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Home My WebLink About10 Joint Services Fund-compressed FY2016 Annual Budget JOINT SERVICES FUND Lighting of the Square funded by Georgetown Utility Systems 183 FY2016 Annual Budget JOINT SERVICES FUND Joint Services Fund Summary .................. 185 Accounting .............................................. 186 Conservation ........................................... 188 Customer Care ......................................... 190 Economic Development .......................... 192 Engineering Support ................................ 194 Finance Administration ........................... 196 GUS Administration ................................. 198 Human Resources .................................... 200 Legal ........................................................ 202 Main Street .............................................. 204 Purchasing ............................................... 206 Systems Engineering................................ 208 NEW POSITIONS FY2016 Development Account Specialist ................. 1 GIS Analyst/Sys Eng Associate ...................... 1 Public Improvements Inspector ................... 1 TOTAL NEW POSITIONS FY2016 ......................... 3 184 FY2016 Annual Budget JOINT SERVICES FUND The Joint Services Fund is composed of departments providing administrative support to the City. GUS Administration, Systems Engineering and Customer Care provide support to the City’s utility funds. Administrative departments including Accounting, Finance Administration, Human Resources, and Purchasing provide support to all City funds and departments. The City’s Economic Development department is included, which is funded by the General Fund and the City’s Electric and Water Service funds. JOINT SERVICES ISF INCOME STATEMENT Joint Services Fund 540 FY2014 Actual FY2015 Budget FY2015 Proj. Actual FY2016 Base FY2016 Changes FY2016 Budget Beginning Fund Balance 261,766 426,170 188,143 804,116 0 804,116 Revenues Service Fees/General 2,543,852 2,947,016 2,973,597 2,804,369 - 2,804,369 Service Fees/Airport 48,162 54,992 53,099 120,251 - 120,251 Service Fees/Electric 3,531,149 3,978,267 4,271,318 3,593,917 - 3,593,917 Service Fees/Stormwater 725,837 828,838 840,944 834,079 - 834,079 Service Fees/Wastewater 1,175,887 1,355,915 1,281,072 1,933,157 - 1,933,157 Service Fees/Water 1,654,349 2,050,623 1,918,543 2,591,685 - 2,591,685 Service Fees/Rural Water - - - 998,207 - 998,207 Conservation 48,698 62,939 33,780 66,939 - 66,939 Economic Devel. Allocation 457,758 421,734 474,414 476,039 - 476,039 GTEC Admin/Contract Fee 93,903 174,827 181,318 132,698 - 132,698 GEDCO Admin/Contract Fee 76,566 229,430 229,430 305,216 - 305,216 Interest 1,347 7,500 1,500 7,500 - 7,500 Other 30,177 10,500 15,010 10,500 - 10,500 Transfers In , Gfund - 57,000 110,410 - - - Transfers In , Utilities 4,760 187,000 315,614 - 730,763 730,763 Transfers In , Comp Study 172,690 205,024 - 65,194 - 65,194 Total Revenues 10,565,135 12,571,605 12,700,049 13,939,751 730,763 14,670,514 Expenditures Main Street 135,239 137,435 137,261 141,466 20,000 161,466 total Dwntwn & Comm Services 135,239 137,435 137,261 141,466 20,000 161,466 Finance & Administration 846,798 863,123 802,267 1,048,492 - 1,048,492 Accounting 672,841 746,337 719,276 843,643 - 843,643 Purchasing & Properties 646,439 677,610 676,938 718,203 - 718,203 Customer Care 2,330,516 2,488,780 2,486,207 3,049,286 286,063 3,335,349 total Finance & Administration 4,496,594 4,775,850 4,684,688 5,659,624 286,063 5,945,687 GUS Admin 954,103 1,278,657 1,259,211 1,260,667 105,000 1,365,667 Systems Engineering 1,266,706 1,509,286 1,501,752 1,535,245 41,898 1,577,143 Conservation 406,054 934,991 629,167 845,711 339,700 1,185,411 Engineering Support 772,370 906,878 904,275 1,176,589 48,282 1,224,871 total GUS 3,399,233 4,629,812 4,294,405 4,818,212 534,880 5,353,092 Economic Development 353,841 439,700 417,349 453,252 - 453,252 Insurance 588,123 635,000 575,000 705,000 - 705,000 Human Resources 639,025 802,106 801,728 801,643 - 801,643 HR - City-Wide Services*277,916 496,543 455,100 610,952 - 610,952 Legal Department 618,202 793,685 691,739 887,345 - 887,345 total Management Services 2,477,107 3,167,034 2,940,916 3,458,192 - 3,458,192 Transfers Out, Other 815 - - - - - Transfers Out, ISF 118,460 24,065 24,065 - 26,450 26,450 Transfers Out, General Fund 1,500 2,741 2,741 - - - Total Expenditures 10,628,948$ 12,736,937$ 12,084,076$ 14,077,494$ 867,393$ 14,944,887$ Ending Fund Balance 197,953 260,838 804,116 666,373 (136,630)529,743 CAFR Adjustment (9,810) - - - - - Available Working Capital 188,143$ 260,838$ 804,116$ 666,373$ (136,630)$ 529,743$ 185 FY2016 Annual Budget ACCOUNTING FINANCE AND ADMINISTRATION ACCOUNTING 10 FTES 9.62% OF FTE’S WITHIN THIS FUND MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015  Participated with Georgetown Utility Systems (GUS) to implement an Enterprise Asset Management (EAM) program for the utility.  Prepared a Request for Applications (RFA) and selected a bank depository institution for the City’s banking needs.  Updated and redesigned the investment portion of the Quarterly Report.  Implemented electronic budget worksheets for the annual budget process.  Prepared and conducted training on Cash Handling Procedures, Year End Processes, and the Annual Budget Process.  Updated and redesigned the monthly Airport, GTEC, and GEDCO reports.  Reviewed and updated the Travel Policy.  Implemented electronic pay stubs for biweekly payroll. MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016  Convey financial information in the form, frequency and timeliness needed for management decisions.  Provide accurate and timely payments to City employees & vendors.  Deliver financial reporting that conforms 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 resources & assets.  Integrate Fixed Asset and Project Accounting information received via EAM program into our financial information system, Incode.  Update “Helpful Hints” training materials and conduct trainings related to the topics. PRIMARY COUNCIL STRATEGIC GOALS DEPARTMENT DESCRIPTION The Accounting Department is responsible for keeping accurate financial records for the City and providing financial and related information to City management and policy makers. The Department oversees and processes accounts payable, electronic ACHs, and the City's payroll. Additionally, the Department tracks investments and cash flow of all City funds, maintains the general ledger and monitors internal controls. The Department actively participates in the budget process, investment reporting, and tracking the City’s capital improvements and grant projects. 186 FY2016 Annual Budget DEPARTMENTAL BUDGET POC FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Personnel 590,891 669,091 653,820 747,158 - 747,158 Operations 81,950 77,246 65,456 96,485 - 96,485 Capital - - - - - - Total Departmental Budget 672,841$ 746,337$ 719,276$ 843,643$ -$ 843,643$ DEPARTMENTAL PERFORMANCE MEASURES Measures FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Workload Measures 1. Vendor checks issued 8,854 10,000 10,088 11,000 0 11,000 2. Invoices processed 18,508 20,000 20,540 21,500 0 21,500 3. Payroll checks issued 15,981 16,100 17,600 17,950 0 17,950 4. Annual investment portfolio $96,665,132 90,000,000$ 94,759,385$ 95,000,000$ -$ 95,000,000$ 5. # of grants 22 12 20 10 0 10 6. Annual grant expenditures 4,852,516$ 4,288,152$ 4,618,000$ 1,100,000$ -$ 1,100,000$ Performance Measures 1. Payments processed within vendor terms 98% 98% 98% 98%0%98% 2. # of manual payroll checks processed 41 45 24 26 0 26 3. # of securities/CDs purchased 17 15 14 14 0 14 4. Internal customer rating of satified or better N/A 90%N/A 90%0%90% The number of Checks Issued provides insight into the workload of this department. AWARDS/ACCREDITATIONS The Department was awarded the Certificate of Achievement for Excellence in Financial Reporting for the 2013 CAFR for the 28th consecutive year. The Department won the Distinguished Budget Presentation Award for the 26th consecutive year. This is the highest form of recognition in governmental budgeting. 10,051 10,036 8,854 10,088 11,000 15,803 15,624 15,981 17,600 17,950 - 5,000 10,000 15,000 20,000 25,000 30,000 FY2012 FY2013 FY2014 FY2015*FY2016* Checks Issued Vendor Checks Payroll Checks $7 4 , 0 8 6 , 0 7 1 $1 0 6 , 8 8 9 , 0 0 0 $9 6 , 6 6 5 , 1 3 2 $9 4 , 7 5 9 , 3 8 5 $9 5 , 0 0 0 , 0 0 0 $- $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 FY2012 FY2013 FY2014 FY2015*FY2016* Annual Investment Portfolio Total Investments 187 FY2016 Annual Budget CONSERVATION GEORGETOWN UTILITY SYSTEM CONSERVATION 6 FTES 5.77% OF FTE’S WITHIN THIS FUND MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015  Designed the landscape, irrigation, and rainwater capture demonstration showcase to be built at the new Westside Service Center.  Delivered water conservation and native landscape lectures to multiple Homeowner Associations (HOAs,) civic organizations and church groups throughout the service territories.  Conducted a series of Native Landscape Workshops to promote the advantages of native and adaptive plants with low water requirements as a water conservation tool.  Expanded the abilities and scope of the Conservation Services department by hiring a licensed irrigator and a certified energy auditor to work with utility customers to teach and assist them with the management of their own utility usage.  Partnered with Texas A&M in a year-long Drought Survivability Study to identify the water requirements and drought tolerance of 100 species of native and adaptive plants commonly used in landscaping.  Planned and installed a drought simulator that houses 40 species of perennial plants to be monitored in the Drought Survivability Study. MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016  Maintain the City’s statutory compliance with local, state, and federal environmental legislation and regulations.  Establish and communicate Customer specific water usage and conservation objectives.  Provide useful education and opportunities to aid customers in managing their water and energy use.  Develop and implement marketing analysis and campaigns to identify specific target customer segments to more effectively administer conservation programs.  Implement water incentive programs for turf replacement, irrigation upgrades and irrigation system annual checkups.  Make best use of financial aid and subject matter expertise from environmental agencies and organizations.  Collaborate with GISD to incorporate water conservation and energy efficiency into the standard school curriculum.  Relocate the Conservation Services department to the new Westside Service Center, upon its construction. PRIMARY COUNCIL STRATEGIC GOALS Notable Budget Item WSSC Demonstration Garden $139,700 Irrigation & Landscape Rebates $200,000 DEPARTMENT DESCRIPTION The Conservation Services Department provides stewardship and management of our natural resources through the application of environmentally sound practices. The Department seeks the development of a strong foundation of leadership and education by providing opportunities, fund incentives, and assistance to citizens in the management of their own resources. This approach supports both Georgetown Utility Systems and its customers in achieving their energy efficiency and water conservation goals. Conservation Services also provides management oversight of Environmental Services. 188 FY2016 Annual Budget DEPARTMENTAL BUDGET POC FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Personnel 292,967 505,069 366,540 504,539 - 504,539 Operations 113,087 337,722 170,427 339,422 250,000 589,422 Capital - 92,200 92,200 1,750 89,700 91,450 Total Departmental Budget 406,054$ 934,991$ 629,167$ 845,711$ 339,700$ 1,185,411$ DEPARTMENTAL PERFORMANCE MEASURES Measures FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Workload Measures 1. # of AquaMessenger Participants 1,310 3,500 1,520 2,500 0 2,500 2. # of Home Energy Audits Performed 0 35 10 35 0 35 3. # of Rebates Distributed 0 250 100 500 100 600 Performance Measures 1. % of Energy Audits that resulted in improvements to the home 0%25%5%25%0%25% 2. % of residential customers participating in the AquaMessenger Program 6.00% 16.00% 6.00% 10.00% 0.00% 10.00% The number of AquaMessenger participants is measured against total water customer base. This measure provides insight into the customers' support and adoption of water conservation measures provided by the City. The percentage of energy audits that resulted in improvements to the home is measured against all customers having energy audits and allows the Department to document the efficiency gained from the energy audit program. 596 792 1,310 1,520 2,500 0 500 1,000 1,500 2,000 2,500 3,000 FY2012 FY2013 FY2014 FY2015* FY2016* # of AquaMessenger Participants 189 FY2016 Annual Budget CUSTOMER CARE FINANCE & ADMINISTRATION CUSTOMER CARE 24 FTES 23.08% OF FTE’S WITHIN THIS FUND MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015  Established a Georgetown Utility Systems customer vision that supports the Council’s vision.  Developed a foundation of behavior based standards designed to create a culture that fosters positive and interactive customer relationships.  Centralized utility related telephone calls into the Customer Care Call Center.  Standardized customer communications through email templates, telephone scripting, integrating of telephone call flows, and enhanced information on utility bill statements.  Expanded Customer Self Service options by offering automated telephone bill payment, releasing usage data via a web portal (GUARD), and expanded the capability to view prior bills online.  Provided customer service management functions for the Chisholm Trail Special Utility District. MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016  Grow and maintain quality utility programs and innovative services administered in a positive, proactive, and professional manner.  Provide proactive communication to customers to increase awareness of utility operations and service impacts.  Respond to customer inquiries and issues timely manner.  Ensure the effective delivery of timely and accurate billing and payment information to our customers.  Develop an organizational design and staffing plan to meet the Georgetown Utility Systems (GUS) customer vision.  Build upon the foundation of behavior based standards to foster a better experience that emphasizes customer relationships.  Reengineer Interactive Voice Response (IVR) System to enhance capabilities and improve services.  Replace existing Customer Information Software (CIS) that includes a Customer Relationship Management (CRM) system to facilitate interactions with customers. PRIMARY COUNCIL STRATEGIC GOALS Notable Budget Items Western District Employees to Permanent (Accounted for in “Base”) Western District Meter Audit (Utility Funds) $184,800 CIS Temp Staffing (Utility Funds) $84,000 DEPARTMENT DESCRIPTION The Customer Care Department, consists of both office and field personnel. This Department offers customer assistance with utility operations and billing inquiries. The Department communicates and educates the public on Georgetown Utility Systems processes relating to utility and conservation programs. Additionally, the Department guides new development service initiations through City processes, manages the automated meter reading process, and bills & collects for all City utility and airport services. 190 FY2016 Annual Budget DEPARTMENTAL BUDGET FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Customer Care Personnel 1,046,868 1,279,962 1,236,809 1,557,315 61,963 1,619,278 Operations 404,569 482,536 421,291 553,864 221,300 775,164 Capital 3,649 2,875 2,875 2,875 2,800 5,675 POC Details Sub-Total 1,455,086 1,765,373 1,660,975 2,114,054 286,063 2,400,117 Other Operational Expenses Credit Card Fees 545,152 354,175 650,000 660,000 - 660,000 Bad Debt 256,841 300,000 100,000 197,232 - 197,232 Contracts - Other 73,437 69,232 75,232 78,000 - 78,000 Other Expenses Sub-Total 875,430 723,407 825,232 935,232 - 935,232 Total Departmental Budget 2,330,516$ 2,488,780$ 2,486,207$ 3,049,286$ 286,063$ 3,335,349$ DEPARTMENTAL PERFORMANCE MEASURES FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Workload Measures 1. Work orders processed 22,788 16,000 22,032 22,032 2,200 24,232 2. Payments processed 321,556 325,000 445,048 445,048 4,505 449,553 3. Customers paying by ACH draft 4,283 4,500 6,412 6,412 641 7,053 4. Families helped by the Good Neighbor Fund (GNF)150 250 185 185 18 203 5. # of AquaMessenger customers 1,200 2,500 1,500 1,500 150 1,650 Performance Measures 1. Avg. monthly customer service cost per account $4.38 $4.70 $4.70 $4.70 $0.00 Yes 2. % of walk-in customers 7.07%7%14% 14%0%14% 3. % of payments by draft 25.27%30%30% 30%3%33% 4. % of customers contributing to the Good Neighbor Fund 7%8%8%8%1%9% The number of Payments Processed and number of Work Orders Processed are important departmental measures because they show the growth of the department. These measures are also impacted by the addition of the Western District in FY2015. AWARDS/ACCREDITATIONS The Texas Public Power Association (TPPA) Honor Roll Award is a statewide award recognizing the cooperative effort of four utilities including Georgetown Utility Systems, Austin Energy, New Braunfels Utilities and San Marcos. This award was presented to these utilities because of their shared ad campaign to warn Spanish-speaking customers about electricity bill scams. 326,390 333,006 344,344 467,080 473,785 18 18 19 23 24 0 3 6 9 12 15 18 21 24 27 30 0 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 450,000 500,000 FY2012 FY2013 FY2014 FY2015*FY2016* Transactions Processed vs. # of Employees Payments Processed Work Orders Processed # of Employees * Projected 191 FY2016 Annual Budget ECONOMIC DEVELOPMENT MANAGEMENT SERVICES ECONOMIC DEVELOPMENT 3 FTES 2.88% OF FTE’S WITHIN THIS FUND MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015  Worked with developers to locate prime areas for building spec space to attract businesses.  Assisted existing companies with growth and job creation.  Maintained the “Shop Georgetown” Facebook page, which has over 3,500 “likes.”  Increased marketing efforts with individual broker meetings, marketing trips, tradeshow participation, target advertising, and social media.  Attracted additional life sciences business to the Texas Life Sciences Commercialization Center (TLCC).  Helped to create a Williamson County economic development partnership.  Worked with other City departments to create the Westinghouse TIRZ and helped developers in planning for growth in the area.  Provided information and assistance to existing and prospective businesses.  Facilitated the expansion and relocation of businesses to Georgetown. MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016  Develop and implement quality advertising and marketing.  Continue to develop areas for business expansion and job creation.  Promote and expand the retention and expansion program and meet with owners and senior staff of at least 12 businesses per year.  Coordinate, develop and maintain positive relationships to promote the City’s reputation as a place to do business.  Work with economic development organizations develop and encourage the success and growth of local businesses.  Improve and increase our social media presence with YouTube videos of existing business testimonials and other projects.  Continue to develop and maintain up-to-date, in-depth information on Georgetown.  Maintain and expand the “buy local” program. PRIMARY COUNCIL STRATEGIC GOALS DEPARTMENT DESCRIPTION Economic Development coordinates and leads the City’s economic development efforts. The Department’s mission is to create and maintain a balanced and dynamic local economy while embracing community values. The Department markets the community to business prospects, provides economic and demographic information, and encourages partnerships between private and public entities. In addition, the Department represents the community in regional, state, national, and international economic development initiatives and programs. 192 FY2016 Annual Budget DEPARTMENTAL BUDGET POC FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Personnel 257,801 316,215 316,214 325,312 - 325,312 Operations 96,040 123,485 101,135 127,940 - 127,940 Capital - - - - - - Total Departmental Budget 353,841$ 439,700$ 417,349$ 453,252$ -$ 453,252$ DEPARTMENTAL PERFORMANCE MEASURES Measures FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Workload Measures 1. # of inquiries 70 70 0 0 0 0 2. # of proposals generated 50 50 60 50 5 55 3. # of Business Retention and Expansion (BRE) visits 12 24 24 24 4 28 4. # of Shop Georgetown fans 1,000 2,800 3,985 3,985 500 4,485 Performance Measures 1. # of prospects 20 20 20 20 5 25 2. # of site visits 12 12 12 12 3 15 Business Retention and Expansion (BRE) visits ensures the Department communicates with existing businesses to discover and solve any weaknesses before they become an issue. The number is conservative because time and effort is not confined to the intial visit. The Department carefully decided on this number based on past experience of issues that arise in the meetings and limited staffing. 12 12 12 24 28 0 5 10 15 20 25 30 FY2012 FY2013 FY2014 FY2015*FY2016* Number of BRE Visits *Projected 193 FY2016 Annual Budget ENGINEERING SUPPORT GEORGETOWN UTILITY SYSTEM ENGINEERING SUPPORT 11 FTES 10.58% OF FTE’S WITHIN THIS FUND MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015  Realigned staffing resources and responsibilities to handle the system administrator and asset administrator roles of EAM.  Continued to improve electric distribution system modeling and mapping capabilities though software upgrades, training efforts, and organizational changes. Completed the engineering analysis, mapping and outage management software version upgrade.  Maintained and expanded the utilization of the Development Pipeline map and underlying data layers.  Incorporated the Western District water system assets into GIS and EAM.  Acquired new aerial imagery for the utility service region.  Leveraged GIS customization and programming capabilities to automate critical GIS layer and attribute update processes. MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016  Retain a comprehensive system inventory of GUS assets.  Support, enhance and expand the EAM program.  Keep and promote a reliable and current electric model.  Maintain a reliable Pavement Management Information System to support GASB 34 and Capital Improvement Plan (CIP) efforts.  Preserve current information on the status of growth within the utility service boundaries and planning region.  Support the expansion of conservation & planning programs.  Provide useful and effective services for information requests.  Uphold current utility construction standards and specifications.  Convert existing digital as-built archive database to a new system.  Expand department cross-training efforts in critical support areas.  Improve mobile GIS mapping solutions for all user types by updating our address validation system and hiring additional personnel.  Develop and deploy tools and aids for training staff to use mapping, EAM and other viewer services. PRIMARY COUNCIL STRATEGIC GOALS Notable Budget Items GIS Analyst (1 FTE) Address Validation System (Utility Funds) $100,000 Integrate Infor and Lasefiche (Technology ISF) $50,000 Move As-Builts (Technology ISF) $31,000 DEPARTMENT DESCRIPTION Engineering Support is responsible for efficiently managing the utility’s geographic information systems and its core operating and planning engineering models. The Department manages, maintains, and supports utility asset data, enterprise asset management functions, as well as system models. The Department oversees all of the core functions of GIS, computer- aided drafting and global positioning systems services for the utility. Additionally, the Department supports several highly technical utility specific software applications for engineering design, GIS, EAM, pavement management and electric outage management. The Department is responsible for handling all utility information requests from citizens, utility customers, and the development community. 194 FY2016 Annual Budget DEPARTMENTAL BUDGET FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Personnel 624,511 668,026 668,340 825,809 43,207 869,016 Operations 147,858 238,852 235,935 350,780 5,075 355,855 Capital - - - - - - Total Departmental Budget 772,369$ 906,878$ 904,275$ 1,176,589$ 48,282$ 1,224,871$ DEPARTMENTAL PERFORMANCE MEASURES Measures FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Workload Measures 1. # of utility information requests processed 140 140 150 160 0 160 2. # of distributed GIS layers maintained on server 110 115 150 165 10 175 3. Total # of utility as-built sheets 24,250 25,000 27,500 28,500 0 28,500 4. EAM System users supported NA 100 160 175 0 175 5. Utility & Transportation employees supported 164 175 195 217 0 217 Performance Measures 1. % of "Support" requests responded to within one day 95% 95% 95% 95%0%95% 2. % of GIS layers maintained per maintenance schedule 70% 80% 85% 85%0%85% The number of Distributed GIS Layers Maintained is a measure of the amount of required data maintained for purposes of adequately supporting the key functions of the utility and transportation divisions. As the number of GIS layers grows so does the time required to maintain them. The number of Utility & Transportation Employees Supported is a measure of the amount of staff supported by this Department. One of the Department missions is to develop, acquire, maintain, and provided the most complete and accurate data sets to City staff, enabling them to perform their work. As City staffing increases so does the demand on our staff. 110 150 175 0 50 100 150 200 FY2014 FY2015*FY2016* Distributed GIS Layers Maintained 195 FY2016 Annual Budget FINANCE ADMINISTRATION FINANCE & ADMINISTRATION ADMINISTRATION 6 FTES 5.77% OF FTE’S WITHIN THIS FUND MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015  Completed integration of Chisholm Trail Special Utility District (CTSUD) into the City's financial structure.  Coordinated debt issue that funded Phase 1 of the Rivery Conference Center financing plan.  Coordinated three new bond issues and two refunding bond issues.  Revised the City's budget process and developed a new structure for the budget document.  Managed the selection of the City's Investment Advisor and Bank Depository Services contracts. MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016  Safeguard the City’s assets by maximizing available resources, minimizing costs, and protecting principle.  Plan for the City’s future financial growth to protect and enhance 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 citizens and ensure the efficient use of City resources.  Foster a “customer-oriented” philosophy toward internal and external customers.  Work with Customer Care in the selection of an enterprise Customer Information and Billing system software.  Assist in the development of an update to the City’s Annexation Plan and Comprehensive Plan update. PRIMARY COUNCIL STRATEGIC GOALS DEPARTMENT DESCRIPTION Finance Administration plans and directs the City's financial activities. The Department oversees accounting, purchasing, tax collection, billing, financial reporting, debt, and investment management. Finance directs the City’s budgeting process, monitors the long-term financial plan, and prepares related policy recommendations. Additionally, the Department plans City debt issuance, and monitors the City’s utility rates to ensure financial stability of these systems. Finance is also liaison to several boards including the General Government and Finance (GGAF) Advisory Board, the Georgetown Economic Development Corporation (GEDCO), and the Georgetown Transportation Enhancement Corporation (GTEC). 196 FY2016 Annual Budget DEPARTMENTAL BUDGET FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Personnel 500,044 468,414 434,958 645,190 - 645,190 Operations 346,754 394,709 367,309 403,302 - 403,302 Capital - - - - - - Total Departmental Budget 846,798$ 863,123$ 802,267$ 1,048,492$ -$ 1,048,492$ DEPARTMENTAL PERFORMANCE MEASURES Measures FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Workload Measures 1. # of bond issues outstanding 38 44 40 40 3 43 2. Amount of debt outstanding 173,210,705$ 185,947,574$ $215,045,006*215,045,006$ 30,340,168$ 245,385,174$ 3. Utility customers 28,000 28,400 39,800 39,800 1,200 41,000 4. Adopted Annual Budget 225,189,384$ 231,124,287$ 252,554,675$ 282,815,124$ -$ 282,815,124$ 5. Presentations to Council 28 30 25 25 - 25 6. Total # of Division Employees 79 74 74 74 2 76 Performance Measures 1. Receive GFOA Budget Award Yes Yes Yes Yes Yes Yes 2. Special projects completed/ initiated within the same fiscal year 97% 97% 97% 97%0%97% 3. Cost to produce budget document $90.00 $95.00 $85.00 $85.00 $10.00 $95.00 4. Bond Rating Standard & Poor's Rating Group AA+ AA+ AA+ AA+- AA+ Moody's Investors Service AA2 AA2 AA2 AA2 - AA2 5. # of "kudos" for Customer Service awarded to divisional employees 230 250 77 77 3 80 * The addition of Chisholm Trail SUD did not happen until after the adoption of the FY2015 budget. This accounts for the large increase in the FY2015 Annual Budget as well as the jump in the number of Utility Customers. The Debt and Bond Ratings are important in determining the financial strength and stability of a municipality. These ratings determine the ability of an entity to borrow money and clarify for investors the risk associated with investing in the organization The City has maintained a AA+ for the past few years. AWARDS/ACCREDITATIONS The Distinguished Budget Presentation Award is presented by the Government Finance Officers Association (GFOA) for the Annual Budget for 26 consecutive years. The Certificate of Achievement for Excellence in Financial Reporting is presented by the Government Finance Officers Association for the Comprehensive Annual Financial Report for 28 consecutive years. The Silver Leadership Circle Award is presented by the Texas Comptroller of Public Accounts for moving forward towards financial transparency. 197 FY2016 Annual Budget GEORGETOWN UTILITY SYSTEMS ADMINISTRATION GEORGETOWN UTILITY SYSTEM GUS ADMINISTRATION 9 FTES 8.65% OF FTE’S WITHIN THIS FUND MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015  Pursue implementation of the Regional Wastewater Master Plan.  Implemented contracts for energy supplies for 2016 – 2023.  Finalized contracts and plans to fulfill Integrated Resource Plan (IRP) related to energy supplies.  Transferred Chisholm Trail Special Utility District (CTSUD) assets, personnel and operations to Georgetown Utility Systems (GUS).  Continued Public Utility Commission process for ownership of CTSUD - completion expected in 4th quarter of 2015.  Began construction on multi-use service facility on city's West Side.  Enhanced operations at Georgetown Municipal Airport by implementing elements of business analysis.  Reorganized structure to include central clearinghouse for inspections.  Refined fuels hedging strategy, scheduling protocol, and operational training information for Energy Services.  Completed Enterprise Asset Management project to improve Energy Services and Water asset and field work management.  Engaged in setting regional water planning goals and strategies through membership on Brazos River Authority Region G Board.  Active support to legislative team at 2015 Texas Legislative Session. MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016  Encourage a safe and positive working environment for employees.  Provide and maintain reliable, competitive, cost effective utility and transportation services that reflect community values, and promote well-planned, long-range development.  Ensure excellent customer service to the Georgetown community.  Promote consumer education programs for efficient use of utilities and conservation of natural resources.  Effectively manage energy/water resource deployment.  Regional approach to utility system development and planning by partnering with utility providers, and political subdivisions.  Continue implementation of the Regional Wastewater Master Plan for the San Gabriel Basin.  Utilize new software programs to maintain accurate and comprehensive utility records.  Commence operation of the West Side Service Center.  Share in setting regional water planning goals and strategies through membership on Brazos River Authority Region G Board  Begin implementation of renewable energy contracted supplies. PRIMARY COUNCIL STRATEGIC GOALS Notable Budget Items Records into Laserfiche (Utility Funds) $179,705 SharePoint Management Portal (Utility Funds) $25,000 DEPARTMENT DESCRIPTION The Georgetown Utility Systems (GUS) Administration Department manages key business functions of the Division. The Department oversees strategic planning, organizational structure, business systems, resource allocations, and financial management. The Department also provides administrative support, including process planning and implementation, customer relations, reception, record keeping, and secretarial services, to all departments within the Georgetown Utility Systems Division. Long-term system planning is coordinated by the Department as is the coordination and operation of all utilities during emergency management situations. 198 FY2016 Annual Budget DEPARTMENTAL BUDGET FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Personnel 653,515 883,999 905,958 896,237 - 896,237 Operations 300,588 394,658 353,253 364,430 - 364,430 Capital - - - - 105,000 105,000 Total Departmental Budget 954,103$ 1,278,657$ 1,259,211$ 1,260,667$ 105,000$ 1,365,667$ DEPARTMENTAL PERFORMANCE MEASURES Measures FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Workload Measures 1. Professional Association Meetings 120 120 131 131 12 143 2. Contracts Negotiated 73 115 88 88 7 95 3. Purchase Orders Processed 1,651 1,500 1,716 1,716 25 1,741 Performance Measures 1. Consumer education program contacts 572,650 572,650 675,634 675,634 13,513 689,147 2. Customer satisfaction of field operations 97.85% 97.85% 97.85% 97.85% 0.00% 97.85% 3. Lost time injury/accidents 2 1 2 1 0 1 AWARDS/ACCREDITATIONS The Public Service Innovation Award is presented by the American Society of Public Administration for innovations in energy supply portfolio management. 199 FY2016 Annual Budget HUMAN RESOURCES MANAGEMENT SERVICES HUMAN RESOURCES 7 FTES 6.73% OF FTE’S WITHIN THIS FUND MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015  Coordinated the search process for the Council's selection of a new City Manager and City Secretary.  Collaborated with Police & Fire Departments to streamline recruitment process to increase staffing.  Facilitated organizational values review, including face-to-face feedback from 450 employees.  Organized Meet & Confer processes for Fire & Police.  Completed procurement for new employee health plans.  Conducted Compensation Market Review by identifying benchmark cities and applying a consistent research method to compile, analyze, and present results.  Implemented merit pay and cost of living adjustment (COLA) for non- civil service employees, and pay plan adjustment for civil service employees.  Updated the New Employee Orientation process and E-Verify.  Streamlined the reporting process for the Employee Wellness Program. MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016  Prepare for HR/Payroll Information System to increase efficiency of workforce services, as well as employee engagement.  Repeat market-based compensation review to retain competitive workforce and submit astrategic compensation recommendation to Management.  Implement employee training program tied to Core Values, inclusive of succession planning and leadership development.  Continue development of employee safety program.  Study feasibility of employee clinic options.  Update Personnel Policies and Procedures.  Conduct a review of the current hiring process and implement improvements for better efficiencies.  Coordinate Police and Fire Meet and Confer discussions and agreement implementation.  Arrange and organize the City Attorney selection.  Optimize Human Resources processes and programs. PRIMARY COUNCIL STRATEGIC GOALS Notable Budget Items Salary Market Adjustments DEPARTMENT DESCRIPTION The Human Resources (HR) Department develops and delivers innovative human resource programs and services designed to support the City of Georgetown’s mission statement. The Department’s core services and competencies include recruitment and staffing, employee relations, and organizational and employee development. The Department also oversees safety, compensation and benefits, wellness, performance management, and policy interpretation. This is all done with an emphasis on customer service based on respect and integrity. 200 FY2016 Annual Budget DEPARTMENTAL BUDGET FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Human Resources Personnel 559,176 711,274 711,009 708,838 - 708,838 Operations 75,195 90,832 90,719 92,805 - 92,805 Capital 4,654 - - - - - Human Resources Sub-total 639,025 802,106 801,728 801,643 - 801,643 HR City-wide Services Benefits/Market 94,961 158,543 126,200 319,752 - 319,752 Operations 182,955 338,000 328,900 291,200 - 291,200 Insurance 565,379 575,000 575,000 630,000 - 630,000 Insurance Deductible 22,744 60,000 - 75,000 - 75,000 HR City-wide Services Sub-total 866,039 1,131,543 1,030,100 1,315,952 - 1,315,952 Total Departmental Budget 1,505,064$ 1,933,649$ 1,831,828$ 2,117,595$ -$ 2,117,595$ HUMAN RESOURCES CITYWIDE SERVICES This department represents the pooled funds available for the City’s one-time performance bonus program, as well as, market adjustments for employees funded through the Joint Services Fund. Training for City-wide issues, such as supervisory training and safety are also included here, as is property and liability insurance for the City. DEPARTMENTAL PERFORMANCE MEASURES Measures FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Budget FY2016 Changes FY2016 Budget2 Workload Measures 1. Application/resumes processed 9,061 9,000 9,200 9,500 0 9,500 2. # of Civil Service Commission mtgs 5 5 5 5 0 5 3. # of worker's compensation claims processed 47 40 56 59 0 59 Performance Measures 1. Average # of open positions *21 21 25 25 0 0 2. Turnover rate **10%7%10% 10%0%10% 3. # of work injuries/illness requiring days off or modified duty 14 17 22 21 0 21 * Monthly ** FT & Regular PT/Actual Avg Filled Turnover Rate: Some turnover is healthy (e.g., retirement), but the turnover rate is a standard measure in which large variations can indicate retention problems and a higher risk to human capital investment. Typically, less than 20% indicates satisfactory retention. 0% 2% 4% 6% 8% 10% 12% 14% FY2012 FY2013 FY2014 FY2015*FY2016* Turnover Rate *Projected 201 FY2016 Annual Budget LEGAL MANAGEMENT SERVICES LEGAL 5 FTES 4.81% OF FTE’S WITHIN THIS FUND MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015  Issued opinions or presentations on various legal issues including the Open Meetings Act, Public Information Act, ethics, parliamentary procedure, and conflicts of interest, including additional training for Advisory Board officers.  Negotiated and drafted agreements, contracts and documents, including several Interlocal Agreements.  Assisted with the negotiation and drafting of amended development agreement packages for significant developments.  Supported the negotiation and drafting of real estate transactions.  Effectively managed and coordinated Contract Attorneys for significant projects. MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016  Provide legal services in a timely and efficient manner.  Recommend and prepare amendments to City codes and ordinances in accordance with Council direction.  Support Police and Code Enforcement efforts through effective Municipal Court prosecution consistent with Council objectives.  Provide support for the City’s Boards and Commissions training.  Negotiate and provide legal review for development agreements.  Manage web-based, City-wide Public Information Request (PIR) System for streamlined and effective PIR management.  Issue opinions or presentations on various legal issues, including additional training for Advisory Board officers and members.  Assist in the City’s economic development and transportation initiatives through effective negotiation and preparation of economic incentive agreements, including participation in formulation and implementation of the Airport Business Plan.  Continue efforts to standardize City documents.  Work with staff to identify and address risk management issues.  Continue systematic review and revision of the Code of Ordinances. PRIMARY COUNCIL STRATEGIC GOALS Notable Budget Item(s) Contract Management Software $40,000 DEPARTMENT DESCRIPTION The Legal Department provides in- house legal services for the City Council, Staff, Boards, and Commissions. The Department supervises outside counsel, issues legal opinions on the City Charter, City ordinances, policies and procedures, and represents the City in litigation and administrative matters. The Department also provides advice and training on legal issues to City Staff and provides annual ethics training for the City Council, Boards, and Commissions. The Legal Department coordinates all open record correspondence with the Attorney General and serves as a legal resource to staff regarding standard open records. 202 FY2016 Annual Budget DEPARTMENTAL BUDGET FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Personnel 401,308 592,211 521,765 676,870 - 676,870 Operations 209,156 201,474 169,974 210,475 - 210,475 Capital 7,738 - - - - - Total Departmental Budget 618,202$ 793,685$ 691,739$ 887,345$ -$ 887,345$ DEPARTMENTAL PERFORMANCE MEASURES FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Workload Measures 1. Legal Consultations 120 120 120 120 120 240 2. Memorandum / Opinions / Comments 75 75 75 75 75 150 3. Lawsuits 10 10 10 10 10 20 4. Claims 24 24 24 24 24 48 5. Contracts / Agreements 50 50 50 50 50 100 6. Board, Commission, Agenda and other Staff Meetings 120 120 120 120 120 240 7. Public Information Act Requests 275 450 1000 1000 200 1200 8. Municipal Court Cases (arrangements, bench trials and jury trials) Contracted Contracted Contracted Contracted Contracted Contracted Performance Measures 1. Provide timely legal counsel as requested by City staff 100% 100% 100% 100%0% 100% 2. Provide annual ethics training to Council and Committee Members 100% 100% 100% 100%0% 100% 3. Review of documents that are submitted to the Legal Department for Council action and attend respective Department, Board and Council meetings 100% 100% 100% 100%0% 100% 4. Provide timely assistance with and response to Open Records Act requests 100% 100% 100% 100%0% 100% The number of Public Information Act Requests is an important measure that shows the City’s commitment and dedication to transparency. 100 100 275 1000 1200 0 200 400 600 800 1000 1200 1400 FY2012 FY2013 FY2014 FY2015*FY2016* Public Information Requests 203 FY2016 Annual Budget MAIN STREET DOWNTOWN & COMMUNITY SERVICES MAIN STREET MAIN STREET FAÇADE 1 FTES .96% OF FTE’S WITHIN THIS FUND MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015  Partnered with six downtown restaurants and two downtown wineries to help celebrate National Preservation Month in May with The Table on Main.  Offered the 6th Annual Georgetown Swirl, a wine, food and shopping event for the square, as an annual fundraiser for the Main Street Façade & Sign Grant Program, raising over $23,000.  Awarded seven Façade & Sign Grants totaling $28,411 to downtown property and business owners.  Held 2nd Annual Ladies Nite Out retail event to help kick off the Shop Small holiday season and raise funds for the Light Up the Square holiday lighting campaign.  Raised funds for the Light Up the Square holiday lighting campaign by raising over $17,000 to match City Council’s contribution to make downtown a holiday destination for locals and tourists.  Supported signage for Southwestern University on the water tower. MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016  Redefine the Downtown’s niche in the marketplace, sharpen the competitiveness of existing businesses, and nurture new enterprises.  Focus on high-quality image development campaigns and events that will attract new shoppers, visitors, residents and investors.  Partner with Arts & Culture and CVB to build on downtown’s signature destination image through Cultural District designation.  Continue to attract and retain a healthy business mix including targeting breweries, ice cream shops, a men’s clothing shop, hardware stores, kitchen stores, etc. to help bring new shoppers, visitors, investors and residents to downtown.  Hold fundraising dinner to benefit the 8th St. Courtyard Project with The Table on Main during National Preservation Month in May. PRIMARY COUNCIL STRATEGIC GOALS Notable Budget Item(s) Increased Parking Enforcement $15,000 Holiday Lighting (Utility Funds) $60,000 DEPARTMENT DESCRIPTION The Main Street program focuses on downtown revitalization within the context of historic preservation to help diversify the economic base of the community. The Main Street Program seeks to enhance downtown vibrancy and historic preservation by using the National Main Street Center’s Four-Point Approach of organization, design, promotion, and economic restructuring. The overall goal is to help provide opportunities to enhance the downtown for citizens and tourists. 204 FY2016 Annual Budget DEPARTMENTAL BUDGET FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Main Street Personnel 85,011 88,713 88,785 88,990 - 88,990 Operations 46,228 48,722 48,476 52,476 20,000 72,476 Capital - - - - - - Total Departmental Budget 131,239$ 137,435$ 137,261$ 141,466$ 20,000$ 161,466$ DEPARTMENTAL PERFORMANCE MEASURES Measures FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Workload Measures 1. # of façade/sign grants awarded 7 10 9 10 0 10 2. # of fundraising projects 5 5 5 5 0 5 Performance Measures 1. Amount of façade/sign grants awarded $25,000 $38,000 $40,000 $45,000 $0 $45,000 2. # of downtown business openings 21 10 12 10 0 10 3. Amount of funds raised $48,000 $30,000 $52,000 $60,000 $0 $60,000 This department oversees the management of the Main Street Façade Fund. To see more details regarding this special revenue fund, please go to the Special Revenue Funds section of this budget document. The Amount of Funds Raised with our downtown special events works towards the Main Street Program’s goal of Raising Awareness and Funding for Main Street Program Projects and Façade Fund. Additionally, Grants Awarded directly correlates to the number of new businesses opening downtown or completing improvements to their façade. These improvements drive increased property valuations, which in turn increase TIRZ revenues. AWARDS/ACCREDITATIONS National Main Street Accreditation: to obtain this award, a city must meet ten criteria as determined by the Texas Historical Commission. Though these criteria are assessed by a state agency, the award is presented on a National platform. $3 0 , 0 0 0 $4 5 , 0 0 0 $4 8 , 0 0 0 $5 2 , 0 0 0 $3 0 , 0 0 0 $2 3 , 4 0 0 $4 7 , 5 6 4 $2 5 , 0 0 0 $4 0 , 0 0 0 $4 5 , 0 0 0 $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 FY2012 FY2013 FY2014 FY2015*FY2016* Main Street Facade Fund Funds Raised Grants Awarded *Projected 205 FY2016 Annual Budget PURCHASING FINANCE & ADMINISTRATION PURCHASING 8 FTES 7.69% OF FTE’S WITHIN THIS FUND MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015  Implemented the Enterprise Asset Management system in the City Warehouse.  Initiated scanning of all contracts with a goal of scanning purchase orders and other documents.  Carried out process improvements to expedite mid-level procurements and approval requirements.  Completed internal web site for employee services.  Concluded procurement activities for Public Safety Operations and Training facility. MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016  Develop and maintain an above average level of performance while maintaining a high degree of efficiency and economy through easily accessible information and readily available assistance.  Provide the COG user departments with needed materials and services by utilizing best value purchases in a timely manner.  Establish positive and productive working relationships.  Arrange ongoing training for our customers, with a focus on online training.  Review and consider updates to warehousing processes and inventory levels.  Improve public web site to provide useful information for vendors and citizens.  Standardize processes, policies, and forms across all departments to increase efficiency of processing.  Expand leadership development into departmental operations. PRIMARY COUNCIL STRATEGIC GOALS DEPARTMENT DESCRIPTION The Purchasing Department procures all supplies, equipment, and services for the City. These activities include establishing contracts, blanket purchase orders to reduce cost, and preparing bid specifications. The Department conducts formal bid proceedings for procurements over $50,000. Purchasing educates City departments about purchasing procedures and solicits ideas to improve efficiency. Purchasing is responsible for the management of communication devices as well as assisting the Accounting Department with the management of the credit card program. Additionally, Purchasing oversees the operation of the City's central receiving/distribution warehouses and is responsible for disposing of surplus items. 206 FY2016 Annual Budget DEPARTMENTAL BUDGET FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Personnel 509,877 552,001 573,229 585,725 - 585,725 Operations 136,562 125,609 103,709 132,478 - 132,478 Capital - - - - - - Total Departmental Budget 646,439$ 677,610$ 676,938$ 718,203$ -$ 718,203$ DEPARTMENTAL PERFORMANCE MEASURES Measures FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Workload Measures 1. Purchase orders entered 6,600 7,000 7,000 7,000 500 7,500 2. Inventory items disbursed by requisition 15,545 17,000 17,865 17,865 300 18,165 3. Inventory deliveries received 1,716 1,850 1,310 1,310 800 2,110 4. Formal bids processed 70 75 80 80 5 85 Performance Measures 1. Registered vendors (cumulative)2800 3000 3,200 3,200 100 3,300 2. Registered Georgetown vendors (cumulative)185 210 200 200 210 410 3. Contracts completed 115 138 110 110 22 132 4. Cost of Inventory disbursed $3,506,687 $3,600,000 $3,181,003 $3,181,003 $300,000 $3,481,003 5. Gross revenue from Impound/Surplus Auction $45,000** $60,000 $60,000 $60,000 $5,000 $65,000 6. Internal Customer Service rating of satisfied or better N/A 95.5% N/A 0.0% 0.0% 0.0% 7. Variance of GL to Inventory Main Warehouse 1%1%2%2%0%2% Electric Warehouse 1%1%1%1%0%1% **Decrease in amount resulting from decrease in number of city vehicles surplused. Warehouse Inventory Items Disbursed by Requisition: These are materials going out to our internal customers to provide services to the City. Our departmental goal is to consistently have appropriate stock available to ultimately provide uninterrupted services to the citizens. We support this goal by maintaining the accuracy of our inventory at around 97% or better, even though the industry standard is 95%. Formal Bids Processed: Our internal goal is to delegate smaller purchases and focus on larger, higher risk purchases. The increase in these larger purchases is a driving force in process improvement, as we have to appropriately use limited staff. As activity levels rise, it affects other areas such as contracting and issuing purchase orders. 19,154 16,582 15,545 17,865 18,165 0 5,000 10,000 15,000 20,000 FY2012 FY2013 FY2014 FY2015* FY2016* Warehouse Inventory Items Disbursed by Requisition 50 42 70 80 85 0 10 20 30 40 50 60 70 80 90 100 FY2012 FY2013 FY2014 FY2015*FY2016* Formal Bids Processed 207 FY2016 Annual Budget SYSTEMS ENGINEERING GEORGETOWN UTILITY SYSTEM SYSTEMS ENGINEERING 14 FTES 13.46% OF FTE’S WITHIN THIS FUND MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015  Provided engineering support to Chisholm Trail Special Utility District (CTSUD)/Western District.  Updated the Utility Master Plans for the Water and Wastewater systems.  Finished construction of Edwards Aquifer Recharge Zone (EARZ) 2013 - 2014 sanitary sewer improvements.  Concluded construction of Tin Barn Alley Utilities, Sidewalks, Street, and Drainage improvements.  Completed property acquisition for the Public Training Facility Off-Site Wastewater, FM 1460, Snead Dr. Wastewater, and others.  Wrapped up construction of 9th Street (Main to Rock Street), Paving, Drainage, and Sidewalk Improvements.  Completed various other street maintenance, sidewalk projects, and drainage projects.  Completed various other water and wastewater utility projects in conjunction with roadway and development projects  Assisted with development and negotiation of multiple water, wastewater, and municipal utility district agreements. MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016  Develop, coordinate, and maintain current Capital Improvement Plan (CIP) for utilities and transportation.  Provide superior quality project management, inspection, and quality control for CIP and development infrastructure construction.  Deliver high-quality, efficient, customer-oriented real estate services for the citizens of Georgetown.  Acquire cost effective rights-of-way and easements.  Administer timely, accurate, and complete plan review services for new development within the city’s service areas.  Bring support to other city departments as needed.  Hire additional Public Improvements Inspector to help with increasing workload.  Update City Construction Specifications and Standards manuals.  Utilize project management practices to successfully complete all construction projects in a timely and efficient manner.  Encourage and promote professional development and cross training opportunities throughout Systems Engineering.  Maintain our commitment to safety awareness and training.  Complete Westside Service Center facility construction. PRIMARY COUNCIL STRATEGIC GOALS Notable Budget Items Public Improvements Inspector (1 FTE) DEPARTMENT DESCRIPTION Systems Engineering is responsible for the development, coordination and implementation of the Capital Improvement Plan (CIP) using consulting engineering firms and contractors; delivering high-quality, efficient, customer-oriented real estate services for the acquisition of easements and rights-of-way; providing timely and reliable inspections, and contract management for projects. The Utility Engineers support the review of development plans and provide support to the Project Management Group. Additionally, the department provides planning support for overall utility growth, master utility planning, and development agreements. The department also manages Engineering Support, Electric Engineering, and Permitting & Inspections. 208 FY2016 Annual Budget DEPARTMENTAL BUDGET FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Personnel 1,030,580 1,229,846 1,235,017 1,270,111 38,738 1,308,849 Operations 236,127 279,440 266,735 265,134 3,160 268,294 Capital - - - - - - Total Departmental Budget 1,266,707$ 1,509,286$ 1,501,752$ 1,535,245$ 41,898$ 1,577,143$ DEPARTMENTAL PERFORMANCE MEASURES FY2014 Actual FY2015 Budget FY2015 Proj Actual FY2016 Base FY2016 Changes FY2016 Budget Workload Measures 1. Capital Improvement Projects # of projects 7 15 15 14 0 14 Project budget 9,642,000$ 18,140,000$ 18,456,000$ 20,628,000$ -$ 20,628,000$ 2. GTEC Projects # of projects 4 2 5 5 2 7 Project budget 964,000$ 1,575,000$ 10,434,000$ 10,434,000$ 9,747,000$ 20,181,000$ 3. Development Projects # of projects 40 60 100 100 0 100 4. Easement/Right-Of-Way Acquisitions/Research 120 120 103 251 0 251 Performance Measures 1. % of CIP projects - design complete 77% 100% 80% 14%0%14% 2. % of CIP projects under construction 77% 100% 73%0%0%0% 3. % of CIP projects within budget 100% 100% 100% 100%0% 100% The # of CIP projects measure is indicative of the demands placed on the department as well as the city's infrastructure. The # of development projects measure is a direct indicator of department demands, infrastructure needs, and the economic growth of the city. 12 13 7 15 14 76 75 40 100 100 0 20 40 60 80 100 120 FY2012 FY2013 FY2014 FY2015*FY2016* Development and CIP Projects # of CIP Projects # of Development Projects 209 FY2016 Annual Budget THIS PAGE INTENTIONALLY LEFT BLANK. 210