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Home My WebLink About07-Finance & AdministrationR ME The Finance & Administration Division serves City departments and citizens through Accounting, Administration, Facilities Construction and Maintenance, Fleet Management, Geographic Information Systems (GIS), Information Technology, Municipal Court, Purchasing, and the Utility Office. The Division also manages the City's internal service funds for Facilities, Fleet and Information Technology. The primary funding sources include the Joint Services Fund (Administration, Accounting, GIS, Purchasing, Utility Office), General Fund (Municipal Court) and the Fleet, Facilities and Information Technology Internal Service Funds. Municipal Court Atlminis[ration Facilities Ma Utility Offs Information Tachnolo VBM1iCIB Svc Gan $1,000,000 $2,000,000 $3,000.000 $4,000,000 � Personnel O Operations � Capital Finance 8L Administration Uses 8r Expenses 103 10/11 10/11 11/12 PROPOSED BUDGET PERSONNEL AMENDED PROJECTED NEW % CHANGE BUDGET ACTVAL BASE PROGRAMS TOTAL (PROD. AGTIIAL Ganars/ FunU Municipal Court 571,480 565,337 526,256 526,256 6 tufa/Genera/Fund 5]1,480 565,33] 526,256 526,266 -a.ex 3oac]a/ Raven a Funtls 67,243 6],243 Court Faas SRF 116,275 116,275 6J,243 67,243 1 Juvenile SRF 55,308 55,216 55.860 55,880 > tote/Special Rev. Funds >]1,583 >71,4H1 123,103 123,>03 -za.zx d 520,513 128,280 648,773 � Facilities Maintenance 880,087 658,970 648,773 648,7]9 - . Fadll[ias Malnt Contracts 1.528.816 1,490,918 1,370,174 1,37gt74 - . Float Contracts 2,115,058 2,115,058 2.688,595 2,688,595 6.5 VeM1icle Service Center 935,232 909,739 941,932 941,932 8 Accoun8ng 580,392 580,353 574,130 574,130 -. Finance & Atlmin. 950,238 949,271 857,751 857,751 - . PurcM1asin9 567,592 - 580,377 554,362 554,362 - UtiliyOffic� 2,171,554 2,144,943 2,133,288 2,133,286 os55 IOfOrmation TacM1nolo9y 901,561 891,275 681,408 881,406 - . IT Contracts 1,615,329 1,547.329 1,428,235 1,426,235 -. GIS 361,227 298,557 349,584 349,684 65 foto//mama/Svc Funds >2387,>O6 >2.>46, 7BB >2,426, 230 >2,426, 230 a.3,z ton Total 13,190;169 a 8. 13.076,666 - tsx 103 PERSONNEL 11/12 PROPOSED BUDGET SUMMARY PERSONNEL OPERATING CAPITAL TOTAL (FTE's) G¢n¢ra/Fnnd Municipal Cpurt 407.127 119.129 526,256 6 fofa/Genera/Fund 40],12] 1>9, 129 626,256 B Soao/a/ Raven a Funds Court Feas SRF 67,243 6],243 Juvenile SRF 55,880 66,860 1 tote/Spatia/Rev. Funds 55,860 6],243 >23,>03 > /mama/ S¢rvi0¢ Fantle Facilities Maintenance 520,513 128,280 648,773 � Facilities Maint. Contracts 964.0]4 406.100 1,370,174 FIaaI Contrects 241,095 2,447,500 2,688.595 Vatricla Sarvica Cantor 436.04] 505,685 941,932 6.5 ACCOUnting St 6,092 58.038 5]4.130 8 Finance 8 Atlmin. 505,488 352,283 857,751 8 PurcFasin9 446,630 10].]32 554,362 ] U811y Office 1,005,585 1,127,721 2,133.286 18 Infortnaticn TacM1nology 691,292 190,118 881,408 9.5 Vf Contracts 634,]15 581.520 1,426,255 GIS 2]0,629 78,955 349,584 3 tofa//Mama/Svc. Funds 4,392,256 4,568,854 3,446120 12,426,230 65 .�. 103 VOM73777 77 7=1777 Administration The Administration Department plans and directs the City's financial activities: accounting, purchasing, tax collections, billings, financial reporting, and debt and investment management, as well as, oversight and support to the Divisional departments. The department directs the City's budgeting process; the preparation and publication of the annual budget document; 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 is also liaison to the General Government and Finance (GGAF) Subcommittee of the City Council that provides additional review and feedback on financial matters. 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. ® Ensure the City's assets by maximizing available resources, minimizing costs, and protecting 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. • Assisted the Public Safety Tax Force in preparing a $29.5 million ballot initiative for consideration in the May election to fund a public safety operations and training facility. • Coordinated the 2011 Internal Customer Service Survey that provided feedback to internal City departments regarding the services provided and then worked to develop action plans to address identified areas for improvement. ® Developed a funding plan for the 100 Austin Avenue project and helped coordinate the successful approval of the project. ® Coordinated the 2012 Strategic Plan update. • Developed a revised funding strategy for the Rivery Park project to further the public private partnership and expedite the development of a conference center and park improvements. ® Redesigned the Finance Division web pages to increase usability to the community. ® Completed the financial impact analysis of new City power contracts for post 2016. ® Develop a funding strategy to the Southeast Quadrant economic development area. ® Assist in creation of Tax Increment Reinvestment Zones for areas identified as growth corridors or redevelopment areas within the City. ® Implement the Rivery Park project's funding plan. ® Continue to implement the City's recently adopted IT Master Plan. ® Coordinate a new five-year strategic and financial planning process. 104 Chief Financial Officer Finance Director Chief Utilities Analyst Project Manager Administrative Manager Administrative Assistant III TOTAL *includes I 'frozen" unfunded n 09/10 ACTUAL 10/11 ORIGINAL BUDGET 10111 FINAL 1 ACTUAL 11112 ADOPTED 12113 PROPOSED PROJECTED FY 11112 1. # of bond issues outstanding 27 27 32 32 34 Amount of debt outstanding $116,053,477 $137,348,588 $139,686,423 $139,686,423 $143,600,922 2. Utility customers 24,754 25,450 26,000 25,705 26,500 3. Adopted Annual Budget $214,712,611 $191,037,182 $209,142,057 $204,426,227 $178,271,253 4. Presentations to Council 25 28 25 26 6 6 6 6 6 WORKLOAD MEASURES ACTUAL FY 08/09 ACTUAL FY 09/10 BUDGETED FY 10/11 PROJECTED FY 10111 PROJECTED FY 11112 1. # of bond issues outstanding 27 27 32 32 34 Amount of debt outstanding $116,053,477 $137,348,588 $139,686,423 $139,686,423 $143,600,922 2. Utility customers 24,754 25,450 26,000 25,705 26,500 3. Adopted Annual Budget $214,712,611 $191,037,182 $209,142,057 $204,426,227 $178,271,253 4. Presentations to Council 25 28 25 26 26 5. # of total division employees 69 69 70 72 72 —J PERFORMANCE MEASURES ACTUAL FY 08109 ACTUAL FY 09110 BUDGETED FY 10/11 PROJECTED FY 10111 PROJECTED FY 11112 1. Receive GFOA Budget Award Yes Yes Yes Yes Yes 2. Special projects completed/ 375,453 374,503 Operations 918,277 950,238 949,271 initiated within the same fiscal year 95% 97% 95% 97% 97% 3. Cost to produce budget document $90.00 $83.19 $100.00 $110.00 $110.00 4. Bond Rating: Standard & Poor's Rating Group AA- AA AA+ AA+ AA+ Moody's Investors Service Aa3 AA2 AA2 AA2 AA2 5. # of "kudos" for Customer Service awarded to divisional employees 1 231 1 214 1 225 1 225 1 230 105 12/13 10111 09/10 10/11 PROJECTED ACTUAL BUDGET ACTUAL 548,399 574,785 574,768 Personnel 369,878 375,453 374,503 Operations 918,277 950,238 949,271 105 857,751 921,256 12/13 11/12 ESTIMATE] ADOPTED BASE 505,488 544,993 352,263 376,263 857,751 921,256 Finance !,Administratio Accounting 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. ® 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. TIT -111W . r * •^ Ensured compliance with new generally accepted accounting principles for intangible assets and fund balance reservations. Developed a policy for safeguarding non -capital assets on the Division level by establishing a method of identifying and tracking assets under $5,000. Ensured compliance for accounts payable reporting that requires all vendors who receive more than $600 to receive a form 1099 for both goods and services. • ^. "� ' � ^ � � - t is � i • Establish consistent use of time entry system across all departments. • Implement the use of cash forecasting to ensure fiduciary responsibility. • Expand the auditing of city revenues and processes by developing audits that check for possible loss revenues and handling of City assets. ® Review and update internal policies that will change due the implementation of new Financial Information System. ® Implement payroll direct deposit requirement for all City personnel to increase efficiency and effectiveness. 106 WORKLOAD MEASURES ACTUAL FY 08/09 10/11 10/11 PROJECTED FY 10/11 PROJECTED FY 11112 ACCOUNTING 09/10 ORIGINAL FINAL / 11/12 12/13 2. Invoices processed ACTUAL BUDGET ACTUAL ADOPTED PROPOSED Accounting Manager 1 1 1 1 1 Chief Accountant 1 1 1 1 1 Accountant II 1 1 1 1 1 Accounting Specialist 111 3 3 3 3 3 Accounting Specialist 11 2 2 2 2 2 TOTAL 8 8 8 8 8 WORKLOAD MEASURES ACTUAL FY 08/09 ACTUAL FY 09/10 BUDGETED FY 10/11 PROJECTED FY 10/11 PROJECTED FY 11112 1. Vendor checks issued 12,089 12,919 13,500 13,000 13,500 2. Invoices processed 18,862 19,895 21,000 21,000 22,750 3. Payroll checks issued 14,004 15,012 14,225 15,500 15,575 4. Annual investment portfolio $52,602,611 $66,029,499 $60,000,000 $84,782,000 $85,000,000 5. # of grants 13 14 14 18 15 Annual grant expenditures 1 $487,152 t 483,326 1 $472,179 1 1,503,780 1 1,000,000 PERFORMANCE MEASURES ACTUAL 08/09 ACTUAL FY 09/10 UDGETED FY 10/11 PROJECTED FY 10/11 PROJECTED FY 11/12 1. Payments processed within vendor terms 95% 96% 97% 97% 97% 2. Manual payroll check percentage .15% .13% .20% .15% .15% 3. # of securities/CDs purchased 9 12 15 20 20 4. Internal customer rating of satisfied or better 94% N/A 96% 93% N/A _ r ne mrernai cusromer jervice ziurvey Is a w -annum survey. 10111 09/10 0/11 PROJECT I t '' i! i; 483,138 515,230 515,191 Personnel 51,779 65,162 65,162 Operations 534,917 580,392 580,353 107 ESTIMATED11/12 � ADOPTED BASE �� M3 8, 574,130 0•0 Finance and Administration Fact/ities Construction and Maintenance DEPARTMENT DESCRIPTION Tha Facilities Construction antl Maintenance Department provides builtling maintenance, facilities construction management, major and minor renovations, supervision of architects and consultants, janitorial services, landscape services, equipment replacement and emergency repairs for approximately 28 municipal builtlings (approx. 377,000 sq.ft.). This department is responsible for tlevaloping 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 contlucts monthly inspections of each facility to identify existing or potential problems antl corrects those situations. Facilities Construction and Maintenance is managed by th¢ Support Services Director, who also oversees coordination renovation of City buildings. MAJOR DEPARTMENT GOALS and project management for construction and 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 Contlitioning (HVAC) equipment, elevators, emergency generators, landscaping, copiers, and fire protection systems to ensu ra optimum operational ¢fFciency and extend the life of capital investments. Modify and uptlata 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 20'10/'11 • Participated in the itlentitication and purchas¢ of 20 acres on DB Wood Road for Fire Station 5 and future Public Safety Operations and Training Facility. • Selected an architect and completed design, as well as, a Construction Managerat-Risk and began construction of Fire Station 5. Participatetl in the Public Safety bontl package development process and the public etlucation on the project. • Developed adesign/build process for Fira Station 2 in conjunction with the purchase and demolition of two houses for the expansion of Fire Station 2. Demolished the oltl high school football stadium to provide space for the future construction of an amphitheater. • Selectetl an architect to design the amphitheater. • Selected an architect to provide design for the extension of the San Gabriel River Trail. • Demelished the old San Gabriel Pool to provide space for additional parking for the Community Center. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2011/12 • Construct Fire Stakion 5. • Construct Fira Station 2 • Design the Public Safety Operations and Training Center. • Construct the San Gabriel River Trail eMension. • Renovate City offices for the relocation of the Visitor's Canter. toe The Internal Customer Service Survey is conducted biennially. 10/11 09/10 10/11 !; ACTUAL BUDGET ACTUAL 12113 11/12 ESTIMATED ADOPTED l 499,818 523,958 523,884 Personnel 520,513 520,473 98,126 136,129 135,086 Operations 128,260 128,260 597,944 660,087 658,970 lim 648,773 648,733 ACTUAL 10/11 10/11 PROJECTS® PROJECTED FACILITIES MAINTENANCE 09/10 ORIGINAL FINAL / 11/12 12/13 1. Work orders processed ACTUAL BUDGET ACTUAL ADOPTED PROPOSED Support Services Director 1 1 1 1 1 Building Maintenance Tech Senior 2 2 2 2 2 Building Maintenance Tech 2 2 2 2 2 Facilities Coordinator 1 1 1 1 1 Capital Projects Manager 1 1 1 1 1 TOTAL 7 7 7 7 7 The Internal Customer Service Survey is conducted biennially. 10/11 09/10 10/11 !; ACTUAL BUDGET ACTUAL 12113 11/12 ESTIMATED ADOPTED l 499,818 523,958 523,884 Personnel 520,513 520,473 98,126 136,129 135,086 Operations 128,260 128,260 597,944 660,087 658,970 lim 648,773 648,733 ACTUAL ACTUAL BUDGETED PROJECTS® PROJECTED WORKLOAD MEASURES FY 08/09 FY 09/10 FY 10/11 FY 10/11 FY 11/12 1. Work orders processed 1,156 1,163 1,200 1,169 1,300 2. Facilities maintained 27 27 28 28 29 3. Square feet of facilities maintained 377,000 377,000 379,000 379,000 396,000 4. Service contracts managed 16 16 17 17 17 5. New construction dollars $11,575,000 $1,489,000 $1,800,000 $1,800,000 $35,600,000 ACTUAL ACTUAL BUDGETED PROJECTED PROJECTED PERFORMANCE MEASURES FY 08/09 FY 09/10 FY 10/11 FY 10/11 FY 11/12 1. Work orders / PM requests completed within 3 days 97% 97% 97% 94% 97% 2. New construction completed 100% 90% 50% 20% 50% 3. Avg. completion time per work order 5 days 4 days 4 days 5 days 4 days 4. Internal Customer Service rating of satisfied or better 97.4* N/A 95% 84% 84% The Internal Customer Service Survey is conducted biennially. 10/11 09/10 10/11 !; ACTUAL BUDGET ACTUAL 12113 11/12 ESTIMATED ADOPTED l 499,818 523,958 523,884 Personnel 520,513 520,473 98,126 136,129 135,086 Operations 128,260 128,260 597,944 660,087 658,970 lim 648,773 648,733 Finance and Administration Facilities Contracts Major building maintenance expenses as well as janitorial eemices, 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 isdetermined bvthe 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 conofortob|e, safe and aesthetically appealing City facilities. ME 10/11 12/13 09/10 10111 PROJECTED 11/12 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 61.544 42.000 42.000 Buildings & Structures 48.000 502.387 955.557 850.557 Lease and Contracts 677'215 880.215 511.330 300.275 291.375 Bldg. Improvements 288,375 287.375 81.760 221.984 206.984 Other Operating 356,584 60.484 1,247,021 152881O 1,490,916 1370 174 1,014,074 ME Facilities Intemal Service Fund - 5 Year Replacement Plan Total Costs by Facility 1,431,041 1,074,941 1,119,941 1,008,941 1,017,441 ,.a By Function 2011/12 2012/13 2013/14 2014/15 2015/16 Copier Replacement 48,000 0 24,000 0 0 Copier Maint. 27,814 27,814 27,814 27,814 27,814 Contingency 30,000 30,000 30,000 30,000 30,000 Painting, Int. 14,500 10,000 17,000 7,000 7,000 Painting, Ext. 0 0 0 0 16,000 Roof Replacement 0 0 0 0 0 HVAC Replacement 28,000 37,000 25,000 25,000 0 Parking Lot Maintenance 12,000 10,000 2,500 0 17,500 Water Softer Maintenance 1,500 1,500 1,500 1,500 1,500 Pest Extermination 8,387 8,387 8,387 8,387 8,387 Carpet Replacement 25,000 11,000 36,000 0 0 Vinyl Replacement 0 5,000 0 0 0 Concrete Staining 0 0 0 0 0 Landscape Maintenance 144,982 144,982 144,982 144,982 144,982 Tree Trimming 20,000 20,000 20,000 20,000 20,000 Fountain Maintenance 4,800 4,800 4,800 4,800 4,800 Janitorial Svcs. 395,140 395,140 392,140 392,140 392,140 Janitorial Supplies 37,984 37,984 36,484 36,484 36,484 HVAC Maintenance 53,845 53,845 53,845 53,845 53,845 Elevator Maintenance 22,920 22,920 22,920 22,920 22,920 Emergency Gen. Maint. 37,419 35,819 35,819 35,819 35,819 Racquetball Court Ceiling Tiles 0 5,000 0 0 0 Gym and Racquetball Floor Maintenance 0 0 25,000 0 0 Table and Chair Replacements 6,500 0 0 0 0 Overhead Door Maintenance 8,700 8,700 8,700 8,700 8,700 Halon/Fire Alarm Maintenance 850 850 850 850 850 Tennis Court Resurfacing 0 0 10,000 0 0 Dry Deck 0 0 0 0 0 Security System Maintenance/Phone/Monitoring 349,526 51,026 51,026 51,026 51,026 Fire Extinguisherflnspection 34,506 34,506 34,506 34,506 34,506 Seal Kennels floors 0 0 3,500 0 0 Audio Maintenance 9,900 9,900 9,900 9,900 9,900 Preventative Maintenance 103,678 103,678 88,178 88,178 88,178 Gate Maintenance 5,090 5,090 5,090 5,090 5,090 Total Costs by Function 1,431,041 1,074941 1,119 941 1,008 941 1,017,441 By Facility Airport Terminal 43,045 18,045 8,045 8,045 8,045 Airport Tower 20,130 20,130 20,130 20,130 20,130 Animal Shelter 22,906 18,406 21,906 18,406 34,406 Municipal Court/Council Chambers 20,574 20,574 32,574 20,574 20,574 City Office Building 22,844 32,844 22,844 22,844 22,844 Community Center 37,103 33,603 30,603 30,603 30,603 Contingency 30,000 30,000 30,000 30,000 30,000 Park & Rec Administation 26,718 42,718 26,718 26,718 26,718 Fire Admin. 12,155 12,155 12,155 12,155 12,155 Fire Station #1 22,339 22,339 24,839 22,339 22,339 Fire Station #2 6,691 6,691 6,691 6,691 6,691 Fire Station#3 21,486 21,486 21,486 46,486 21,486 Fire Station #4 14,728 31,728 14,728 14,728 14,728 Old Library 28,460 28,460 8,460 8,460 8,460 Library 178,556 154,556 154,556 154,556 154,556 Madellia Hilliard 3,276 3,276 3,276 3,276 3,276 City Hall 107,304 54,304 54,304 54,304 54,304 Police Dept. Annex 10,675 7,675 32,675 7,675 7,675 Park& Ride Facility 1,957 1,957 1,957 1,957 4,957 Police Station 36,334 36,334 48,334 36,334 36,334 Recreation Center 183,961 187,361 207,361 182,361 182,361 Municipal Complex 396,739 119,239 145,239 109,239 109,239 Chamber Building 2,163 2,163 2,163 2,163 2,163 Scenic Drive Median 6,235 6,235 6,235 6,235 6,235 Williams Drive Median 824 824 824 824 824 Williams Drive & 135 Medians 824 824 824 824 824 Country Club Rivery 1,030 1,030 1,030 1,030 1,030 University Drive & 135 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 11,208 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 10,090 Industrial Lot 2,060 2,060 2,060 2,060 2,060 Main Street Landscape 15,500 15,500 15,500 15,500 15,500 I nterway Signs 10,000 10,000 10,000 10,000 10,000 Electric Substation East & South 14,000 14,000 14,000 14,000 14,000 Tree Trimming at Parking lots 3,500 3,500 3,500 3,500 3,500 Georgetown Village Landscape Maint. (City Portion) 19,440 19,440 19,440 19,440 19,440 GCAT 64,322 52,322 62,322 52,322 52,322 Grace Heritage Center 5,990 5,990 5,990 5,990 5,990 Tennis Center 22,752 22,752 32,752 22,752 22,752 Total Costs by Facility 1,431,041 1,074,941 1,119,941 1,008,941 1,017,441 ,.a Finance and Administration /nformation Techno/ogy DEPARTMENT DESCRIPTION The Information Technology (IT) Department provides information and technology management services in support of all City divisions. This includes overall Information Technology Administration, application support for numerous software products used by City departments, as well as Information Tachnology infrastructure management for networks, servers, messaging, PCs/peripherals, and [he City telephone system. Tha department also manages the Information Teeh oology Internal Services (ISF) Fund. MAJOR DEPARTMENT GOALS • Assist all City divisions in realizing process/effectiveness improvements through the use of technology. • Deliver a highly reliable and resilient IT infrastructure to all City departments. Advise and assist division teams in selecting, implementing and upgrading application software products. through implementation of the Information Technology Master Plan. • Manage the City's IT investments in the most cost-effective manner possible. • Provitle excellent customer service and support to all departments. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 20'10/'1'1 • Implemented the Police/Fire Computer -Aided Dispatch (CAD -RMS) system, including mobile integration to police and fire vehicles. • Updated the City IT Master plan and Contin uetl im plementa[ion of key projects identifi¢tl in the plan. Impl¢mentatl a video broadcasting solution for City Council meetings, on both Sutltlenlink Channel 10 and through the Clty website. • Upgraded several enterprise -level applications inclutling the ESRI Geographic Information System (GIS) and the Incode Financials/P urchasing/Payroll. • Began implementation of an Advanced Metering Infrastructure (AMI) system, replacing the City's current Automated Mater Reading (AMR) system. • Expanded the features offered in the City'S Voice -over -IP (VDI P) phone system. • Raplacetl and expanded the City's video su rv¢illance system with a fully tligital, high resolution protluct. • Replaced the City's wireless network Infrastructure, offering more features for both staff and the public. • Began virtualization of the City's tlesktop/laptop computer inventory, including operating system antl Offices tools upgrades. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 20'11/'12 • Continue implementation of the IT Master Plan. • Complete implementation of the AMI syst¢m for Utilities. • Implement Microsoft Exchange as the new messaging/calendaring platform for all City employ¢¢s. • Implement a new ticketing/work tracking system for internal tlepartmants. • Continue to virtualize servers wherever practical to improve efficiency and expand resiliency. ttz INFORMATION TECHNOLOGY 09110 ACTUAL 10/11 ORIGINAL BUDGET 10111 FINAL 1 ACTUAL 11112 ADOPTED 12/13 PROPOSED IT Director I 1 1 1 1 Technical Support Supervisor 1 1 1 1 1 Technical Support Specialist 11 1 1 1 1 1 Business Analyst 1 1 1 1 1 Network Manager 1 1 1 1 1 Network Administrator 1 1 1 1 1 Lotus Notes Administrator 1 1 1 1 1 Systems Administrator 1 1 1 1 1 Systems Analyst 1 0 0 0 0 Technical Support Specialist I (P/T) 0.5 0.5 0.5 0.5 0.5 TOTAL (FT/PT) 9/.5 8/.5 8/.5 81.5 8/.5 113 WORKLOAD MEASURES ACTUAL FY 08/09 ACTUAL FY 09/10 BUDGETED FY 10/11 PROJECTED FY 10/11 PROJECTED FY 11/12 1. Help desk calls received 1,900 1,900 1,500 1,500 1,600 2. # of computer user accounts 452 475 550 575 580 managed 3. # of servers managed 60 75 100 100 110 ACTUAL ACTUAL BUDGET D PROJECTED PERFORMANCE MEASURES FY 08109 FY 09/10 FY 10/11 FY 10/11 FY 11112 1. Network uptime/core services uptime 99.8% 99.8% 99.8% 99.6% 99.6% 2. % of servers virtualized 40% 65% 80% 90% 95% 3. Cost of service per user/per yr. 1 $2,340 1 $3,060 1 $3,700" $31700* $3,840- * Reflects addition of several new software systems in fiscal years 2010111 and 2011112 DEPARTMENTAL BUDGET: INFORMATION SERVICES FUND 10111 12/13 09/10 10/11 PROJECTED 11/12 ESTIMATED ACTUAL BUDGET —ACTUAL ADOPTED BASE 699,109 697,032 686,767 Personnel 691,292 691,240 196,920 204,549 204,508 Operations 190,116 190,116 896,029 901, 581 891,275 881,408 881,356 113 2, - The purchase and support of computers and peripherals, end-user training, major business applications, and the network system are included in this department. Costs are assessed on a per capita or per component basis, and charged back to the user division over the life of the equipment. Equipment is then purchased on a coordinated, centralized, pre -planned basis, which minimizes cost of purchase, maintenance, and training. Divisions are also charged for the maintenance of production applications and their proportionate use of network resources. 1,076,843 1,615,329 1,547,329 12/13 11/12 r ADOPTED Operating 834,715 834,715 Capital 591,520 253,500 WE 1,426,235 1,088,215 10111 09110 10111 PROJECTED ACTUAL BUDGET ACTUAL 743,237 834,919 834,919 333,606 780,410 712,410 1,076,843 1,615,329 1,547,329 12/13 11/12 r ADOPTED Operating 834,715 834,715 Capital 591,520 253,500 WE 1,426,235 1,088,215 information Technology Intemal Service Fund - 5 Year Projections First Contact meetings 700 700 700 700 700 Software 10.000 10.000 10.000 10,000 10.000 Technology Training 10.000 10.000 10.000 10.000 10.000 Annual Contracts 714.215 714.215 785.087 864.200 950.620 Phmer/GwiuchRapiacementu 17.500 17.500 17.500 17.500 17.500 Desktop Operations 5.000 5.000 5.000 5.000 5.000 Network Operations 54.800 54.800 54.800 54.800 54.800 Contingency 22.500 22.500 22.500 22.500 22.500 Network Replacement Contingency total Services 834,715 834,715 906,137 984,700 1,071,121 Replacement Network Hardware 591.520 253.500 278.850 306.735 337,409 Total Capital Replacement 591,520 258,500 278,850 306.735 337,409 Total IT Internal Service Fund 1,426,235 1,088,215 1,184,987 1,291,435 1,408,529 115 Finance and Administration /reformation Techno/ogy -Geographic /reformation Systems DEPARTMENT DESCRIPTION The Geographic Information Systems (GIS) group, part of the I nfonnation Technology department, is responsible for providing computer based mapping support to the entire organization. The department has developed a GIS Plan which guides the annual worK program of staff. GIS is used as a planning and data management tool for multiple City departments, and usage is expected to expand to numerous additional City departments in the coming years. This group also manages the City's mapping special revenue fund. MAJOR DEPARTMENT GOALS Provide a highly effective mapping function capable of meeting the needs of a rapidly changing City. Distribute maps and mapping capabilities to internal users as well as the Community. • Contribute to decision making at all levels of the organization by providing outstanding geographic analysis and information in a readily accessible, easy-to-use manner. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 20'10/'11 Provided mapping technology support for City projects ranging from small maps to City-wide mapping projects. Continued to provide mapping support to emergency service divisions, especially in the provision of mapping data for 911 dispatch systems. Enhanced GIS data employed by Police and Fir¢ dispatch systems. Improvetl GIS web technology, including the implementation of several online mapping sites with more user friendly and robust interfaces. Implemented new online mapping tools including a tool that allows citizens to [rack Planning Department cases during public notice periods. Provided mapping support for special projects such as the 20'10 U.S. Census, City Council redistricting (ongoing), impervious land cover study, proposed automatic vehicle locations system, INCODE financial software upgratle, AMI project, and asset management system. Expanded development of Case Farmer Case Management software for tracking Planning Department cases. Supported system planning for the Cify's proposed intelligent metering system. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2011/12 • Continue to enhance online mapping tools for public and internal use. • Continue to provide focused mapping support to Planning Department and all emergency service Departments. • Implement GIS s¢rver technologies to support new Information Technology projects including Advanced Metering Infrastructure (AMI), Meter Data Manag¢ment System (MDM), Customer Information System (CIS), and Computer Aided Dispatch (CAD) system. • Maintain heavy involvem¢nt in major IT initiatives such as AMI, CIS, INCODE upgrade, and CAD. 116 �1_I-, Provide a highly effective mapping function capable of meeting the needs of a rapidly changing City. Distribute maps and mapping capabilities to internal users as well as the Community. • Contribute to decision making at all levels of the organization by providing outstanding geographic analysis and information in a readily accessible, easy-to-use manner. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 20'10/'11 Provided mapping technology support for City projects ranging from small maps to City-wide mapping projects. Continued to provide mapping support to emergency service divisions, especially in the provision of mapping data for 911 dispatch systems. Enhanced GIS data employed by Police and Fir¢ dispatch systems. Improvetl GIS web technology, including the implementation of several online mapping sites with more user friendly and robust interfaces. Implemented new online mapping tools including a tool that allows citizens to [rack Planning Department cases during public notice periods. Provided mapping support for special projects such as the 20'10 U.S. Census, City Council redistricting (ongoing), impervious land cover study, proposed automatic vehicle locations system, INCODE financial software upgratle, AMI project, and asset management system. Expanded development of Case Farmer Case Management software for tracking Planning Department cases. Supported system planning for the Cify's proposed intelligent metering system. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2011/12 • Continue to enhance online mapping tools for public and internal use. • Continue to provide focused mapping support to Planning Department and all emergency service Departments. • Implement GIS s¢rver technologies to support new Information Technology projects including Advanced Metering Infrastructure (AMI), Meter Data Manag¢ment System (MDM), Customer Information System (CIS), and Computer Aided Dispatch (CAD) system. • Maintain heavy involvem¢nt in major IT initiatives such as AMI, CIS, INCODE upgrade, and CAD. 116 GEOGRAPHIC 10/11 10/11 INFORMATION SYSTEMS 09/10 ORIGINAL FINAL / 11/12 12/13 ACTUAL BUDGET ACTUAL ADOPTED PROPOSED Applications Manager 1 1 1 1 1 Business Analyst 11 1 1 1 1 1 Business Analyst 0 2 2 2 2 GIS Technician 1 0 1 1 1 TOTAL 3 4 4 4 4 ACTUAL ACTUAL BUDGETED PROJECTED PROJECTED WORKLOAD MEASURES FY 08/09 FY 09/10 FY 10/11 FY 10/11 FY 11/12 1. New GIS data layers placed on distribution drive 32 22 25 35 20 2. Number of map requests handled 327 271 192 142 190 3. GIS data sets served over internet 35 35 40 51 60 4. Special mapping projects 7 3 4 4 6 PERFORMANCE ACTUAL ACTUAL BUDGETED PROJECTED PROJECTED MEASURES FY 08/09 FY 09/10 FY 10/11 FY 10/11 FY 11/12 1. Total GIS data sets on network 140 162 180 180 200 2. Percent of map requests completed in 3 days -- 83% 90% 90% 90% 3. GIS data sets served over -- internet 35 40 51 60 DEPARTMENTALBUDGET: JOINT SERVICES FUND 10/11 12/13 09/10 10/11 PROJECTED 11/12 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 185,547 290,686 228,016 Personnel 270,629 270,608 69,557 70,541 70,541 Operating 78,955 78,955 255,104 361,227 298,557 349,584 349,563 `rrA 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, misdemeanor arrests, and animal violations, occurring within the territorial limits of the City of Georgetown. The Municipal Court processing is pre -determined by the Texas Coda of Criminal Procedure and the Cod¢ of Judicial Conduct. In addition to the judicial processing, The Court prepares tlockets, schedules trials, processes juries, recoMs and collects fine payments, and issues warrants for Violation of Promise to Appear and Failure to Appear. Municipal Court also processes cod¢ and parking violations as part of the citywide code enforcement effort. The Municipal Judge holds monthly arraignment, juvenile, show cause, interpreter antl trial dockets. The Judge also facilitates the Teen Court Program in conjunction with the Georgetown High School. A supervisor, two Deputy Court Clerks, one Juvenile Case Manager and two Customer Service Representatives pertorm administmTive and clerical activities. Tha department reports Yo 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 intlivid ual liberties of court tlefendants- MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 20'10/11 Participated in annual statewide warrant rountl up along with 200+jurisdictions. • Coordinated a "mini warrant roundup with other local municipalities within the County. Up9ratled phone and message system to a call center to improve customer service and decrease missed calls. Implemented a new Records Management System for document ima9in9 that's compatible with existing Court software to streamline processes for a paperless court office. Evaluate collection agency opportunities to provide collection services to increase compliance and enhance court collection efforts to maximize the authority antl effectiveness of the court antl the justice system. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2011/12 • Implement a court notification or IVR system to provide enhanced customer service opportunities and increase court efficiency by sending notifications to customers and jurors. • Continue to manage with space constraints and add one deputy clerk without decreasing service levels. • Monitor timeline for docket processing and add additional tlockets when Headed. . Implement additional efficiencies during court sessions by utilizing system enhancements antl providing additional training. Participate in annual multi -jurisdictional warrant round up, • Implement proactive workload management process, including proactive collection and customer service improvement initiatives. tis MI u9R ir' -fTIW � �/tW °O mue mm m.a �a�� ..�Aq� The Municipal Judge holds monthly arraignment, juvenile, show cause, interpreter antl trial dockets. The Judge also facilitates the Teen Court Program in conjunction with the Georgetown High School. A supervisor, two Deputy Court Clerks, one Juvenile Case Manager and two Customer Service Representatives pertorm administmTive and clerical activities. Tha department reports Yo 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 intlivid ual liberties of court tlefendants- MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 20'10/11 Participated in annual statewide warrant rountl up along with 200+jurisdictions. • Coordinated a "mini warrant roundup with other local municipalities within the County. Up9ratled phone and message system to a call center to improve customer service and decrease missed calls. Implemented a new Records Management System for document ima9in9 that's compatible with existing Court software to streamline processes for a paperless court office. Evaluate collection agency opportunities to provide collection services to increase compliance and enhance court collection efforts to maximize the authority antl effectiveness of the court antl the justice system. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2011/12 • Implement a court notification or IVR system to provide enhanced customer service opportunities and increase court efficiency by sending notifications to customers and jurors. • Continue to manage with space constraints and add one deputy clerk without decreasing service levels. • Monitor timeline for docket processing and add additional tlockets when Headed. . Implement additional efficiencies during court sessions by utilizing system enhancements antl providing additional training. Participate in annual multi -jurisdictional warrant round up, • Implement proactive workload management process, including proactive collection and customer service improvement initiatives. tis WORKLOAD MEASURES ACTUAL FY 8/09 10/11 10/11 PROJECTED FY 10/11 PROJECTED FY 11/12 MUNICIPAL COURT 09/10 ORIGINAL FINAL / 11/12 12/13 2. Number of courtesy letters ACTUAL BUDGET ACTUAL ADOPTED PROPOSED Municipal Court Administrator 1 1 1 1 1 Court Supervisor 1 1 1 1 1 Deputy Court Clerk 2 2 1 1 1 Juvenile Case Worker 1 1 1 1 1 Customer Service Rep 1 2 2 3 3 3 TOTAL 1 7 1 7 7 1 7 7 WORKLOAD MEASURES ACTUAL FY 8/09 ACTUAL FY 09/10 BUDGETED FY 10/11 PROJECTED FY 10/11 PROJECTED FY 11/12 1. Number of cases filed 13,333 13,778 13,407 8,418 13,350 2. Number of courtesy letters 20,556 22,355 23,045 16,272 22,198 3. Number of warrants issued 4,049 3,806 3,881 3,212 3,539 4. Municipal Court fine revenue: 19% 18% 23% 18% 18% Retained by City $942,781 $1,005,173 $1,017,267 $887,078 $1,037,612 Remitted to State $583,605 1 583,605 1 $534,947 1 $457,757 $545,646 PERFORMANCE MEASURES ACTUAL FY 08/09 ACTUAL FY 09/10 BUDGETED FY 10/11 PROJECTED FY 10/11 PROJECTED FY 11/12 1. Arraignment docket scheduling 65 days 60 days 90 days 60 days 90 days 2. Processing of ticket entry 2 days 2 days 2 days 2 days 2 days 3. Customer use of website 22,929 18,073 25,279 17,496 18,371 4. Warrants cleared as % of issued 19% 18% 23% 18% 18% 5. Citations issued through auto systems - % of total 99% 99% 99% 99% 99% 6. Bailiff attendance for court 100% 100% 100% 100% 100% 7. Collections per clerk - Cily portion $157,130 $167,529 $169,545 $147,846 $172,935 10111 09110 10/11 PROJECTED ACTUAL BUDGET ACTUAL 12/13 11112 ESTIMATED ADOPTED BASE 463,441 501,207 494,972 Personnel 462,987 479,113 137,004 281,856 281,856 Operations 226,372 182,929 600,445 783,063 776,828 IID 689,359 662,042 Finance and Administration Purchasing DEPARTMENT DESCRIPTION The Purchasing Department procures all supplies, equipment, and wareho..se tmontcry services for all departments within [he City organization. Procurement activities include establishing annual contracts and 5340°' blanket purchase orders to reduce cost; preparing bitl specification and tabulations; conducting formal bid proceedings %°�°°°°m for items $50,000 and over; expediting materials; reviewing, developing and monitoring City contrects; and preparing s�.aaa,em recommendations to the City Council for material purchases of $50,000 or more. Purchasing regularly meets with using m departments to review purchasing procedures and solicit ideas for �"' �'E� .. a �� ° ,.d.m.. improved efficiency. Purchasing is responsible for procuring and issuing cellular telephones and pagers. Purchasing also ove5e¢s the operation of the City's central receiving/distrtbukion warehouses and is responsible for disposing of surplus items and conducting the annual citywitle auction. MAJOR DEPARTMENT GOALS • Develop and maintain a level of pertormance 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. • Develop and maintain an efficient purchasing process that allows a high degree of efficiency and economy while allowing a user friendly process for departments. • Revlew and consider updates to warehousing process. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2010M 7 • Increased dollar limits for procurements, and the limit for Council consideration and approval. • Increased usage of cooperative agreements and interlocal ag reemenis to facilitate and improve the City's purchasing power. • Establishetl blanket contract covering online auctioning of City surplus items and abandoned vehicles, increased revenues from auction events and decreasing cost associated with on site auctions. • Developed initial set of standardized forms For commonly used purchasing and contracting documents. Continued benchmarking actions taken to improve customer service delivery to internal customers. • R¢viewed and updated signature cards to ensure accuracy and completeness. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 20'1'1/12 . Seek other cooperative purchasing groups that the City can utilize to improve their purchasing power and assist with the expansion of Che 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. • Create and put into practice a vendor satisfaction questionnaire to provide end users with documented vendor pertormance. • D¢velop stantlardizetl "Invitation to Bid" documents and prepare as templates to ensure consistency in bidding. • Develop and implement training for both internal departments and the vendor community. • Develop and present for consideration and approval by Council remainder of standardized forms commonly used in purchasing and contracting. • Develop deadline list for renewal/re-advertisment of blanket contracts and bids to ensure there is no lapse. tzo PURCHASING 09110 ACTUAL 10111 ORIGINAL BUDGET 10111 FINAL 1 ACTUAL 11112 ADOPTED 12/13 PROPOSED Purchasing Manager 1 1 1 1 1 Buyer 11 1 1 1 1 1 Contract Coordinator 1 1 1 1 1 Warehouse Superintendent 1 1 1 1 1 Warehouse Clerk - Lead 1 1 1 1 1 Warehouse Clerk 11 2 2 2 2 2 TOTAL 7 7 7 7 7 6. Internal Customer Service rating ACTUAL ACTUAL BUDGETED PROJECTED PROJECTED WORKLOAD MEASURES FY 08/09 FY 09/10 FY 10/11 FY 10/11 FY 11/12 1. Purchase orders entered 7,856 7,432 7,780 7,900 8,000 2. Inventory items disbursed by .05% .26% .05% .02% .02% requisition 16,709 16,103 15,000 18,500 18,000 3. Inventory deliveries received 1,879 2,061 1,700 1,800 1,800 4. Formal bids processed 1 74 66 62 66 70 PERFORMANCE MEASURES ACTUAL FY 08109 ACTUAL FY 09110 BUDGETED FY 10/11 PROJECTED FY 10111 PROJECTED FY 11/12 1. Registered vendor (cumulative) 650 1,358 1,800 1,600 1,800 2. Registered Georgetown vendors 72 107 90 125 145 (cumulative) 446,596 99,786 115,402 115,402 Operations 107,732 3. Contracts completed 136 73 150 125 125 4. Cost of Inventory disbursed $2,630,590 $2,363,690 $2,000,000.00 $1,800,000 $1,800,000 5. Gross revenue from Impound/ $33,662 $24,260 $30,000 $60,000 $40,000 Surplus Auction 6. Internal Customer Service rating of satisfied or better 97.6% N/A* 97% 94.3% N/A 7, Variance of GL to Inventory Main Warehouse .05% .26% .05% .02% .02% Electric Warehouse .04% .01% .02% .01% .02% "Internal Customer Service Survey is a bi-annual Survey. -Historical information not available. 121 10111 12113 09/10 10/11 PROJECTED 11/12 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 425,908 452,190 444,975 Personnel 446,630 446,596 99,786 115,402 115,402 Operations 107,732 107,732 525,694 567,592 560,377 554•,362 554,328 121 Finance and Administration Uti/ity Office DEPARTMENT DESCRIPTION The Utility Office Team, consisting of both office and field personnel, reads utility meters, bills and collects for all City utility services, as well as, handling new development service 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. ACCOMPLISHMENTS FOR FISCAL YEAR 2010/11 • Worked with System Engineering and HDR Engineering, Inc. to review and assess the current stormwater drainage (SWD) billing process and ordinance and develop a strategy to obtain updated data and maintain the system going forward. • Selected a vendor for development and implementation of a new CIS system. Initiatetl Phase I of a 36 month implementation plan for the naw AMI system and begin deployment of both water and electric meters. Implementetl a $1.00 Conservation and Energy Efficiency Fee to be billed to all residential antl commercial electric customers. • Developed and implemented a communication plan to publicize the Advanced Metering Infrastructure (AMI) Deployment Project. • Worked with Georgetown Utility Systems (GUS) to develop City Links, our AMI deployment program. • Received a "zero liability" rating on the Sales and Use Tax Audit eonductetl by the State of Texas. Implemented a Call Cen[¢r environment for the Telephone Customer Service Representatives. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 201'1/'12 • Implement an a -mail bill tlistribution option for customers that would rather receive their bills electronically, rather than through the US Postal Service. • Enhance the Utility Office Interactive Voice Response (IVR) System [o accept credit card payments and authorize payment arrangements. • Expand the Call Center to include utility calls from all sources, leaving the GUS dispatchers responsible for field dispatch of GUS personnel only. Conduct a review and update of all Ukility Office processes and procedures in ober to streamline our activities, alleviate duplication of effort, and even out workload distribuklon. tzz LMllry Prymarrt8 Pracascatl :-11_L_l L A� 0 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. ACCOMPLISHMENTS FOR FISCAL YEAR 2010/11 • Worked with System Engineering and HDR Engineering, Inc. to review and assess the current stormwater drainage (SWD) billing process and ordinance and develop a strategy to obtain updated data and maintain the system going forward. • Selected a vendor for development and implementation of a new CIS system. Initiatetl Phase I of a 36 month implementation plan for the naw AMI system and begin deployment of both water and electric meters. Implementetl a $1.00 Conservation and Energy Efficiency Fee to be billed to all residential antl commercial electric customers. • Developed and implemented a communication plan to publicize the Advanced Metering Infrastructure (AMI) Deployment Project. • Worked with Georgetown Utility Systems (GUS) to develop City Links, our AMI deployment program. • Received a "zero liability" rating on the Sales and Use Tax Audit eonductetl by the State of Texas. Implemented a Call Cen[¢r environment for the Telephone Customer Service Representatives. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 201'1/'12 • Implement an a -mail bill tlistribution option for customers that would rather receive their bills electronically, rather than through the US Postal Service. • Enhance the Utility Office Interactive Voice Response (IVR) System [o accept credit card payments and authorize payment arrangements. • Expand the Call Center to include utility calls from all sources, leaving the GUS dispatchers responsible for field dispatch of GUS personnel only. Conduct a review and update of all Ukility Office processes and procedures in ober to streamline our activities, alleviate duplication of effort, and even out workload distribuklon. tzz :-11_L_l L 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. ACCOMPLISHMENTS FOR FISCAL YEAR 2010/11 • Worked with System Engineering and HDR Engineering, Inc. to review and assess the current stormwater drainage (SWD) billing process and ordinance and develop a strategy to obtain updated data and maintain the system going forward. • Selected a vendor for development and implementation of a new CIS system. Initiatetl Phase I of a 36 month implementation plan for the naw AMI system and begin deployment of both water and electric meters. Implementetl a $1.00 Conservation and Energy Efficiency Fee to be billed to all residential antl commercial electric customers. • Developed and implemented a communication plan to publicize the Advanced Metering Infrastructure (AMI) Deployment Project. • Worked with Georgetown Utility Systems (GUS) to develop City Links, our AMI deployment program. • Received a "zero liability" rating on the Sales and Use Tax Audit eonductetl by the State of Texas. Implemented a Call Cen[¢r environment for the Telephone Customer Service Representatives. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 201'1/'12 • Implement an a -mail bill tlistribution option for customers that would rather receive their bills electronically, rather than through the US Postal Service. • Enhance the Utility Office Interactive Voice Response (IVR) System [o accept credit card payments and authorize payment arrangements. • Expand the Call Center to include utility calls from all sources, leaving the GUS dispatchers responsible for field dispatch of GUS personnel only. Conduct a review and update of all Ukility Office processes and procedures in ober to streamline our activities, alleviate duplication of effort, and even out workload distribuklon. tzz UTILITY OFFICE 09/10 ACTUAL 10/11 ORIGINAL BUDGET 10/11 FINAL / ACTUAL 11/12 ADOPTED 12/13 PROPOSED Utility Office Manager 1 1 1 1 1 Utility Billing Supervisor 1 1 1 1 1 Collections Supervisor 1 1 1 1 1 Utility Payment Supervisor 1 1 1 1 1 Customer Service Representative II I 1 1 1 1 1 Customer Service Representative II 3 3 3 3 3 Customer Service Representative 1 2 2 2 2 2 Development Account Specialist 1 1 1 1 1 Field Customer Service Rep II 5 5 5 5 5 AMR Systems Operator 2 2 2 2 2 TOTAL 18 18 18 18 18 WORKLOAD MEASURES ACTUAL FY 08/09 ACTUAL FY 09/10 BUDGETED FY 10/11 PF2OJECTED FY 10/11 PROJECTED FY 11/12 1. Work orders processed 17,184 20,790 21,297 18,621 19,664 2. Payments processed 288,500 299,378 310,916 304,796 301,481 3. Customers paying by ACH Draft 2,439 2,513 2,471 2,600 2,554 4. Families helped by the Good 7.08% 6.37% 6.30% 6.00% 6.00% Neighbor Fund (GNF) 120 17 280 75 125 5. # of AquaMessenger customers N/A 82 255 455 750 PERFORMANCE MEASURES ACTUAL FY 08/09 ACTUAL FY 09/10 BUDGETED FY 10/11 PROJECTED FY 10/11 PROJECTED FY 11/12 1. Utility payment collection rate 99.9942% 99.9964% 99.9952% 99.9960% 99.9952% 2. Avg. monthly customer service 358,175 300,000 300,000 cost per account $4.42 $4.56 $4.30 $4.75 $4.80 3. % of walk-in customers 7.08% 6.37% 6.30% 6.00% 6.00% 4. % of customers contributing to the Good Neighbor Fund 6.63% 6.60% 1 6.00% 5.46% 6.00% 262,770 291,315 56,330 1,031,662 417,717 1,449,379 363,175 300,000 1,005,051 417,717 1,422, 768 59,000 2,144, 943 Personnel Operations Subtotal - Department Credit Card Fees Bad Debt Insurance Deductible Contracts - Other 123 64,000 64,000 2,133,286 2,133,286 12/13 11/12 ESTI ATEE ADOPTED ASE 1,005,565 1,005,565 405,546 405,546 1,411,111 1,411,111 358,175 358,175 300,000 300,000 64,000 64,000 2,133,286 2,133,286 Finance and Adminisfration Vehic/e Service Center DEPARTMENT DESCRIPTION This dapartmeni pertorms routine maintenance and m¢chanical repairs on all City equipment antl vehicles to ensure safe and efficient operations and to prevent antl 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 tlepartmeni also manages the Fleet Internal Service Fund, writes specifications for new vehicle and equipment purchases, and partorms naw product research. The tlepartment reports to the Support Services Director. MAJOR DEPARTMENT GOAL3 .. ...l��.'- �� ■ • �..� � � � • Ensure a safe and efficient fleet for City operations. • Preserve mechanical, electrical and hydraulic integrity of the City's fleet, thus eMending She useful life of City assets. • Decrease vehicle down time through efficient, cost-effective operations. • Maintain the int¢grity of th¢ City's fleet through effective managem¢nt of the Fleet Internal Service Fund. • Foster a "customer -oriented' appreach toward internal and eMernal customers. -i'i I_l�L S�7 7�S_l �I�:Yr_C•S•Z•7!�I�AF9:f�i1�:Y �9Y7�7163.7_\�I�l i�ZTi[Oii • Received recognition from the National Institute for Automotive Service Excellence that the VSC professional staff mat the high standards sat forth by the ASE Blue Seal of Excellence Program for the third year in a row. • Purchased 10 replacement Police cars, including 2 SUVs. • Pu rchasetl 6 replacement pickups and two hybritl vehicles. Purchased a replacement wire trailer for the Electric department. • Purchased a r¢placem¢nt vehicle, camera van for Water services. • Purchased a replacement utility service trucK. Purchased 6 additional pickups and two Hybrids. • Partnered with Clean Fuels USA on tasting a propane assist system for on¢ of our diesel dump trucks. MAJOR DEPARTMENT STRATEGIES FOR FISCAL VEAR 20'1'1H2 . Continue to increase professionalism for all mechanics by obtaining additional ASE and EVT Certifications. • Purchase 70 replacement Police vehicles. Purchase 2 replacement 12 yard dump trucks. • Purchase a replacement van and u[Ility vehicle for the Parks department. • Purchase a repiac¢ment tractor for the Airport. . Purchase three replacement pickups antl one Hybrid. • Purchase two replacement bucket trucks for Electric department. Purchase replacement backhoe for Water tlepartment. . Continue with hybritl vehicle testing program to measure cost effectiveness and efficiency for expansion as futur¢ vehicle replacements to various City departments. • Continue to research alternative fuels for use in City Fleet. tza WORKLOAD MEASURES ACTUAL FY 08109 10/11 10/11 PROJECTED FY 10111 PROJECTED FY 11/12 VEHICLE SERVICE CENTER 09/10 ORIGINAL FINAL 1 11/12 12/13 equipment ACTUAL BUDGET ACTUAL ADOPTED PROPOSED Service Center Supervisor 1 1 1 1 1 Lead Mechanic 1 1 1 1 1 Mechanic 111 4 4 3 3 3 Mechanic 1 0 0 1 1 1 Service Writer/Parts 0 0 0 0.5 0.5 TOTAL 6 6 6 6/0.5 610.5 WORKLOAD MEASURES ACTUAL FY 08109 ACTUAL FY 09/10 BUD ETED FY 10/11 PROJECTED FY 10111 PROJECTED FY 11/12 1. # of City -owned vehicles and equipment 391 398 398 408 412 2. Mechanic to vehicle ratio 1-78 1-80 1-80 1-82 1-82 3. Mechanic to Maintenance Repair 29% 30% 31% 29% 31% Units (MRU) 1-149 1-151 1-151 1-161 1-166 4. # of work orders per year 2,645 3,031 3,000 2,847 3,000 5. Gallons of fuel used per year: 7 yrs 8 yrs 8 yrs 8 yrs 8 yrs Unleaded gasoline 94,577 103,696 98,909 105,526 107,356 Diesel fuel 1 97,241 1 95,161 1 95,866 1 97,572 99,983 PERFORMANCE MEASURES ACTUAL FY 08/09 ACTUAL FY 09110 BUDGETED FY 10111 PROJECTED FY 10111 PROJECTED FY 11/12 1. # of ASE, John Deere and EVT certifications held by VSC Staff 63 89 89 83 90 2. Percent of budget sent out for service/repairs 29% 30% 31% 29% 31% 3. Average age of City fleet: • Police - Patrol 3 yrs 4 yrs 5 yrs 5 yrs 5 yrs • GUS & other dept. 7 yrs 8 yrs 8 yrs 8 yrs 8 yrs • Fire Trucks 9 yrs 9 yrs 10 yrs 9 yrs 9 yrs • Fire Prevention 6 yrs 7 yrs 7 yrs 7 yrs 7 yrs • Other Equipment 7 yrs 8 yrs 8 yrs 8 yrs 8 yrs 4, "Green" vehicles/equipment • Hybrids 11 12 14 18 19 • E85 capable 16 16 17 35 45 • Propane 1 2 2 3 3 4. Internal Customer Service rating of satisfied or better 95% N/A 951/6 1 93% 1 95% 10/11 09110 10/11 PROJECT ACTUAL I BUDGET ACTUAL 375,633 433,743 408,256 Personnel 468,535 501,489 501,483 Operations 844,168 935,232 909,739 125 12113 11/12 ESTIMATED ADOPTED BASE 436,047 436,015 505,885 505,885 941,932 941,900 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 five-year (if needed) 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 debt funding plan. M_ 10/11 12/13 09/10 10/11 PROJECTED 11112 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 96,920 115,755 115,755 Insurance 119,095 119,095 112,170 122,000 122,000 Contracts & Leases 122,000 122,000 531,222 1,877,303 1,877,303 Capital Outlay 2,447,500 2,423,100 740,312 2,115,058 2,115,058 2,688,595 2,664,195 M_ Reet Management Internal Service Fund - 5 Year Repiacement Plan Capital Replacement 2011112 2012113 2013114 2014/15 2015/16 Georgetown Utility Systems Replacement Cost 295,000 98,600 365,750 108,000 477,105 Number of Units 4 4 6 3 9 Transportation Services Replacement Cost 246,000 301,000 235.500 179,500 198,800 umberof Units 4 8 3 4 3 Community Development Replacement Cost 0 38,000 19,000 57,000 0 Number of Units 0 2 1 3 0 Finance & Administration Replacement Cost 159,500 63,000 63,500 51,200 0 Number of Units 3 4 2 4 0 Fire Services Replacement Cost 742,500 680,000 230,000 610,000 180,000 Number of Units 2 3 2 2 1 Management Services Replacement Cost 0 0 0 0 0 Number of Units 0 0 0 0 Community Services -0 Replacement Cost 38,000 64,500 113,500 140,000 34,500 Number of Units 2 4 4 6 2 Police Services Replacement Cost 616,000 944,000 671,000 58,000 591,000 Number of Units 14 24 19 2 15 IN & WIN Treatment Facilities Replacement Cost 80,000 234,000 60,000 220,000 134,000 Numberof Units 1 6 2 6 4 Insurance/Radio Maintenance Annual Cost 241,095 241,095 241,095 241,095 241,095 Total Fleet ISF Replacment Costs 2,418,095 2,664,196 1,999,346 1,664,795 1,856,500 Total ISF Replacements/Purchases 30 55 39 30 34 Non-ISF Capital Items 270,500 Number of Units 3 Total Fleet Replacement Costs 2,688,596 Total Fleet RelacementsIPurchases 33 127