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The Finance & Administration Division serves City departments and citizens through Accounting, Administration,
Facilities Maintenance, Fleet Management, Municipal Court, Purchasing & Properties and the Utility Office, The
Division also manages the City's internal service funds for Facilities and Fleet. In 2001/02, oversight of the City's
Sanitation Services was assigned to the Division and will be managed through the Utility Office.
Finance & Administration
Administration
Page 52
Accounting
Page 50
Municipal Court
Page 62
Purchasing & Properties
Page 64
Facilities Maintenance
11 (Includes Internal Service Fund)
Page 54
Fleet Management
(Includes Internal Service Fund)
Page 58
Utility Office
Page 66
Sanitation
Page 68
Accounting
Administration
Facilities Maintenance
Facilities Main. Contracts
Vehicle Service Center
Capital Replacements & Ins.
Municipal Court
Court Fees SRF
Purchasing & Properties
Utility Office
Sanitation Contracts
IDivision Total
Finance and Administration
99/00
ACTUAL
00/01
BUDGET
00/01
PROJECTED
ACTUAL%
01/02
ADOPTED
Ghan e' _
02/03-
ESTIMATED
BAS.E _
307,742
362,270
360,623
361,598
(0.3%)
361,598
306,960
346,333
341,080
302,968
(-11.2%)
302,968
53,873
59,860
59,707
61,663
(3.3%)
61,663
417,397
551,535
560,330
490,218
(-12.5%)
467,652
387,770
461,021
461,021
487,144
(5.7%)
439,666
646,002
658,161
631,897
818,185
(29.5%)
674,033
156,030
170,426
169,928
195,985
(15.3%)
195,985
8,385
20,000
20,000
40,195
(to1.o%)
20,000
318,698
356,075
355,407
370,433
(4.2%)
370,433
480,387
563,731
548,628
654,216
(19.2%)
642,467
1,979,998
2,438,879
2,230,985
2,392,539
(7.2%)
2,400,345
5,063,242
5,988,291
5,739,606
6,175,144
(7.6%)
5,936,810
ercent change of 01/02 Adopted from 00/01 Projected Actual
Sanitation Contracts 2,392,539. ,
Vehicle Service Center 1,305,329
Utility Office 654,216
Facilities Maintenanc8 551,881
Purchasing & Properties 1370,433
Accounting 361,598
Administration 302,968
Municipal Court 236,180
0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000
49
0
Operat
649
Capital
Personnel
25%
Finance and Administration
Accounting
DEPARTMENT DESCRIPTION
The Accounting Department is responsible for keeping accurate financial records for the City and providing financial
and related information to division directors, department heads, and council members when they make financial
decisions for the City. The Department pays accounts payable promptly by issuing and mailing checks weekly,
processes the City's payroll and related reports, tracks investments and cash flow of all City funds, maintains the
general ledger and monitors internal controls, prepares interim and annual financial budget and investment reports,
tracks the City's capital improvements and grant projects, monitors bond proceed disbursements and pays the
City's debt service.
MAJOR DEPARTMENT GOALS
• Provide financial information to all users in the form, frequency and timeliness needed for management
decisions.
• Provide for accurate and timely payments to City employees and vendors.
• Provide financial reporting conformity with generally accepted accounting principles that receives the
Government Finance Officers Association (GFOA) Certificate of Achievement.
• Monitor budget revenues and expenses to ensure fiscal accountability and responsible use of City resources.
• Ensure maximum safety of invested funds while achieving a competitive rate of return.
• Foster a "customer -oriented" approach toward internal departments of the City.
• Monitor internal controls to safeguard the City's assets.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001
• Upgraded the City's financial system to improve efficiency and enhance customer service.
• Developed an implementation plan for Governmental Accounting Standards Board Statement No. 34 (GASB
34) to prepare for this mandate.
• Coordinated Benefits Team to improve employee benefits package, thus increasing employee retention.
• Implemented credit card software to reduce administrative processing efforts by divisions.
• Completed process and awarded bid for depository services to enhance safeguards for City assets.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002
• Implement check -signing software to provide highest possible safeguards from possible check fraud.
• Implement automated timekeeping system to streamline the payroll process.
• Provide a forum for feedback from City departments ensuring continued high levels of service and meeting
needs of department managers.
• Continue staff professional and technical development for implementation of GASB 34.
ACCOUNTING
99/00
ACTUAL
00/01
BUDGET
00/01
ACTUAL
01/02
ADOPTED
02/03
PROJECTED
Accountant 1
.75
.75
.75
.75
.75
Accountant II
1
1
1
1
1
Accounting Specialist
2.5
2.5
2.5
2.0
2.0
Chief Accountant
1
1
1
1
1
Controller
1
1
1
1
1
Payables Supervisor
1
1
1
1
1
Total (FT/PT)
6.75/.5
6.75/.5
6.75/.5
6.75
6.75
We
WORKLOAD MEASURES
ACTUAL
FY 98/99
ACTUAL
FY 99100
BUDGETED
FY 00101
PROJECTED
FY 00/01
PROPOSED
FY 01/02
1. Vendor checks issued
10,905
11,586
11,750
11,310
11,500
1. Invoices processed
49,864
N/A
52,500
51,000
51,500
2. Payroll checks issued
9,204
10,044
10,050
10,200
10,300
3. Annual investment portfolio
$30,686,882
31,881,869
$30,000,000
$33,000,000
$31,000,000
4. # of grants
28
27
16
15
6
Annual grant expenditures
$1,681,735
$2,117,492
$1,520,000
$600,565
$399,595
PERFORMANCE MEASURES
ACTUAL
FY 98/99
ACTUAL
FY 99/00
BUDGETED
FY 00/01
PROJECTED
FY 00/01
PROPOSED
FY 01/02
1. Payments processed within
vendor terms
N/A
N/A
N/A
N/A
95%
2. Payroll check accuracy
N/A
N/A
N/A
N/A
98%
3. % of budgeted interest received
141%
154%
100%
120%
100%
4. Internal customer rating of
satisfied or better
N/A
N/A
N/A
N/A
95%
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
00/01
99/00 00101 PROJECTED
ACTUAL BUDGET ACTUAL
247,008 308,234 306,587
56,619 54,036 54,036
4,115
307,742 362,270 360,623
MAJOR BUDGET CHANGES/ISSUES:
02/03
01/02 ESTIMATED
ADOPTED BASE
Personnel 311,735 311,735
Operations 49,863 49,863
Capital
361,598 361,598
A part-time accounting specialist position was eliminated in 2001/02.
51
Finance and Administration
Administration
DEPARTMENT DESCRIPTION
The Administration Department provides support to City departments through leading and managing Accounting,
Facilities Maintenance, Fleet Management, Municipal Court, Purchasing & Properties and Utility Office. This
department plans and directs the City's financial activities: accounting, purchasing, tax collections, billings, financial
reporting, and debt and investment management. The department directs the City's budgeting process; the
preparation and publication of the Annual Operating Plan Element (budget) of the Georgetown Century Plan;
monitors and updates long-term financial plan and prepares related policy recommendations; and plans and
coordinates city debt issuances, including presentations to bond rating agencies.
Other projects include working with Georgetown Utility Systems (GUS) and the Utility Office on the City's utility
services and electric deregulation strategies.
MAJOR DEPARTMENT GOALS
• Ensure the City's assets by maximizing available resources, minimizing costs, and protecting cash principle.
• Plan for the City's future financial growth.
• Be the leader in providing the highest level of service in administering the operating and capital budgets and
implementing innovative approaches toward budgeting.
• Evaluate and make recommendations on City operations and procedures to make the City more effective in
providing services to the citizens of Georgetown and more efficient in the use of City resources.
• Foster a "customer -oriented" philosophy toward internal and external departments in the City.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001
• Completed 2001 bond issuance process, receiving a bond rating upgrade from Al to A2 for Utility and
General Obligation (GO) debt.
• Completed Cimarron Hills Public Improvement District (PID) process to fund infrastructure improvements
within the development.
• Coordinated the selection process for the City's external auditors.
• Developed quarterly reporting format for Council, providing budget and investment data.
• Completed 2001 Citizen's Guide to the Budget, providing budget and financial information to the public.
• Completed utility fee analysis for water and wastewater, revising utility rates as needed.
• Revised 2001/02 budget document to make it user friendly and provide more meaningful performance
measures.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002
• Develop a long-range plan to ensure financial stability and General Fund compliance with the City's new fiscal
and Budgetary Policy.
• Assist in the development of the Georgetown 4B budget for transportation improvements and related funding
issues.
• Continue to find innovative methods of improving the budget process.
• Coordinate the 2001/02 bond issues.
• Analyze financial impacts of various development projects as required.
• Research financing options for the City's fleet and other capital equipment.
52
99/00
00/01
00/01
01/02
02/03
ADMINISTRATION
ACTUAL
BUDGET
ACTUAL
ADOPTED
PROJECTED
Division Director
1
1
1
1
1
1
Administrative Assistant
1
1
1
1
2
2
Total
2
2
2
52
WORKLOAD MEASURES
ACTUAL
FY 98/99
ACTUAL
FY 99/00
BUDGETED
FY 00/01
PROJECTED
FY 00/01
PROPOSED
FY 01/02
1. # of bond issues outstanding
10
12
13
13
14
Amount of debt outstanding
$47,880,000
$54,360,000
$54,095,000
$54,095,000
$57,340,700
2. Utility customers
14,501
15,718
16,520
16,750
17,755
3. Adopted Annual Budget
$68,861,433
$81,757,046
$85,402,571
S85,122,898
S87,517,326
4. Presentations to Council
N/A
N/A
12
1 12
15
PERFORMANCE MEASURES
ACTUAL
FY 98/99
ACTUAL
FY 99/00
BUDGETED
FY 00/01
PROJECTED
FY 00/01
PROPOSED
FY 01/02
1. Receive GFOA Budget Award
Yes
Yes
Yes
Yes
Yes
2. Special projects completed/
204,800
201,959 Operations
2,494
2,494 Capital
initiated within the same fiscal year
N/A
N/A
N/A
N/A
95%
3. Avg. cost to produce budget
document
$36.86
$40.00
$40.00
$39.24
$40.00
4. Bond Rating:
Standard & Poor's Rating Group
A
A
A
A+
A+
Moody's Investors Service
A2
A2
A2
Al
Al
DEPARTMENT BUDGET: JOINT SERVICES FUND
306,960 346,333 341,080
MAJOR BUDGET CHANGES/ISSUES:
53
02/03
01/02 ESTIMATED
ADOPTED BASE
144,230 144,230
158,738 158,738
302,968 302,968
00/01
99/00
00/01
PROJECTED
ACTUAL
BUDGET
ACTUAL
123,261
139,039
136,627 Personnel
183,699
204,800
201,959 Operations
2,494
2,494 Capital
306,960 346,333 341,080
MAJOR BUDGET CHANGES/ISSUES:
53
02/03
01/02 ESTIMATED
ADOPTED BASE
144,230 144,230
158,738 158,738
302,968 302,968
Finance and Administration
Facilities Maintenance
DEPARTMENT DESCRIPTION
The Facilities Maintenance Department provides building maintenance,
facilities construction management, major and minor renovations,
supervision of architects and consultants, janitorial services, landscape FACILITIES MAINTAINED
services, equipment replacement and emergency repairs for
approximately 20 municipal buildings (approx. 150,000 s •ft.). This
department is responsible for developing and maintaining the Facilities 5 20= ° 3
Maintenance Internal Service Fund which provides a repair/replacement 1
schedule for various building maintenance items and equipment, and I s
charges a lease fee to each building occupant to fund the repairs. The e
department conducts monthly inspections of each facility to identify—
existing or potential problems and corrects those situations. Facilities °=' 0102"
Maintenance is managed by the Support Services Director.
MAJOR DEPARTMENT GOALS
• Provide quality maintenance of City of Georgetown public facilities which fosters a safe and positive
atmosphere for our employees and citizens.
• Provide preventative maintenance services on all HVAC equipment, elevators, emergency generators,
landscaping, copiers, and fire protection systems to ensure optimum operational efficiency and extend the life
of capital investments.
• Modify and update the internal service fund to provide a perpetual funding source for facility repairs and
services.
• Annually update the five-year 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 2000/2001
• Completed the construction of Fire Station No. 4 on Airport Road.
• Coordinated the selection of an architect and began design work for the Municipal Complex in preparation of
relocating multiple City functions and departments.
• Began design work for the renovation of City Hall.
• Coordinated the schematic site design of the Library for possible future renovation.
• Upgraded City facilities, including replacing the roof at the Tennis Center and two HVAC units at the
Community Center.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002
• Begin construction of the Municipal Complex and City Hall to provide for additional office space that meets the
needs of the citizens and staff.
• Provide construction coordination and oversight for the renovation of the Airport Terminal.
• Coordinate the selection of an architect for, and complete design of an Animal Shelter, Parks Administration
Building, and Recreation Center renovations.
• Complete the scheduled replacement/repair of capital items approved in the internal service fund.
• Continue to monitor/supervise service contracts that provide maintenance services to 20 City buildings.
• Coordinate design, bidding, construction and project closeout of City facilities as budgeted and approved by
the City Council in the 5 -Year Facility Plan.
54
99/00
00/01
00/01
01/02
02/03
FACILITIES MAINTENANCE
ACTUAL
BUDGET
ACTUAL
ADOPTED
PROJECTED
Facilities Maintenance Worker
1
1
1
1
1
Total
1
1
1
1
1
54
WORKLOAD MEASURES
ACTUAL
FY 98/99
ACTUAL
FY 99/00
BUDGETED
FY 00/01
PROJECTED
FY 00/01
PROPOSED
FY 01/02
1. Work orders processed
374
326
326
402
402
2. Facilities maintained
16
18
18
21
21
3. Square feet of facilities maintained
117,500
123,000
130,000
150,000
150,000
4. Service contracts managed
7
10
10
11
11
5. New construction dollars
N/A
N/A
$1,133,538
$4,194,993
$4,194,993
PERFORMANCE MEASURES
ACTUAL
FY 98/99
ACTUAL
FY 99/00
BUDGETED
FY 00/01
PROJECTED
FY 00/01
PROPOSED
FY 01/02
1. Work orders / PM requests
BUDGET
ACTUAL
40,777
45,854
45,701 Personnel
completed
N/A
N/A
N/A
75%
80%
2. New construction completed
N/A
N/A
N/A
25%
60%
3. Avg. completion time per work
order
N/A
N/A
N/A
6 days
5 days
DEPARTMENTAL BUDGET: FACILITIES MAINTENANCE FUND
MAJOR BUDGET CHANGESIISSUES:
55
02/03
01/02 ESTIMATED
ADOPTED BASE
47,456 47,456
14,207 14,207
61,663 61,663
00/01
99/00
00/01
PROJECTED
ACTUAL
BUDGET
ACTUAL
40,777
45,854
45,701 Personnel
13,096
14,006
14,006 Operations
53,873
59,860
59,707
MAJOR BUDGET CHANGESIISSUES:
55
02/03
01/02 ESTIMATED
ADOPTED BASE
47,456 47,456
14,207 14,207
61,663 61,663
Finance and Administration
Facilities Maintenance Contracts
Major building maintenance expenses as well as janitorial services, copier replacement and landscape
maintenance are included in this department. Each maintenance service is assigned an annual lease value, which
the leasing department pays into the Internal Service Fund. The annual lease value is determined by the projected
replacement cost divided into the years of useful life for each item. These lease payments enable the Internal
Service Fund to replace or repair items on a pre -planned schedule. Thus, the City maintains comfortable, safe and
aesthetically appealing City facilities.
FACILITIES MAINTENANCE CONTRACTS BUDGET: FACILITIES MAINTENANCE FUND
MAJOR BUDGET CHANGES/ISSUES:
The Citys purchase of Municipal Complex (formerly the C3 building) and the opening of Fire Station 4 accounts for
the increase in contracts and leases, which relate to landscaping and other maintenance costs.
56
00/01
02/03
99/00
00/01
PROJECTED
01/02
ESTIMATED
ACTUAL
BUDGET
ACTUAL
ADOPTED
BASE
62,635
67,155
87,155
Buildings & Structures
37,690
7,190
285,133
329,518
329,518
Lease and Contracts
364,928
365,962
40,500
87,162
49,738
Bldg. Improvements
25,500
40,200
29,129
67,700
93,919
Other Operating
62,100
54,300
417,397
551,535
560,330
490,218
467,652
MAJOR BUDGET CHANGES/ISSUES:
The Citys purchase of Municipal Complex (formerly the C3 building) and the opening of Fire Station 4 accounts for
the increase in contracts and leases, which relate to landscaping and other maintenance costs.
56
Facilities Maintenance
Internal Service Fund
01/02 02/03
By Function
Copier Replacement
Copier Maint.
Painting, Int.
Painting, Ext.
Roof Replacement
HVAC Replacement
Pest Extermination
Carpet Replacement
Vinyl Replacement
Landscape Maintenance
Janitorial Svcs.
HVAC Maintenance
Elevator Maintenance
Emergency Gen. Maint.
Racquetball Court Ceiling Tiles
Gym and Racquetball Floor Maintenance
Table and Chair Replacement
Overhead Door Maintenance
Halon/Fire Alarm Maintenance
Tennis Court Resurfacing
Dry Deck
Treadmill Replacement
Stairclimber Replacement
Recumbent Bike Replacement
Security System Maintenance
Waterproofing Rec Ctr. Gym
Gutter Repair/Municipal Bldg
Upgrade Security Sys Access Software
Sub -Total
Non Allocated Contingency
Contract -Animal Services
Total Costs by Function
28,100
29.400
29.000
29.000
3,003
9,737
1,500
7,500
0
0
0
15,000
2,720
2,720
5,300
3,000
5,000
6,700
118.010
118,010
157,435
157,435
42,130
42,730
2.600
2.600
8,750
8,750
200
200
0
0
6,500
0
1,500
ZODD
1,070
1,070
12000
0
0
0
5,000
0
0
2400
0
0
1,200
1,200
13,000
0
16,000
0
7 nna
0
Airport Terminal
City Holl
City Office Building
Community Center
COU
Country Club Median
Fre Station #1
Fre Station #2
Fre Station #3
Fire Station #4
Katy Lake Training Facility
Library
Madellia Hilliard
Municipal Building
Police Dept Annex
Park & Ride Facility
Police Station
Recreation Center
Development Services Facilities
Industrial Building
Scenic Drive Median
Williams Drive Median
Williams Drive & 1-35 Medians
University Drive & 1-35 Medians
6th & Main Parking Lot Landscape Maint.
Georgetown Viloge Landscape Maint.
Tennis Center
Industrial Avenue Lot
Municipal Complex
Sub -Total
Non Allocated Contingency
Contract -Animal Services
Total Costs by Facilities
03/04.
W05
29,400
1,100
29,000
29,000
13,500
17,000
1,000
0
10,000
0
0
35,000
2,720
2,720
3,100
0
0
0
118,010
118,010
157,435
157,435
42,730
53,530
2,600
2.600
8,750
8,750
200
200
4,100
0
0
0
2,000
2,000
1,070
1,070
12000
0
0
0
0
0
0
0
2400
0
1,200
1,200
0
0
0
0
22.500
22.500
7,500
5,700
5,700
0
490,218
467,652
448,715
460
460
10,460
11,520
26,520
13,520
17,745
27,545
21,245
12,660
6,160
6,160
24,204
39,504
22,704
546
546
546
10,010
10,010
19,810
1,660
1,660
2.660
17,693
17,693
17,693
10,530
11,630
11,630
1Q798
9,098
12198
26,629
34,629
26,629
2.361
5,061
2,361
56,663
33,797
29,560
17,135
7,335
7,335
3,276
3,276
3,276
27,449
37,249
27,449
75,232
49,332
71,232
21,152
21,152
30,952
2,730
2730
2730
4,368
4,368
4,368
1,638
1,638
1,638
1,092
1,092
1,092
1,092
1,092
1,092
2730
2,730
2730
46,000
46,000
46,000
45,404
29,904
36,904
756
756
756
22,500 22500
5,700 5,700
490,218 467,652
57
0
429,615
7,500
0
437,115
1,560
11,520
17,745
6,160
25,204
546
12,510
1,660
22,693
22,430
9,098
26,629
2361
64,560
10,335
3,276
31,449
46,932
21,152
2,730
4,368
1,638
1,092
1,092
2.730
46,000
24,904
756
05/06
37,200
29,000
0
0
0
45,000
2,720
5,000
0
118,010
157,435
53,530
2,600
8,750
200
0
0
2,000
1,070
0
0
0
0
0
1,200
0
0
0
463,715
7,500
0
471,215
460
26,320
17,745
6,160
22,704
546
10,010
1,660
17,693
22,430
9,098
81,429
2361
38,360
7,335
3,276
27,449
46,932
29,952
2730
4,368
1,638
1,092
1,092
2730
46,000
24.904
756
7,500 7,500 7,500
448,715 437,115 471,215
Finance and Administration
Vehicle Service Center
DEPARTMENT DESCRIPTION
This department performs routine maintenance and mechanical repairs
on all City equipment and vehicles to ensure safe and efficient
operations and to prevent and minimize future repair needs. All vehicles
needing repairs are brought to the Vehicle Service Center for inspection
and either repaired in-house or referred to outside shops for specialized
service. The supervisor serves as the division's representative to the
City safety committee. The department also manages the Fleet Internal
Service Fund, writes specifications for new vehicle and equipment
purchases, and performs new product research. The department reports
to the Support Services Director.
MAJOR DEPARTMENT GOALS
VEHICLES AND EQUIPMENT
• Ensure a safe and efficient fleet for City operations.
• Preserve mechanical, electrical and hydraulic integrity of the City's fleet thus extending the useful life of City
assets.
• Decrease vehicle down time through efficient, cost-effective operations.
• Maintain the integrity of the city's fleet through effective management of the Fleet Internal Service Fund.
• Foster a "customer -oriented' approach toward internal and external City departments.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001
• Installed equipment in 11 new vehicles and outfitted 2 police cars for operational use.
• Replaced both fuel dispensers, increasing accuracy and efficiency at the City fueling station.
• Replaced the pressure washer for use in maintaining vehicle appearance.
• Upgraded the tire changer, increasing safety within the department.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002
• Replace and/or equip 21 new vehicles, including 7 police vehicles.
• Cost-effectively extend the life of the fleet, while maintaining the quality of the vehicle through innovative
methods.
• Continue to increase professionalism by encouraging all mechanics to obtain Automotive Service Excellence
(ASE) certifications.
• Continue monitoring safety issues within the department, ensuring a safe and efficient workplace.
99/00
00/01
00/01
01/02
02/03
VEHICLE SERVICE CENTER
ACTUAL
BUDGET
ACTUAL
ADOPTED
PROJECTED
Vehicle Services Supervisor
1
1
1
1
1
Lead Mechanic
1
1
1
1
1
Mechanic
2
2
2
2
2
Mechanic's Helper
.5
.5
.5
.5
.5
Total Fr/P
4/.5
4/.5
4/.5
4/.5
1 4/.5
WORKLOAD MEASURES
ACTUAL
FY 98/99
ACTUAL
FY 99/00
BUDGETED
FY 00/01
PROJECTED
FY 00/01
PROPOSED
FY 01/02
1. # of City -owned vehicles and
PROJECTED
01/02
ESTIMATED
ACTUAL
BUDGET
equipment
243
239
258
241
241
2. Mechanic to vehicle ratio
1-81
1-80
1-86
1-80
1-80
3. Mechanic to Maintenance Repair
387,770
461,021
461,021
487,144
439,666
Units (MRU)
1-156
1-164
1-160
1 —164
1-164
4. # of work orders per year
2,698
2,459
3,498
3,338
3,404
5. Gallons of fuel used per year
5 yrs
6 yrs
7 yrs
7 yrs
8 yrs
Unleaded gasoline
95,759
90,408
107,126
89,096
90,877
Diesel fuel
32,084
37,820
41,511
37,964
38,723
PERFORMANCE MEASURES
ACTUAL
FY 98/99
ACTUAL
FY 99/00
BUDGETED
FY 00/01
PROJECTED
FY 00/01
PROPOSED
FY 01/02
1. # of ASE certifications held by
PROJECTED
01/02
ESTIMATED
ACTUAL
BUDGET
mechanics
30
30
32
32
34
2. % of repairs sent out for service
WA
15%
15%
15%
10%
3. Average age of City fleet:
387,770
461,021
461,021
487,144
439,666
► Police
4 yrs
4 yrs
4 yrs
4 yrs
4 yrs
► Public Works & other dept.
6 yrs
7 yrs
7 yrs
7 yrs
7 yrs
► Fire Trucks
5 yrs
6 yrs
7 yrs
7 yrs
8 yrs
► Fire Prevention
7 yrs
6 yrs
6 yrs
6 yrs
7 yrs
► Other Equipment
6 yrs
6 yrs
6 yrs
6 yrs
7 yrs
4. Customer satisfaction rating
N/A
N/A
N/A
N/A
75%
DEPARTMENTAL BUDGET: FLEET MANAGEMENT FUND
MAJOR BUDGET CHANGESIISSUES:
Operational costs increase in 2002 for a one-time major overhaul to the City's street sweeper.
59
00/01
02/03
99/00
00/01
PROJECTED
01/02
ESTIMATED
ACTUAL
BUDGET
ACTUAL
ADOPTED
BASE
179,190
203,197
203,197 Personnel
199,271
199,271
208,580
257,824
257,824 Operations
287,873
240,395
387,770
461,021
461,021
487,144
439,666
MAJOR BUDGET CHANGESIISSUES:
Operational costs increase in 2002 for a one-time major overhaul to the City's street sweeper.
59
Finance and Administration
Vehicle Replacement & Insurance
The purchases of vehicle replacements, vehicle specific equipment and 800 MHZ communication equipment for all
City departments are accounted for in this department. All major equipment and vehicles used in providing
services to citizens of Georgetown, are purchased from the Fleet Management Fund. Each vehicle and piece of
equipment are assigned an annual lease value, which the leasing department pays into the Internal Service Fund.
The lease payments made by the departments enable the Internal Service Fund to schedule equipment and vehicle
replacements.
CAPITAL REPLACEMENT & INSURANCE BUDGET: FLEET MANAGEMENT FUND
MAJOR BUDGET CHANGES/ISSUES:
The capital outlay budget varies from year to year, depending upon the scheduled replacement of equipment and
vehicles.
60
00/01
02/03
99/00
00/01
PROJECTED
01/02
ESTIMATED
ACTUAL
BUDGET
ACTUAL
ADOPTED
BASE
67,225
81,830
81,830
Insurance 81,830
81,830
53,409
12,000
12,000
Contracts & Leases 66,952
68,603
525,368
564,331
538,067
Capital Outlay 669,403
523,600
646,002
658,161
631,897
818,185
674,033
MAJOR BUDGET CHANGES/ISSUES:
The capital outlay budget varies from year to year, depending upon the scheduled replacement of equipment and
vehicles.
60
Fleet Management
Internal Service Fund
61
01102
02103
03/04
04105
05106
Capital Replacement
Georgetown Utility Systems
Replacement Cost
Number of Units
391,550
12
161,288
7
306,045
12
223,500
4
74,500
4
Community Services
Replacement Cost
Number of Units
0
0
0
0
0
0
0
0
0
0
Planning & Development
Replacement Cost
Number of Units
0
0
0
0
21,000
1
0
0
37,000
2
Finance & Administration
Replacement Cost
Number of Units
14,500
1
34,000
4
14,500
1
3,700
1
0
0
Fire Services
Replacement Cost
Number of Units
0
0
17,500
1
70,000
3
280,000
1
390,000
1
Management Resources
Replacement Cost
Number of Units
10,000
1
49,000
2
35,000
2
35,000
2
25,000
1
Information Resources
Replacement Cost
Number of Units
0
0
0
0
17,500
1
0
0
0
0
Parks & Recreation
Replacement Cost
Number of Units
15,000
1
78,600
5
50,000
3
0
0
17,500
1
Police Services
Replacement Cost
Number of Units
141,188
7
92,000
4
115,000
5
46,000
2
207,000
9
W & WW Treatment Facilities
Replacement Cost
Number of Units
30,000
1
46,832
2
0
0
28,000
1
35,000
2
Equipment (City-wide)
67,165
44,380
42,950
33,360
97,245
Total Fleet ISF Capital Costs
669,403
523,600
671,995
649,560
883,245
Total Replacements/Purchases
23
25
28
11
20
61
Finance and Administration
Municipal Court
DEPARTMENT DESCRIPTION
The Municipal Court handles the judicial processing of Class C
misdemeanors that originate from traffic citations, citizen complaints,
code violations, and misdemeanor arrest, occurring within the territorial NUMBER OF TICKETS/REVENUE
limits of the City of Georgetown. The Municipal Court processing is pre-
determined by the Texas Code of Criminal Procedure and the Code of 700.OW
Judicial Conduct. In addition to the judicial processing, the Court W0,0W
prepares dockets, schedules trials, processes juries, records and ' �°°'°°° °'°°
collects fine payments, and issues warrants for Violation of Promise to m T
Appear and Failure to Appear. Municipal Court also processes code
violations as part of the city-wide code enforcement effort.
p 0
The Municipal Judge holds monthly arraignment, juvenile and trial The "mr
dockets. The department reports to the Municipal Court Clerk.
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.
• Manage Court functions through a team approach with all related divisions in the City.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001
• Participated in a multi -jurisdictional warrant round up resulting in increased revenues from back -logged,
outstanding warrants.
• Upgraded court software to enhance Court efficiency and operations.
• Processed additional caseload due to the Step Program.
• Increased part time clerk position to full time to accommodate increasing workload.
• Implemented link between police and court operations for ticket processing to reduce duplicated workload.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002
• Develop a Municipal Court website to enhance customer service through communication of court processes
thus reducing staff workload.
• Increase number of court sessions to reduce case scheduling time by thirty days.
• Increase jurisdictions that participate in warrant round ups.
• Implement internet payment option for court fines to enhance customer service.
62
99/00
00/01
00/01
01/02
02/03
MUNICIPAL COURT
ACTUAL
BUDGET
ACTUAL
ADOPTED
PROJECTED
Municipal Court Clerk
1
1
1
1
1
1
Deputy Court Clerk
1.5
1.5
1
1
1
Court Cashier
Total(FT/PT)
0
2.5
0
2/.5
1
3
1
3
3
62
WORKLOAD MEASURES
ACTUAL
FY 98/99
ACTUAL
FY 99/00
BUDGETED
FY 00/01
PROJECTED
FY 00/01
PROPOSED
FY 01/02
1. # of cases filed
4,742
5,854
5,510
6,878
11,000
2. # of courtesy letters
3,784
5,491
5,725
5,080
6,604
3. # of warrants issued
984
1,014
1,055
748
1,000
4. Municipal Court fine revenue:
N/A
N/A
N/A
N/A
500 hits
Retained by City
$245,125
$336,517
$305,000
$372,700
$630,833
Remitted to State
$108,842
$132,796
$173,000
$167,280
$201,850
DEPARTMENTAL BUDGET: GENERAL FUND
ACTUAL
ACTUAL
BUDGETED
PROJECTED
PROPOSED
PERFORMANCE MEASURES
FY 98/99
FY 99/00
FY 00/01
FY 00/01
FY 01/02
1. Arraignment docket scheduling
N/A
90 days
90 days
90 days
60 days
2. Processing of ticket entry
N/A
6 days
6 days
6 days
5 days
3. Customer use of website
N/A
N/A
N/A
N/A
500 hits
4. Collections per Court Clerk
N/A
N/A
N/A
$124,200
$210,200
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
02/03
01/02 ESTIMATED
ADOPTED BASE
Personnel 158,814 158,814
Operations 37,171 37,171
195,985 195,985
Personnel costs increase in 2002 due to the upgrade of a part-time position to full-time, approved by Council in
June 2001. A Warrant Officer will be added in Police Services to assist in the warrant process and to assist in
managing the City's outstanding warrants.
Police Services will also add a traffic management and enforcement program in 2001/02 which will also increase
the workload within the department.
63
00/01
99/00
00/01
PROJECTED
ACTUAL
BUDGET
ACTUAL
122,077
133,103
132,605
33,953
37,323
37,323
156,030
170,426
169,928
MAJOR BUDGET CHANGES/ISSUES:
02/03
01/02 ESTIMATED
ADOPTED BASE
Personnel 158,814 158,814
Operations 37,171 37,171
195,985 195,985
Personnel costs increase in 2002 due to the upgrade of a part-time position to full-time, approved by Council in
June 2001. A Warrant Officer will be added in Police Services to assist in the warrant process and to assist in
managing the City's outstanding warrants.
Police Services will also add a traffic management and enforcement program in 2001/02 which will also increase
the workload within the department.
63
Finance and Administration
Purchasing and Properties
DEPARTMENT DESCRIPTION
The Purchasing & Properties Department procures all supplies, equipment, and services for all departments within
the City organization. Procurement activities include establishing annual contract and blanket purchase orders to
reduce cost; preparing bid specification and tabulations; conducting bid proceedings; expediting materials; and
preparing recommendations to the City Council for purchases over $15,000. The department regularly meets with
using departments to review purchasing procedures and solicit ideas for improved efficiency. This department
coordinates the purchases and installations for the 800 MHZ radio communications system and provides a
representative that serves on the County -wide Interagency Communications Board. Purchasing also oversees all
communication systems currently in use by the City, including pagers, telephones and cellular telephones.
Purchasing & Properties also oversees the operation of the City's central receiving/distribution warehouses.
MAJOR DEPARTMENT GOALS
Develop and maintain a level of performance considered above average by our customers while maintaining
a high degree of efficiency and economy.
Provide the City of Georgetown user departments with needed materials and services by utilizing best value
purchases in a timely manner.
Develop and maintain a positive and productive working relationship with all user departments.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001
• Converted to Invision Software, enabling implementation of "paperless" purchasing process.
• Purchased major replacement equipment, including copiers and fleet equipment.
• Prepared Request for Proposal for outsourcing the City's Legal Services.
• Conducted a physical inventory of Fixed Assets in preparation for upcoming GASB 34 implementation.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002
• Educate City personnel in procurement procedures and the law by conducting departmental training sessions.
• Continue to improve Warehouse security and accuracy to reduce inventory discrepancies.
• Explore and evaluate E-commerce (internet auction of surplus equipment) usage for City purchases.
• Finalize physical inventory by updating all Fixed Asset records.
• Complete implementation of signature on-line procedures needed for "paperless" purchasing process.
PURCHASING & PROPERTIES
99/00
ACTUAL
00/01
BUDGET
00/01
ACTUAL
01/02
ADOPTED
02/03
PROJECTED
Support Services Director
1
1
1
1
1
1
Purchasing Agent
1
1
1
1
1
Purchasing Buyer
1
1
1
1
1
Purchasing Specialist
1
1
1
1
1
Warehouse Supervisor
1
1
1
1
1
Electric Warehouse Clerk
1
1
1
1
6
Total
6
6
6
6
64
WORKLOAD MEASURES
ACTUAL
FY 98/99
ACTUAL
FY 99/00
BUDGETED
FY 00/01
PROJECTED
FY 00/01
PROPOSED
FY 01/02
1. Purchase orders entered
8,914
8,089
8,700
9,600
9,600
2. Inventory items disbursed by
N/A
N/A
N/A
55 days
55 days
requisition
13,090
12,615
14,000
14,200
14,500
3. Inventory deliveries received
1,511
2,055
1,750
2,400
2,500
4. Formal bids processed
1 35
1 40
45
45
45
PERFORMANCE MEASURES
ACTUAL
FY 98/99
ACTUAL
FY 99/00
BUDGETED
FY 00/01
PROJECTED
FY 00/01
PROPOSED
FY 01/02
1. Purchase order process time
N/A
N/A
N/A
7 days
7 days
2. Formal bid process
N/A
N/A
N/A
55 days
55 days
3. Inventory cost of goods sold
N/A
N/A
N/A
$1,040,000
$1,050,000
4. Gross revenue from Impound/
Surplus Auction
$29,000
$37,000
$20,000
$35,000
$30,000
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGESIISSUES:
02/03
01/02 ESTIMATED
ADOPTED BASE
259,744 259,744
110,689 110,689
370,433 370,433
Operational costs increase in 2001/02 due to increased maintenance costs on the City's Municipal Office Building
which is budgeted in the Purchasing department.
65
00/01
99/00
00/01
PROJECTED
ACTUAL
BUDGET
ACTUAL
224,319
250,005
250,002 Personnel
94,379
106,070
105,405 Operations
318,698
356,075
355,407
MAJOR BUDGET CHANGESIISSUES:
02/03
01/02 ESTIMATED
ADOPTED BASE
259,744 259,744
110,689 110,689
370,433 370,433
Operational costs increase in 2001/02 due to increased maintenance costs on the City's Municipal Office Building
which is budgeted in the Purchasing department.
65
Finance and Administration
Utility Office
DEPARTMENT DESCRIPTION
The Utility Office Team, consisting of both office and field personnel,
bills and collects for all City utility services, as well as handling 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. The Utility Office director also oversees the City's
sanitation services and manages the sanitation contract.
MAJOR DEPARTMENT GOALS
15.000
13.=
Mm
9.000
].000
ANNUAL UTILITY CUSTOMER GROWTH
9N90 9191 9Y9fi 96!96 96/97 97M 98'99 99'00 00'01'
f EOacak - WJ - Wu1eM - SYugm
• 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 the public awareness of utility issues and topics through proactive communication with citizens.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001
• Redesigned the utility bill to an 8 '/2 x 11 format, providing an informative and detailed utility bill to City
customers.
• Outsourced the bill print portion of the utility billing process, saving the Utility Office 5 staff hours per week in
printing, sorting and mailing.
• Worked with Georgetown Utility Systems (GUS) to bring the Automated Meter Reading (AMR) program in-
house.
• Worked with GUS and a private consultant to revise water, sewer, and electric rates that will reflect new
marketing strategy and utilize Automated Meter Reading System.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002
• Implement a new, windows based Customer Information System (CIS) that will allow the Utility Office to run
more efficiently and improve customer service.
• Work with GUS to develop an Irrigation Utility, to be billed through the utility bill using the new CIS.
• Work with GUS and Inspection Services to develop a Backflow Prevention Program, to be billed through the
utility bill using the new CIS.
• Improve public awareness of water conservation and conservation issues .by expanding the summer water
conservation advertising and education program.
UTILITY OFFICE
99/00
ACTUAL
00/01
BUDGET
00/01
ACTUAL
01/02
ADOPTED
02/03
PROJECTED
Utility Office Director
1
1
1
1
1
Utility Billing Supervisor
1
1
1
1
1
Field Customer Service Rep
2
2
2
2
2
Customer Service Supervisor
1
1
1
1
1
Customer Service Rep 1
2
2
2
3
3
Customer Service Rep -Telephone
1
1
1
1
1
Utilities Accounts Specialist -Posting
1
1
1
1
1
Total
9
9
9
9
9
66
WORKLOAD MEASURES
ACTUAL
FY 98/99
ACTUAL
FY 99/00
BUDGETED
FY 00/01
PROJECTED
FY 00/01
PROPOSED
FY 01/02
1. Work orders processed
15,868
15,666
17,400
15,800
16,500
2. Payments processed
168,192
174,793
178,135
195,233
204,000
3. Customers paying byACH Draft
1,128
1,189
1,255
1,255
1,320
4. Families helped by the Good
27.4%
28.5%
27.0%
27.0%
20.0%
Neighbor Fund (GNF)
207
199
235
235
250
PERFORMANCE MEASURES
ACTUAL
FY 98/99
ACTUAL
FY 99/00
BUDGETED
FY 00/01
PROJECTED
FY 00/01
PROPOSED
FY 01/02
1. Utility payment collection rate
99.9948%
99.9956%
99.9952%
99.9955%
99.9955%
2. Avg. monthly customer service
204,274
202,674
1,216
1,216
cost per account
$3.05
$2.94
$2.69
$2.69
$2.60
3. % of walk-in customers
27.4%
28.5%
27.0%
27.0%
20.0%
4. % percentage of customers
contributing to the GNF
8.93%
8.44%
8.88%
8.88%
8.50%
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
480,387 563,731 548,628
MAJOR BUDGET CHANGES/ISSUES:
01/02
ADOPTED
Personnel 358,168
Operations 256,948
Capital 0
Subtotal - Department 615,116
Bad Debt 39,100
02/03
ESTIMATED
BASE
346,419
256,948
0
603,367
39,100
654,216 642,467
The outsourcing of the utility bills to upgrade to statement billing and the increase in credit card merchant fees due
to volume, account for the operations costs increases. Also included is a one-time cost for temporary services to
cover staffing shortages in the Utility Office, plus a planned computer system upgrade.
67
00/01
99/00
00/01
PROJECTED
ACTUAL
BUDGET
ACTUAL
252,275
319,141
305,638
202,914
204,274
202,674
1,216
1,216
455,189
524,631
509,528
25,198
39,100
39,100
480,387 563,731 548,628
MAJOR BUDGET CHANGES/ISSUES:
01/02
ADOPTED
Personnel 358,168
Operations 256,948
Capital 0
Subtotal - Department 615,116
Bad Debt 39,100
02/03
ESTIMATED
BASE
346,419
256,948
0
603,367
39,100
654,216 642,467
The outsourcing of the utility bills to upgrade to statement billing and the increase in credit card merchant fees due
to volume, account for the operations costs increases. Also included is a one-time cost for temporary services to
cover staffing shortages in the Utility Office, plus a planned computer system upgrade.
67
Finance and Administration
Utility Office - Sanitation
DEPARTMENT DESCRIPTION
The City contracts with Texas Disposal Systems (TDS) to provide trash
removal services to residential and commercial customers. The
Contractor provides all curbside garbage and recycling pickup for City
customers, and operational management of the public collection station.
Additionally, this department funds neighborhood clean-up events, and
the City's pro -rata share of the Household Hazardous Waste Clean-up
Day for Williamson County. Also included in this department are
allocated costs for administrative and support services. Oversight
responsibilities and monitoring of these services are conducted by the
Utility Office Director.
MAJOR DEPARTMENT GOALS
SANITATION CUSTOMERS
gam 99/00 00101 01m,
Protect the environment and contribute to community cleanliness and appearance.
Deliver consistent, reliable, convenient and safe services to the Georgetown Community.
Protect public health by providing for regular removal of trash and rubbish.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001
• Developed and implemented plan to combine Collection Station and Sanitation operations to increase
operational efficiency.
• Worked with Williamson County and other cities to determine options for collection and disposal of household
hazardous waste materials.
• Sponsored with Code Enforcement, three neighborhood clean-up projects to promote community health and
cleanliness.
• Worked with Code Enforcement staff to educate citizens about options for removing bulky waste and brush
from areas identified as most critical and in need of extra services.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002
• Develop a plan for weather related community clean-up needs.
• Conduct five neighborhood clean-up events in targeted areas of the community.
• Implement plan for hazardous household waste collection.
• Continue to provide targeted community education on sanitation requirements in conjunction with Code
Enforcement staff.
68
99/00
00/01
00/01
01/02
02/03
SANITATION
ACTUAL
BUDGET
ACTUAL
ADOPTED
PROJECTED
Sanitation Officer
1
1
1
1
1
Total
1
1
68
WORKLOAD MEASURES
ACTUAL
FY 98/99
ACTUAL
FY 99/00
BUDGETED
FY 00/01
PROJECTED
FY 00/01
PROPOSED
FY 01/02
1. Avg. # of homes served
9,975
10,350
10,975
11,200
12,000
2. Total pounds of solid waste
62,813
46,298
100,249
97,081
117,431
collected
20,084,288
31,600,000
33,500,000
34,000,000
36,000,000
3. Household Hazardous Waste Day
.11%
.05%
.05%
.02%
.02%
customers
490
840
850
900
900
4. Cubic yards of waste collected at
1 .08%
.10%
.08%
.05%
.05%
Collection Station
5,200
4,000
4,000
4,200
4,500
5. Avg. # of commercial accounts
N/A
N/A
640
645
650
PERFORMANCE MEASURES
ACTUAL
FY 98/99
ACTUAL
FY 99/00
BUDGETED
FY 00/01
PROJECTED
FY 00/01
PROPOSED
FY 01/02
1. Recycling participation rate
43%
42%,
45%
40%
42%
2. % of residential customer
62,813
46,298
100,249
97,081
117,431
complaints compared to service
47,500
47,900
66,817
66,865
68,631
opportunities
.11%
.05%
.05%
.02%
.02%
3. % of commercial complaints as
compared to service opportunities
1 .08%
.10%
.08%
.05%
.05%
DEPARTMENTAL BUDGET: SANITATION FUND
1,979,998 2,438,879 2,230,985
MAJOR BUDGET CHANGES:
Personnel
Operations
Franchise Fees
General Fund Allocations
Joint Svs Allocations
Contracted Services
02/03
01/02 ESTIMATED
ADOPTED BASE
38,246
38,246
00/01
99/00
00/01
PROJECTED
ACTUAL
BUDGET
ACTUAL
124,875
1,957,502
2,047,008
59,248
62,813
46,298
100,249
97,081
117,431
42,461
47,500
47,900
66,817
66,865
68,631
114,335
108,738
109,107
1,596,888
2,055,882
1,841,618
1,979,998 2,438,879 2,230,985
MAJOR BUDGET CHANGES:
Personnel
Operations
Franchise Fees
General Fund Allocations
Joint Svs Allocations
Contracted Services
02/03
01/02 ESTIMATED
ADOPTED BASE
38,246
38,246
188,169
104,169
50,900
53,200
32,847
32,847
124,875
124,875
1,957,502
2,047,008
2,392,539 2,400,345
During FY'01, operation of the Public Collection Station was contracted to TDS. Money saved was used to expand
neighborhood clean-ups, especially addressing areas of concern for code enforcement. Other operating expenses
increased in 2001/02 due to an abatement management contract.
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