yrs 6 yrs 8 yrs 4. Internal Customer Service rating of satisfied or better N/A* 90% 90% N/A* 90% DEPARTMENTAL BUDGET: FLEET MANAGEMENT FUND 07/08 09/10 06/07 07/08 PROJECTED 08/09 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 329,079 382,027 349,138 Personnel 392,950 392,709 416,906 495,761 497,944 Operations 513,551 561,618 745,985 877,788 847,082 906,501 954,327 93 Finance and Administration Vehicle Replacement & Insurance The purchases of vehicle replacements, vehicle specific equipment and radio 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 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 07/08 09/10 06/07 07/08 PROJECTED 08/09 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 107,597 115,492 115,492 Insurance 115,755 115,755 40,018 91,433 91,433 Contracts & Leases 91,433 91,433 2,361,624 1,142,200 1,067,000 Capital Outlay 1,786,000 2,019,200 2,509,239 1,349,125 1,273,925 1,993,188 2,226,388 94 Fleet Management Internal Service Fund Capital Replacement 08/09 09/10 10/11 11/12 12/13 Georgetown Utility Systems Replacement Cost 584,000 133,500 154,000 291,500 35,000 Number of Units 10 5 6 7 1 Transportation Services Replacement Cost 253,500 100,000 169,500 155,000 235,500 Number of Units 5 2 4 3 3 Community Development Replacement Cost 19,000 19,000 Number of Units 1 1 Finance & Administration Replacement Cost 78,600 112,500 3,200 36,500 Number of Units 4 4 1 2 Fire Services Replacement Cost 626,000 475,000 469,000 1,050,000 Number of Units 3 2 2 2 Management Services Replacement Cost 30,000 Number of Units 1 Community Services Replacement Cost 15,000 54,600 41,500 158,000 Number of Units 1 3 2 8 Police Services Replacement Cost 656,500 888,000 787,000 662,000 787,500 Number of Units 13 21 19 17 18 W & WW Treatment Facilities Replacement Cost 247,000 119,500 50,000 204,000 Number of Units 3 3 2 4 Insurance/Radio Maintenance Annual Cost 207,188 207,188 207,188 207,188 207,188 Total Fleet Replacment Costs 1,993,188 2,226,388 1,996,688 1,945,888 2,574,688 Total Replacements/Purchases 33 42 39 38 31 Fleet ISF Funded 1,333,188 673,388 623,188 697,888 536,688 Bond Funded - (Pub Safety/Streets)660,000 1,553,000 1,373,500 1,248,000 2,038,000 Finance and Administration Utility Office DEPARTMENT DESCRIPTION The Utility Office Team, consisting of both office and field personnel, reads meters, bills and collects for all City utility services, as well as, handling new development services creation; utility service requests; bad debt and non-payment issues; customer assistance with conservation and utility programs; payment options and arrangements; maintenance of City utility account records; and billing inquiries. MAJOR DEPARTMENT GOALS  Ensure the efficient delivery of timely and accurate billing and payment information to our customers.  Develop and maintain quality utility programs and innovative services that are administered in a friendly, helpful manner.  Respond to customer requests and issues quickly and fairly, with the intention of satisfying each customer.  Increase public awareness of utility issues and topics through proactive communication with customers. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2007/2008  Implemented an Interactive Voice Response (IVR) system to process utility connects, disconnects, extensions and payments to improve customer response times and efficiency.  Rerouted the utility meter reading and billing cycles by compacting existing routes, expanding to 5 billing cycles, and creating 9-digit account numbers to accommodate growth.  Worked with GUS to create and implement an Irrigation Pilot Project in Sun City in order find the most efficient means to educate customers about water conservation and to positively influence their irrigation patterns.  Created an Energy Management Team to establish and track energy conservation efforts, as mandated by the Department of Energy (DOE) and the State Energy Conservation Office (SECO.)  Developed a Data Scrubbing project to collect and update utility customers’ phone and e-mail contact information to facilitate the implementation of new billing, conservation and outage management programs.  Renegotiated the utility bill printing and mailing contract, reducing the cost by over 7%.  Worked with the Automated Meter Reading (AMR) Department to implement a pilot project utilizing staff from both AMR and the Utility Office to collect meter reading data, thus avoiding duplicate effort and to take advantage of efficiencies gained through the cross-training of staff with similar skill sets and goals.  Worked with Georgetown Utility Systems (GUS) and Information Technologies (IT) to implement Energy Depot as a tool for utility customers to help them control their energy and water usage. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2008/2009  Reorganize utility billing infrastructure, through an internal software migration, in order to make the system more efficient, comprehensive, and user friendly.  Implement a Check by Phone bill payment option to make bill payment more convenient.  Review and update Utility Office Procedure Manual to reflect utility billing and collection process improvements implemented over the last year.  Work with Building Inspections to automate the interface between the Building Inspections and Utility Billing software.  Complete integration of AMR Meter Reading process into Utility Office. 90 UTILITY OFFICE 06/07 ACTUAL 07/08 ORIGINAL BUDGET 07/08 FINAL / ACTUAL 08/09 ADOPTED 09/10 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 1 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 2 2 2 2 Field Customer Service Rep I 2 2 2 2 2 AMR Systems Operator 0 0 0 2 2 AMR Meter Reader 0 0 0 1 1 TOTAL 14 15 15 18 18 WORKLOAD MEASURES ACTUAL FY 05/06 ACTUAL FY 06/07 BUDGETED FY 07/08 PROJECTED FY 07/08 PROJECTED FY 08/09 1. Work orders processed 18,368 20,285 18,250 15,610* 25,000 2. Payments processed 236,727 269,756 288,126 292,862 318,000 3. Customers paying by ACH Draft 1,880 2,061 2,100 2,140 2,250 4. Families helped by the Good Neighbor Fund (GNF) 141 120 150 125 125 PERFORMANCE MEASURES ACTUAL FY 05/06 ACTUAL FY 06/07 BUDGETED FY 07/08 PROJECTED FY 07/08 PROJECTED FY 08/09 1. Utility payment collection rate 99.9971% 99.9958% 99.9975% 99.9950% 99.9950% 2. Avg. monthly customer service cost per account $3.33 $3.75 $2.98 $3.17 $3.63 3. % of walk-in customers 10.8% 10.00% 9.5% 6.48% 5.50% 4. % of customers contributing to the Good Neighbor Fund 7.11% 6.92% 6.75% 6.61% 6.00% *Workload measures are lower than projected for FY 07/08 because all past due payment collection processes were suspended for three months in recognition of the possible hardship created by the out-of-cycle transition billings required by the Rerouting Project. DEPARTMENTAL BUDGET: JOINT SERVICES FUND 07/08 09/10 06/07 07/08 PROJECTED 08/09 ESTIMATED ADOPTED BASEACTUALBUDGETACTUAL 91 905,575631,470 733,121 731,592 Personnel 908,365 319,391 331,024 331,474 Operations 370,692361,112 176 45,380 1,000 Capital 45,38045,380 951,037 1,109,525 1,064,066 Subtotal - Department 1,324,4371,312,067 174,183 278,910 283,800 Credit Card Fees 289,000289,000 168,910 200,000 200,000 Bad Debt 200,000200,000 1,294,130 1,588,435 1,547,866 1,801,067 1,813,437 MAJOR BUDGET CHANGES/ISSUES: In 2008/09, 3 positions responsible for gathering billing data were transferred from the AMR department to improve billing efficiency, shortening the billing process by 5 – 6 days.