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This Division is comprised of two departments, Administration and Operations. These two departments have an
interdependent working relationship to accomplish specific objectives. The broad goal of the division is to protect life
and property, and provide for efficient customer service through team organization to deliver a variety of services to
the public. The Division created a billing special revenue fund to account for service reimbursements where the
proceeds are used for fire equipment only. Internal programs and procedures are designed to support activities and
standards necessary to ensure quality service, legal compliance, and fiscal accountability.
Divisional operations are funded within the General Fund.
Fire
Operations
Page 98
Administration
Page 96
08/09 08/09 09/10 PROPOSED BUDGET
AMENDED PROJECTED NEW % CHANGE
BUDGET ACTUAL BASE PROGRAMS TOTAL (PROJ. ACTUAL)
General Fund
Administration 950,002 845,600 901,682 901,682 6.6%
One frozen position (54,742)(54,742)
Fire Operations 5,954,616 5,808,344 6,012,038 6,012,038 3.5%
total General Fund 6,904,618 6,653,944 6,858,978 6,858,978 3.1%
Special Revenue Funds
Fire Billing SRF 158,055 158,055
total Special Rev. Funds 158,055 158,055
Division Total 6,904,618 6,653,944 7,017,033 7,017,033 5.5%
*Fire Billing Fund collapsed into General Fund.
PERSONNEL
SUMMARY
PERSONNEL OPERATING CAPITAL TOTAL (FTE's)
General Fund
Administration 534,403 367,279 901,682 6
One frozen position (54,742)(54,742)
Fire Operations 5,432,233 579,805 6,012,038 72
total General Fund 5,911,894 947,084 6,858,978 78
Special Revenue Funds
Fire Billing SRF 158,055 158,055
total Special Rev. Funds 158,055 158,055
Division Total 5,911,894 1,105,139 7,017,033 78
Uses & Expenses
Fire Services
09/10 PROPOSED BUDGET
96
Fire
Administration
DEPARTMENT DESCRIPTION
Fire Administration ensures that quality service is provided to
the community by directing and supporting all divisions in Fire.
Direction is provided through an emphasis on open
communication and participation from all levels in the decision
making process, which ensures proper planning, coordination
and oversight of activities, including contractual service
agreements and revenue recovery program.
MAJOR DEPARTMENT GOALS
• Ensure a continuous and progressive environment that facilitates the acquisition, development, and monitoring
of knowledge and skills necessary to enable the Fire Department to safely provide the best possible services.
• Provide efficient and effective management of the Fire Department and always search to enhance our
efficiency.
• Continue to provide a revenue source for equipment, and public fire training and education facility, through the
billing for services program.
• Ensure all agreements and records are legally compliant and properly maintained.
• Develop Strategic Planning Document.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Developed a Public Protection Classification improvement plan utilizing Insurance Service Office (ISO)
information and data for possible grading upgrades.
• Expanded emergency service to the Northwest quadrant of the city to improve response in the Williamson
County Emergency Services District (ESD) #8 and Sun City.
• Transitioned new leadership into the Fire Department Administration.
• Improved the efficiency of administrative duties such as payroll, staffing, and reporting.
• Met with 100% of department membership and received valuable input on Fire department direction.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Assist in selection process for design of Fire Station #5 that will serve the northwest area of the community.
• Review the feasibility of dedicated Fire Marshal and associated staff.
• Explore and evaluate Fire Safety programs.
• Develop employee work groups to overhaul current operation and administrative procedures and guidelines.
• Gain council approval and apply for alternative sources of funding such as the Assistance to Firefighter Grant
(AFG), Staffing for Adequate Fire and Emergency Response Grant (SAFER) and other relevant grant funding
available to emergency response.
• Continue contract with Emergency Service District (ESD) #8 and partner with the ESD to forecast growing
needs of the Extra Territorial Jurisdiction (ETJ).
97
ADMINISTRATION
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Fire Chief 1 1 1 1 1
Assistant Fire Chief 1 1 1 1 1
Battalion Chief 1 1 1 1 1
Administrative Analyst 1 1 1 1 1
Administrative Assistant III 1 1 1 1 1
Administrative Assistant I 1 1 1 1 1
TOTAL 6 6 6 6 6
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
Public presentations 200 163 200 220 220
Annual revenue recovery for
emergency services
$62,625
$89,500
$75,000
$75,000
$50,000
Annual service delivery cost $1,345 $1,345 $1,133 $1,058 $1,215
Annual ESD Contract $703,244 $970,999 $1,349,186 $1,349,186 $1,243,494
Total Population served in the fire
district
59,629
61,110
63,977
63,977
68,860
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Fire Services cost per capita $106 $110 $120 $120 $125
2 Firefighters per 1,000 population 1.238 1.35 1.25 1.25 1.13
3. ISO Rating* 4 4 2 2 2
*ISO (Insurance Services Office) is a company that rates Fire Departments nationwide on their ability and resources to fight fires. The rating is
on a 1 to10 scale, 1 being the best possible rating, 10 being the worst. The insurance industry uses these ratings to determine homeowner’s
insurance rates.
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
455,209 513,347 410,445 Personnel 479,661 534,403
334,401 436,655 435,155 Operations 367,279 374,755
789,610 950,002 845,600 846,940 909,158
98
Fire
Fire Operations
DEPARTMENT DESCRIPTION
Fire Operations provides the fire fighting, rescue, medical
response and haz-mat forces and resources necessary for
emergency incident response to anyone within the service area
in order to save lives and minimize property damage. Fire
Operations also provides for training, professional
development, safety, and communications. Firefighters are
informed of the latest health and safety issues and receive
mandated training by the Texas Commission on Fire
Protection, and Texas Department of Health, ensuring that the
requirements for the Insurance Service Office rating system are
met.
MAJOR DEPARTMENT GOALS
• Maintain an operational readiness level that will meet the emergency demands of a growing community.
• Provide firefighting forces and resources necessary to execute quick, effective, skillful, and caring responses to
emergency situations.
• Provide high quality, first responder service as part of an integrated emergency medical care system.
• Maintain a safe, healthy, well-trained and high performing workforce and start the planning process for
Paramedic engine companies.
• Ensure the fire protection needs of the community are efficiently delivered through fire station design and
placement, apparatus type and response and staff performance and capabilities.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Completed mandated ICS 300 course by all officers and command staff.
• Evaluated and implemented the Quint-Squad concept to identify the operational effectiveness and efficiencies
for Fire Station 3 and Williamson County ESD 8.
• Conducted a needs assessment and developed specifications to procure Self-Contained Breathing Apparatus
(SCBA) to enhance firefighter safety.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Develop specifications for new apparatus (engine) for Fire Station #5.
• Review “2 in – 2 out” requirement for the Texas Commission on Fire Protection (TCFP) to develop a plan to
become compliant.
• Evaluate Emergency Medical Service (EMS) delivery to the community of Georgetown by an increased role in
Para medicine response by Georgetown fire apparatus Advance Life Support (ALS).
• Develop and identify a response plan with the Parks and Police Departments.
• Identify and purchase all terrain vehicles, bikes, and equipment.
• Evaluate and comply with Texas Commission on Fire Protection (TCFP) law that requires all paid fire
departments meet the National Fire Protection Association (NFPA) 1851 standard concerning Personal
Protective Equipment (PPE), including purchase, maintenance, inspection, cleaning, repair, and removal.
99
OPERATIONS
07/08
ACTUAL
08/09
ORIGINAL
BUDGET
08/09
FINAL /
ACTUAL
09/10
ADOPTED
10/11
PROPOSED
Battalion Chief 3 3 3 3 3
Captain 3 6 6 6 6
Lieutenant 12 12 12 12 12
Apparatus Operator 15 18 18 18 18
Firefighter 33 33 33 33 33
TOTAL 66 72 72 72 72
WORKLOAD MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. Alarm incidents 4,351 5,321 4,781 5,628 5,628
2. Fires 158 222 205 207 207
3. Rescue and medical emergencies 2,638 2,973 3,258 3,258 3,258
4. Hrs. of professional development
and continuing education
4,580
4,702
4,417
4,500
4,500
5. # of hydrants tested and painted 1,187 2,556 1,131 1,526 1,526
PERFORMANCE MEASURES
ACTUAL
FY 06/07
ACTUAL
FY 07/08
BUDGETED
FY 08/09
PROJECTED
FY 08/09
PROJECTED
FY 09/10
1. % of fire incidents with a 5 minute
or under response time (in city)
26%
32%
49%
25%
25%
2. % of rescue and medical
emergencies with a 5 minute or
under response time (in city)
43%
40%
47%
47%
47%
3. % of fire incidents with a 5 minute
or under response time (outside
city)
14%
4%
16%
16%
16%
4. % of rescue and medical
emergencies with a 5 minute or
under response time (outside city)
14%
10%
21%
21%
21%
5. % of Insurance Service Office
(ISO) training met
29%
30%
35%
35%
35%
DEPARTMENTAL BUDGET: GENERAL FUND
08/09 10/11
07/08 08/09 PROJECTED 09/10 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
3,926,081 5,249,565 5,118,353 Personnel 5,432,233 5,503,932
575,165 635,051 619,991 Operations 579,805 579,805
20,622 70,000 70,000 Capital
4,521,868 5,954,616 5,808,344 6,012,038 6,083,737
102
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
• Promote a safe and positive working environment for employees.
• Provide reliable utility services that protect the community and reflect its values, as well as, well-planned
development.
• Ensure excellent customer service to the Georgetown community.
• Promote consumer education programs for efficient utility use, conservation, and customer service.
• Provide programs that encourage efficient use of materials and preserve natural resources.
• Maintain quality utilities and transportation systems that promote well-planned current and long-range
development.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009
• Completed negotiations with Wholesale Power Alliance regarding Lower Colorado River Authority (LCRA) 2016
contract renewals.
• Worked with the Texas Department of Transportation (TxDOT) to begin the upgrade of traffic lights.
• Continued implementation of the Regional Wastewater Master Plan.
• Coordinated with Facilities Maintenance to develop a plan to renovate current office facilities for more efficient
use through 2012.
• Developed a Green Building Program to encourage efficient use of building materials and preserve natural
resources.
• Began construction of a Solar Demonstration project as a pilot program to promote solar energy use.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010
• Continue negotiations for future power contracts.
• 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.
• Continue to pursue purchase of LCRA substations and associated equipment to allow for lower transmission
and transformation costs.
• Coordinate with TxDOT to take ownership of traffic signals upon the completion of the 2010 census.
• Expand the Water Certificates of Convenience and Necessity (CCN) to coincide with the provision of other City
services.
• Work with Facilities Maintenance on the first phase of office building renovations.
• Complete construction of the Solar Demonstration Pilot Project to promote solar energy use.