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Home My WebLink About08 - Georgetown Utility SystemsGeorgetown UtE 0 ility Systems FAo'4 col GE�RG\ The Georgetown Utility Systems Division consists of Administration, Energy Services (Electric and AMR), Transportation Services (Streets and Stormwater Drainage), Systems Engineering, Water Services (Pump Maintenance, Wastewater Collection, Water Distribution, Reuse Irrigation and Wastewater and Water Treatment). This division constructs, maintains, and operates the City's utility infrastructure. The Division is responsible to maintain positive working relationships with outside organizations including, the Texas Natural Resources Conservation Commission and the Texas Department of Transportation. The Division also coordinates contracts with the private sector. This Division also oversees and coordinates the "Safe Place" children's program. Georgetown Utility Systems Administration Energy Sevices Electric Page 82 IISCAag -SMR II Systems Engineering Page 88 Transportation Services Stormwater Drainage Page 90 11 Streets Page 92 Water Services Pump Maintenance Page 94 II Water Page 96 �I Wastewater Page 104 Georgetown Utility Systems 00/01 01/02 02/03 99/00 00/01 PROJECTED ADOPTED ESTIMATED ACTUAL BUDGET ACTUAL % Chan e' BASE Administration 324,537 354,335 354,335 490,051 (38.3%) 487,151 Electric 1,090,877 1,217,548 1,217,541 1,407,327 (15.6%) 1,414,227 AMR 249,540 249,540 517,779 (107.5%) 520,145 Electric Contracts 15,437,379 14,224,311 17,254,928 16,202,280 (-6.1%) 15,667,639 Pump Maintenance 406,373 422,404 422,323 451,485 (6.9%) 451,485 Stormwater Drainage 413,383 484,849 482,563 596,413 (23.6%) 600,025 Streets 1,044,247 1,549,175 1,508,628 2,109,076 (39.8%) 2,259,076 Systems Engineering 164,398 238,033 235,333 316,260 (34.4%) 316,260 Water Distribution 793,309 812,818 812,775 920,987 (13.3%) 920,876 Water Treatment 950,740 1,281,520 1,281,520 946,620 (-26.1%) 946,620 Water Contracts 2,087,096 2,251,724 2,136,065 3,078,762 (44.1%) 3,128,504 Wastewater Collection 479,893 658,949 658,860 699,307 (6.1%) 799,307 Wastewater Treatment 672,968 660,942 702,942 1,220,420 (73.6%) 1,481,384 Wastewater Contracts 929,993 833,685 870,504 980,095 (12.6%) 984,991 Reuse Irrigation 25,100 (N/A) 36,280 Division Total 24,795,193 25,239,833 28,187,857 29,961,962 (6.3%) 30,013,970 ' Percent change of 01/02 Adopted from 00/01 Projected Actual Electric Contracts 16,202,280 + ? Capital 4% Water Ops 5,422,954 Wastewater Ops2,899,822 y : > i irN awl , Personnel 11% Streets 2,109, 076 z Electric Ops 1,925,106 O %e Operations 85%-' a k u'.,¢ �k rs•� �A *Support 806,311 tX 1 a 's'' �'�+ y',;t• _ Stormwater 596,413L" 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 ' Includes Administration & Systems Engineering 79 Georgetown Utility Systems Administration DEPARTMENT DESCRIPTION The Georgetown Utility Systems (GUS) Administration Department manages financial operations and personnel services for all departments in the division. The Department provides administrative support, including customer relations, reception, record keeping, and secretarial services, to all departments within the division. Long-term system planning is coordinated by this department. Administration is responsible for coordination and operation of Utilities during Emergency Management situations. MAJOR DEPARTMENT GOALS • Provide reliable utility services and efficient, effective transportation systems that protect the community and reflect its values. • Promote a safe and positive working environment for employees. • Ensure excellent customer service to the Georgetown community. • Promote Consumer Education program for efficient utility use, conservation, and customer service. • Maintain quality utilities and transportation systems that promote well planned development. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 • Worked with Georgetown Independent School District to resolve neighborhood concerns related to the Benold bus lane. • Completed contracts with Calpine and Gentex Energy for 10% Power Option power purchases for stabilized cost of electric service. • Provided support for the City's Utility Rate Study to determine cost for providing services. • Expanded negotiations with Chisholm Trail Special Utility District (CTSUD) to include a possible Joint Operating Agreement (JOA). • Successfully bid Pecan Branch Wastewater Treatment Plant and began construction process of the City's fourth wastewater treatment plant. • Coordinated with Williamson County to form the Shell Road Public Improvement District (PID) to fund transportation infrastructure. • Hosted Open House meetings related to the Capital Improvement Project 5 -Year Plan to receive public comment. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Successfully relocate Georgetown Utility Systems operations to the new complex on Industrial Avenue. • Coordinate with other divisions in the City to revise personnel policies by May, 2002 to provide consistent personnel guidelines for employees. • Clearly identify cost benefit analysis of proposed annexation plan to identify potential revenue generation related to utilities and transportation. • Create regional stormwater facilities specific to drainage basins to reduce the threat of property damage and increase public safety. • Educate customers on efficient use of consumable utilities to reduce peak demands. ADMINISTRATION 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED Assistant City Manager for Utilities 1 1 1 1 1 Administrative Manager 1 1 1 1 1 Administrative Assistant 1 1 1 1 1 Dispatcher Customer Service Coordinator 1 1 1 2 2 Secretary/Receptionist 1 1 1 1 1 Paralegal 0 0 0 1 1 Total 15 15 15 17 7 80 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED WORKLOAD MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00101 FY 01/02 1. Work orders issued 15,317 12,785 16,000 16,589 17,000 2. Contracts negotiated 33 49 60 60 60 3. Purchase orders processed N/A N/A 1,200 1,305 1,400 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01102 1. Consumer education program contacts N/A N/A 2,016 2,016 6,552 2. Customer satisfaction of field operations N/A N/A N/A 90% 92% 3. Lost time injury/accidents N/A N/A 0 0 0 DEPARTMENTAL BUDGET: JOINT SERVICES FUND 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 231,292 255,214 255,214 91,986 99,121 99,121 1,259 324,537 354,335 354,335 MAJOR BUDGET CHANGES/ISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE Personnel 350,499 350,499 Operations 139,552 136,652 Capital 490,051 487,151 Georgetown Utility Systems' operations will relocate to the new municipal complex on Industrial Avenue as soon as remodeling is completed. During construction in 2002, utility costs will be paid on both the current building and the new complex, which accounts for the variance in operational costs. A dispatch position is added in 2001/02 to expand service hours and enhance customer service, and a paralegal position is also included to handle easement acquisitions and other right-of-way issues. 81 Georgetown Utility Systems Energy Services — Electric Operations DEPARTMENT DESCRIPTION The Electric Department constructs and maintains a complete system of electric conductors, switches, lines and transformers used for the distribution of electricity purchased wholesale from the Lower Colorado River Authority (LCRA) and Calpine Energy Services Corporation. In addition, the Electric Department reviews plans for construction of new lines (overhead and underground), and develops design specifications that meet all safety and construction requirements. The Electric Department installs and maintains streetlights and security lighting systems. The department administers a tree trimming maintenance program to minimize outages and prevent damage to electric distribution equipment and lines. The department promotes public education and provides information through safety programs. In addition, the department monitors proposed legislation related to electric deregulation and evaluates its potential impact on the City of Georgetown and its customers. MAJOR DEPARTMENT GOALS NUMBER OF ELECTRIC CUSTOMERS VM WW VW vim Maintain a nationally recognized safety record for the City's electric and AMR departments. Stay abreast of issues related to the Texas electric utility industry due to deregulation. Explore viable options to control and reduce our purchased power expenses. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 • Earned a First Place American Public Power Association award for safety accomplishments. • Negotiated a 10% power supply contract with Calpine Energy Services, and experienced 10 mw of system load growth. • Constructed 40 miles of new underground lines and 11 miles of new overhead lines for system expansion. • Installed 50 new streetlights and implemented a monthly street light patrol and repair program. • Negotiated an exclusive Power Supply and Electric Distribution System maintenance agreement with Southwestern University. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Begin installation of SCADA controlled equipment in Georgetown and Chief Brady substations to allow for improved identification of outage causes and locations that will aid in service restoration and troubleshooting. • Develop and implement a line technician training program for all electric department personnel. • Develop and implement a new construction specification manual to allow for standardized construction practices. • Complete new substation and feeder exits in conjunction with LCRA, to serve the growing load on the 1-35 corridor. • Automate substation equipment to aid outage detection, service restoration and system reliability. • Implement a yearly thermovision program for all electric facilities to increase system reliability. • Develop a yearly electric meter testing program for all demand customers to ensure revenue reliability. ELECTRIC 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED Energy Services Manager 1 1 1 1 1 1 1 Operations Team Leader — Electric 1 1 1 0 0 SCADA System Operator 1 1 1 2 2 Inspector - Electric 2 2 3 2 3 3 3 Crew Leader - Electric 3 3 3 Line Technician 3 6 3 6 3 6 6 6 Apprentice Line Technician 17 17 17 16 16 Total 82 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. # of customers 12,412 13,482 14,182 14,314 15,150 2. Temporary power connections 624 1,050 875 1,100 1,275 3. Permanent power connections 351 1,050 875 1,200 1,400 4. # of street lights 2,000 2,095 2,150 2,180 2,250 5. Street light repairs 547 606 1,100 800 850 6. Underground locates 954 4895 3,500 4,900 5,000 7. Ft of 3 phase OH line constructed N/A 42,250 62,000 40,000 52,000 8. Ft of 3 phase UG constructed N/A 52,500 52,000 52,000 55,000 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Compliance with ERCOT 95% LF 100% 100% 100% 100% 100% 2. % of system GPS 0% 10% 80% 95% 100% 3. Feeder line circuit maintenance 5% 10% 30% 25% 40% 4. Safety Incidence Rate: 6% 0% 0% 0% 0% Total number of cases X 200.000 Total Worker -hours of exposure 5. Electric System training by TEEX 0% 70% 100% 100% 100% DEPARTMENTAL BUDGET: ELECTRIC FUND 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 688,582 790,417 401,724 427,131 571 790,410 Personnel 427,131 Operations Capital 1,090,877 1,217,548 1,217,541 MAJOR BUDGET CHANGES/ISSUES: 01/02 ADOPTED 811,745 595,582 02/03 ESTIMATED RASE 811,745 602,482 1,407,327 1,414,227 The SCADA System Operator was transferred to the newly created Automatic Meter Reading (AMR) department to manage the department. Right of Way maintenance is transferred to this department as an on-going maintenance function which was previously accounted for in the Capital Improvements Program budget. 83 Georgetown Utility Systems Energy Services - Electric Contracts The Electric Fund transfers to the General Fund two percent of its gross billings for utility services. This transfer has been viewed as a payment of franchise fees which would have been payable to the General Fund from a non - City provider of such services. This department also accounts for the contractual obligations not specific to an individual department of the fund, such as purchased power costs paid to the City's wholesale provider. Special Projects and Services include programs such as public education, energy and contracts not attributable to the Electric Department. Allocated costs for administrative or support departments are also recognized. The City maintains 182 miles of overhead electric distribution lines, 81 miles of underground distribution lines, and has a 100 -megawatt capacity. ELECTRIC CONTRACTS BUDGET: ELECTRIC FUND 00/01 02/03 99/00 00/01 PROJECTED 01/02 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 13,622,986 12,542,100 15,509,376 Purchased Power 14,238,000 13,700,000 400,889 459,299 413,258 General Fund Allocations 415,982 415,982 683,100 733,812 772,394 Joint Svc Allocations 976,621 976,621 432,247 405,300 463,900 Franchise Fees 441,300 435,800 298,157 83,800 96,000 Special Projects & Svcs 130,377 139,236 15,437,379 14,224,311 17,254,928 16,202,280 15,667,639 MAJOR BUDGET CHANGES/ISSUES: Purchased power costs decrease in 2002 due to the predicted reduction of the fuel surcharge implemented by the City's power provider in 2000. 84 GEORG � o ED This page intentionally left blank. 85 Georgetown Utility Systems Energy Services - SCADA Automatic Meter Reading (AMR) DEPARTMENT DESCRIPTION The SCADA-AMR Department is responsible for operation, maintenance, and gathering of customer utility consumption data. This is accomplished by operation of a fixed wireless network for use by Utility Billing in preparing customers water, wastewater and electric billings and by a power line carrier system for the City's large commercial and industrial electric customers. The Department also monitors and assists with controlling of the City's electric, pumping, water and wastewater facilities via a SCADA wireless network. The department currently monitors 4 -electric substations with 16 substation breakers, 22 -lift stations, 5 -pumping stations, 3 -water treatment plants, 3 -wastewater treatment plant, 6 -well sites, as well as the emergency notification sirens. MAJOR DEPARTMENT GOALS • Assist utility customers in conservation efforts by providing accurate, individualized water and electric consumption data. • Ensure that 95% of electric and water meters are read electronically and accurately. • Expand the large commercial and industrial electric metering system. • Expand deployment of water ERT's to new growth areas of the City's water system. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 • Performed the AMR System Acceptance Test for the water and electric systems to complete installation of the system. • Completed study to be used for placement of current and future wireless infrastructure necessary to operate the system efficiently and completed the GPS of the entire system. • Brought AMR maintenance in house, improving communications within utility operations, and cost savings. • Earned a First Place American Public Power Association award for safety accomplishments. • Contracted for SCADA system maintenance and calibration services to aid in maintaining system reliability. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 Begin installation of SCADA controlled equipment in Georgetown and Chief Brady substations to allow for improved identification of outage causes and locations that will aid in service restoration and troubleshooting. Expand SCADA system to allow for control of all substation breakers and line breakers and additional water and wastewater facilities and other development within the service area. Maintain 100% AMR deployment in electric and complete water deployment due to growth in 00/01. 86 99/00 00/01 00/01 01/02 02/03 AUTOMATIC METER READING (AMR) ACTUAL BUDGET ACTUAL ADOPTED PROJECTED AMR Systems Technician 0 2 2 2 2 1 AMR Meter Reader 0 1 1 0 1 1 1 AMR System Operator 0 0 1 1 SCADA System Operator 0 0 0 1 1 SCADA System Manager 0 0 0 3 6 1 6 Total 1 0 3 1 86 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Electric ERT's installed 10,500 894 2,000 2,000 1,321 2. Water ERT's installed 1,160 8,340 1,000 1,000 3,653 3. Itron CCU's installed N/A 37 20 20 30 4. MCT's installed N/A 73 20 20 45 5. Cannon Repeaters/CCU installed N/A N/A 4 4 2 6. RTU upgrades N/A 1 3 3 3 7. RTU installs N/A 2 2 2 5 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Daily successful readings N/A 90% 92% 92% 94% 2. Monthly water read frequency N/A N/A 86% 86% 95% 3. Monthly electric read frequency N/A N/A 94% 94% 95% 4. Monthly commercial read freq. N/A N/A 96% 96% 97% 5. CCU success rate N/A 97% 98% 98% 99% 6. SCADA uptime N/A 99.4% 99.7% 99.7% 99.7% 7. SCADA system remote controlled N/A 83% 92% 92% 96% DEPARTMENTAL BUDGET: ELECTRIC FUND MAJOR BUDGET CHANGESIISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE 249,280 251,646 268,499 268,499 517,779 520,145 This department was created in Spring 2001, once the system was fully operational. The SCADA System Manager was also transferred from the Electric Operations department to this department. A SACDA Operator and AMR Operator are added in 2001/02 to enhance system efficiency and provide system operational coverage. While the entire cost of operating this department is shown here for FY 2002, one half of the cost is allocated to the Water fund and is shown as revenue to the Electric fund. 87 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 83,478 83,478 Personnel 52,062 52,062 Operations 114,000 114,000 Capital 0 249,540 249,540 MAJOR BUDGET CHANGESIISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE 249,280 251,646 268,499 268,499 517,779 520,145 This department was created in Spring 2001, once the system was fully operational. The SCADA System Manager was also transferred from the Electric Operations department to this department. A SACDA Operator and AMR Operator are added in 2001/02 to enhance system efficiency and provide system operational coverage. While the entire cost of operating this department is shown here for FY 2002, one half of the cost is allocated to the Water fund and is shown as revenue to the Electric fund. 87 Georgetown Utility Systems Systems Engineering DEPARTMENT DESCRIPTION The Systems Engineering Department manages and maintains utility system models for departments within the Georgetown Utility Services Division: including Water, Electric, Stormwater Drainage, Streets and Wastewater. This department coordinates and administers Capital Improvement Projects (C.I.P.$) with outside engineering firms, handles easement and right-of-way negotiations and acquisitions and manages construction phases. The construction standards/specifications are developed and maintained by Systems Engineering to regulate CIP and Development construction. Systems Engineering supports the review of approximately 150 development plans and reviews annually. The department also provides engineering services related to grant applications. MAJOR DEPARTMENT GOALS Provide the highest quality inspection and quality control for CIP and development related infrastructure construction. Establish and maintain successful asset management practices within Georgetown Utility Systems. Apply modern technology to reduce the cost and disruption of utility service. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 • Successfully staffed the Engineering Systems Department and consolidated the Development Infrastructure inspection and the CIP inspection services under the direction of Systems Engineering. • Directed Consultant design of 31 CIP projects and 6 Engineering Studies. • Assisted in the preparation of a Transportation System Cost Analysis for support of the 1/2 cent sales tax. • Revised the construction standards/details for utilization for infrastructure construction to reflect current construction management practices and reduce long term maintenance. • Utilized innovative construction techniques/practices to minimize environmental liability, increase customer involvement and respond to customer related concerns during CIP construction. • Successfully directed completion of the Regional Stormwater Drainage Study and Drainage Criteria Manual. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 Implement Transportation Improvement planning for Georgetown 46 consideration. Begin implementation of Phase I of the Regional Stormwater Drainage Plan to effectively manage the City's drainage issues. Develop an inspector certification program to upgrade inspection services. SYSTEMS ENGINEERING CIP PROJECT COSTS 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED System Engineering Manager 1 1 1 1 1 1 1 C.I.P. Coordinator 0 0 0 1 1 1 Utility Systems Information Manager 1 sem0000 $ s.aw000 Chief Field Representative 1 1 1 a �wep,co.�+-.mwoMc. Field Representative Provide the highest quality inspection and quality control for CIP and development related infrastructure construction. Establish and maintain successful asset management practices within Georgetown Utility Systems. Apply modern technology to reduce the cost and disruption of utility service. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 • Successfully staffed the Engineering Systems Department and consolidated the Development Infrastructure inspection and the CIP inspection services under the direction of Systems Engineering. • Directed Consultant design of 31 CIP projects and 6 Engineering Studies. • Assisted in the preparation of a Transportation System Cost Analysis for support of the 1/2 cent sales tax. • Revised the construction standards/details for utilization for infrastructure construction to reflect current construction management practices and reduce long term maintenance. • Utilized innovative construction techniques/practices to minimize environmental liability, increase customer involvement and respond to customer related concerns during CIP construction. • Successfully directed completion of the Regional Stormwater Drainage Study and Drainage Criteria Manual. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 Implement Transportation Improvement planning for Georgetown 46 consideration. Begin implementation of Phase I of the Regional Stormwater Drainage Plan to effectively manage the City's drainage issues. Develop an inspector certification program to upgrade inspection services. SYSTEMS ENGINEERING 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED System Engineering Manager 1 1 1 1 1 1 1 C.I.P. Coordinator 0 0 0 1 1 1 Utility Systems Information Manager 1 1 1 Chief Field Representative 1 1 1 1 2 2 Field Representative 1 1 4 2 5 6 6 Total 1 4 1 1 88 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Information requests processed 1,900 1,900 2,300 2,300 2,500 2. Easement/Right-of-Way N/A N/A 100% 78% 100% acquisitions 77 44 25 30 40 3. Capital Improvement Projects: 47,271 164,398 238,033 # of projects 14 22 40 22 38 Project payments $4,600,000 $6,895,000 $14,818,658 $4,842,884 $15,693,400 4. Computer mapping, modeling hours 250 260 260 300 300 DEPARTMENTAL BUDGET: JOINT SERVICES FUND ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED PERFORMANCE MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. % CIP projects —design complete N/A N/A 100% 78% 100% 2. % CIP projects under construction N/A N/A 100% 55% 100% DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: In 2001, a Utility Inspector was transferred from Inspection Services in Development and Planning. In 2002, the operational costs for the CIP Coordinator position were transferred from the Streets department. Other related operational costs for vehicles and computers for both positions are also transferred in 2002. 89 00/01 02/03 99/00 00/01 PROJECTED 01/02 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 123,038 205,824 205,824 Personnel 268,989 268,989 41,360 32,209 29,509 Operations 47,271 47,271 164,398 238,033 235,333 316,260 316,260 MAJOR BUDGET CHANGES/ISSUES: In 2001, a Utility Inspector was transferred from Inspection Services in Development and Planning. In 2002, the operational costs for the CIP Coordinator position were transferred from the Streets department. Other related operational costs for vehicles and computers for both positions are also transferred in 2002. 89 Georgetown Utility Systems Transportation Services - Stormwater Drainage DEPARTMENT DESCRIPTION The Stormwater Drainage Utility addresses environmental concerns over in -stream water quality, regulatory demands related to stormwater run- off controls, infrastructure operation and maintenance, and DETENTION PONDS MAINTAINED drainage/flood control related capital project needs. Other duties include assisting Police and Fire Services on Code Enforcement issues. ,a 76 n MIN sm WM 011W MAJOR DEPARTMENT GOALS • Utilize the Regional Stormwater Master Plan by building detention ponds as needed within the City. • Comply with Phase II Stormwater regulations by 2003. • Reduce the threat of property damage and personal injury, and enhance public safety through proper maintenance and operation of the City's drainage system. • Improve the cleanliness and appearance of the community through the sweeping of City streets. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 Installed warning lights at the Berry Creek low-water crossing bridge to enhance public safety. Completed the Regional Stormwater Detention Plan for future drainage development needs. Replaced inadequate stormsewer in Old Town and installed approximately 2,000 feet of curb and gutter. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Implement a mowing schedule for all drainage conveyances, utilizing contract and in-house services. • Contract with a structural engineer to evaluate the existing condition of the City's Park dams and retaining wall and implement recommendations to correct deficiencies. • Eliminate flooding of drainage conveyances along the railroad lines from Church Street to University Avenue. • Determine realistic amount of curb and gutter to be installed annually and develop an implementation plan. STORMWATER DRAINAGE 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED Supervisor/ Sign & Drainage 1 1 1 1 1 1 1 Sign & Drainage Field Technician 1 1 1 1 Heavy Equipment Operator 0 0 0 1 1 Light Equipment Operator 0 0 0 1 1 Street Sweeper Operator 1 1 1 1 Crewman 1 (P!n Total FT/P .5 3/.5 .5 3/.5 .5 3/.5 .5 5/.5 .5 5/.5 90 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Miles of public right-of-way mowed BUDGET ACTUAL 130,984 137,571 137,564 Personnel and cleaned 20.5 20.5 20.5 20.5 20.5 2. Hours of street sweeper operation 1,500 1,500 1,500 1,500 1,500 3. Linear feet of curb and gutter N/A 1,440 3,840 1,440 3,840 instal led/rep Iaced city wide 21,000 16,500 2,300 13,800 2,300 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. # of times city streets swept BUDGET ACTUAL 130,984 137,571 137,564 Personnel annually N/A N/A 8.6 4 8.6 2. Cubic yards of debris prevented from entering waterways N/A 1,440 3,840 1,440 3,840 3. # of detention ponds maintained 14 15 18 18 18 DEPARTMENTAL BUDGET: STORMWATER DRAINAGE FUND 413,383 484,849 482,563 MAJOR BUDGET CHANGES/ISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE 206,037 206,037 390,376 393,988 596,413 600,025 The increased number of detention ponds in the City have caused maintenance costs to rise. Two additional workers are added in 2001/02 to address the maintenance requirements of the City's drainage system 91 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 130,984 137,571 137,564 Personnel 282,399 347,278 344,999 Operations 413,383 484,849 482,563 MAJOR BUDGET CHANGES/ISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE 206,037 206,037 390,376 393,988 596,413 600,025 The increased number of detention ponds in the City have caused maintenance costs to rise. Two additional workers are added in 2001/02 to address the maintenance requirements of the City's drainage system 91 Georgetown Utility Systems Transportation Services - Street Department DEPARTMENT DESCRIPTION The Street Department manages, maintains and repairs City streets and rights-of-way. Responsibilities include traffic control, emergency response operations, special events, and assistance in code enforcement. Daily, the department inspects roadways for sign repair, pavement management, and sight obstructions. The Street Department participates with the Safety Manager to provide safety -training workshops. MAJOR DEPARTMENT GOALS Work with Williamson County Road and Bridge and Texas Department of Transportation to determine cost sharing amounts on road improvements proposed within the City. Protect the investment in the public transportation system through preventive maintenance and ongoing rehabilitation of streets and sidewalks. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 Created the Sidewalk Master Plan to provide guidance for sidewalk development. Performed preventative maintenance on 37 lane miles of City streets extending the useful life of the roadways. Rehabilitated Main Street from 6'h to 9th improving streets and sidewalks on the downtown square. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 Implement the Sidewalk Master Plan. Perform maintenance upgrades to include: • San Gabriel Park Roads; • Airport from Lakeway to IH -35 frontage road; • Old Town, mainly south of University Avenue; • Between Business 35 and Lakeway Drive, and the San Jose, Riverhills and Spring Hollow neighborhoods. STREET DEPARTMENT 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED Transportation Services Manager 1 1 1 1 1 1 1 Streets Foreman 1 1 1 1 1 1 Heavy Equipment Operator/Crew Foreman 1 1 3 Heavy Equipment Operator 3 3 3 3 5 5 Light Equipment Operator 5 5 5 0 0 CIP Coordinator Street Maintenance worker (P/T) 1 75 1 .75 1 .75 .75 .75 Total PT 12/. . 12/75 11/.75 11/75 92 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Lane miles of sealcoated, FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 overlayed or microsurfaced streets 33.5 32.00 33.5 33.5 33.5 2. Square feet of roadway patching 30,000 30,000 30,000 30,000 30,000 3. Traffic signs repaired/installed 200 200 200 275 275 4. Lane miles of streets maintained 335 335 335 335 335 5. Linear feet of sidewalk installed 1,773 300 2,900 2,896 2,900 DEPARTMENTAL BUDGET: GENERAL FUND 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 02/03 01/02 ESTIMATED ADOPTED BASE 415,460 434,048 ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED PERFORMANCE MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. % of streets seal coated 1.5% 1.5% 1.5% 1.5% 1.5% 2. % of streets overlayed 3% 3% 3% 3% 3% 3. % of streets microsurfaced 7% 7% 7% 7% 7% DEPARTMENTAL BUDGET: GENERAL FUND 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 02/03 01/02 ESTIMATED ADOPTED BASE 415,460 434,048 434,005 Personnel 523,883 523,883 628,787 865,127 829,856 Operations 760,193 760,193 250,000 244,767 Capital 825,000 975,000 1,044,247 1,549,175 1,508,628 2,109,076 2,259,076 MAJOR BUDGET CHANGESIISSUES: In 2002, over $600,000 of maintenance funds, including funding for seal coat, overlay and microsurfacing, were moved to the Streets department from the Capital Improvements Program budget. The CIP Coordinator was also transferred to Systems Engineering. 93 Georgetown Utility Systems Water Services - Pump Maintenance DEPARTMENT DESCRIPTION The Pump Maintenance Department maintains booster and lift stations; city swimming pool pumps, motors, valves and chlorine control systems; public water supply wells; water and wastewater service equipment. The Maintenance shop is equipped with a Supervisory Control and Data Acquisition system (SCADA) to assist in Operations & Maintenance activities. The Department shares workload with the Water/Wastewater Department during peak times. Operators are on-call 24 hours a day to provide quality service. The Pump Maintenance Department participates with the Safety Manager to provide safety training workshops. The Department also offers tours of facilities and demonstrations to promote safety and conservation awareness. MAJOR DEPARTMENT GOALS • Operate and maintain all water/wastewater pumps motors, and facilities at peak operating efficiency. • Operate and maintain all water production wells/pumps at the highest efficiency. • Provide high quality service to our customers 24 hours a day with experienced well trained Water and Wastewater system operators. • Categorize a wastewater line mapping system and inspect all existing wastewater lines within a 5 -year period. • Establish a safety -training program that will provide safety training to all departments within the GUS Division. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 • Replaced #2 Pump at 15'h and Railroad Street Lift Station and eliminated sanitary sewer overflows. • Rebuilt #1 and #7 Well Pumps and increased raw water supplies. • Rebuilt #2 Booster Pump at Southside Booster and put new Leander Booster Station on line to maintain existing water supplies to the west side of town. • Completed Midway Lift Station Construction to Westinghouse Road. • Rebuilt 3 blowers and motors at Dove Springs WWTP to maintain permit compliance. • Installed a high capacity pump at Well #8 and increased irrigation supplies to Sun City. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Implement a wastewater line mapping/categorizing system and begin an inspection program of all existing wastewater lines. • Begin operation of the Cimarron Hills lift station and wastewater treatment plant. • Replace #4 pump control valve and rebuild #4 booster pump at the Southside Booster Station to increase pumping capacity. • Upgrade both lift pumps at Rock St. lift station and install high volume impellers and motor sheaves to handle maximum daily demands of wastewater flows. • Rebuild Pump #1 booster at the Sequoia Tank to restore water system capacity at Sequoia Trail West. • Test 20% of wastewater lines annually to comply with TNRCC regulations. PUMP MAINTENANCE 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED Pump Supervisor 1 1 1 1 1 1 1 Team Leader — Pumps 1 1 1 1 1 Pump Mechanic III 1 1 2 1 2 2 2 Pump Mechanic II 2 2 2 2 Pump Mechanic 1 Field Maintenance Worker (Seasonal — PM 2 .25 2 .25 .25 .25 .25 Total FT/P 7/.25 7/.25 7/.25 7/.25 7/.25 94 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Linear feet of wastewater lines inspected by camera 28,000 15,000 20,000 17,000 20,000 2. Motor rebuilds & rewinds 23 20 15 15 15 3. Pump rehabilitations 25 18 25 20 15 4. H2S excursions N/A 8 10 10 15 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. % of required testing of wastewater lines completed N/A 2% 5% 20% 20% 2. # of diagnostic tests performed (pumps & motors) N/A 5-6% 7-8% 8% 20% 3. % of lift stations checked daily N/A 100% 100% 100% 100% 4. % of booster stations checked daily N/A 100% 100% 100% 100% DEPARTMENTAL BUDGET: JOINT SERVICES FUND 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 263,283 264,496 264,496 138,548 157,908 157,827 4,542 406,373 422,404 422,323 MAJOR BUDGET CHANGES/ISSUES: 02103 01/02 ESTIMATED ADOPTED BASE Personnel 285,888 285,888 Operations 165,597 165,597 Capital 451,485 451,485 The increase in wastewater line inspection is due to TNRCC regulations that require wastewater systems operated within the Edward's Aquifer Recharge Zone to be inspected every five years. The City's odor control program continues to require continuous monitoring at certain locations in the City. As the wastewater system has grown, the need to monitor for hydrogen sulfide gas (1-12S) has increased throughout the system. Pump Department personnel have taken responsibility to monitor and adjust the flow of chemicals to mitigate the effects of H2S. The City will develop an Industrial Pre -Treatment Program (IPP). The program is intended to verify that City wastewater customers are in compliance with the current wastewater ordinance in terms of disposing of materials into the wastewater system. The program is also a link to meeting the goals of the City's new wastewater permits, recently issued by the TNRCC. 95 Georgetown Utility Systems Water Services - Water Distribution DEPARTMENT DESCRIPTION The Water Distribution Department is responsible for routine inspection of water distribution lines; installation of new water taps and meters; rehabilitation and replacement of damaged or inefficient water lines, meters, fire hydrants and valves. The Department performs water utility locations and inspections for proper materials/methods. Staff advises customers of non -City water problems, when discovered. The Water Distribution Department takes routine water samples to test the safety and efficiency of the system. The Department will continue to maintain water system lines and equipment as well as continue to recognize, follow, and meet all Environmental Protection Agency and Safe - Drinking -Water Act regulations. The Water Department participates with the Safety Manager to provide safety -training workshops, and with the Building Inspection Department to ensure water system protection. MAJOR DEPARTMENT GOALS WATER LEAKS REPAIRED sags 99M 00MI 01102' • Ensure safe efficient delivery of water to the Georgetown Community. • Maintain highest standard of water quality, meeting EPA and TNRCC standards. • Minimize system losses due to aged infrastructure. • Enhance customer service through efficient service. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 Installed first phase of reuse water line at Georgetown Country Club to reduce use of treated water for irrigation purposes. Replaced 46 fire hydrants within the distribution system to increase fire flow protection. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 Reduce current water loss rate by 5% by developing a leak detection program. Decrease response rate to daily work orders to a minimum of 48 hours response time for all work orders. Secure an annual maintenance contract to upgrade fire hydrants and defective services. 96 99/00 00/01 00/01 01/02 02/03 WATER DISTRIBUTION ACTUAL BUDGET ACTUAL ADOPTED PROJECTED Water Services Manager 1 1 1 1 1 Team Leader 1 1 1 2 2 Maintenance Worker II 1 1 1 1 1 Maintenance Worker 1 5 5 5 6 6 Total 8 8 8 10 10 96 DEPARTMENTAL BUDGET: WATER FUND ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED WORKLOAD MEASURES FY 98/99 FY 99/00 FY 00/01, FY 00/01 FY 01/02 1. Water leaks repaired 395 485 595 700 600 2. Water taps installed 450 521 450 500 500 3. Line locations completed 975 4,900 1,400 2,000 2,000 4. Fire hydrant meters installed 105 60 120 150 150 DEPARTMENTAL BUDGET: WATER FUND ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED PERFORMANCE MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. % reduction in work order call ADOPTED BASE 251,707 284,532 284,531 Personnel backs N/A N/A N/A 80% 10% 2. % contracted repairs N/A N/A N/A 40% 10% DEPARTMENTAL BUDGET: WATER FUND MAJOR BUDGET CHANGES/ISSUES: In 2001/02, a team leader and additional maintenance worker are added to assist in maintaining the growing infrastructure of the system. 97 00/01 02/03 99/00 00/01 PROJECTED 01/02 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 251,707 284,532 284,531 Personnel 389,477 393,466 395,017 420,286 420,244 Operations 423,510 419,410 146,585 108,000 108,000 Capital 108,000 108,000 793,309 812,818 812,775 920,987 920,876 MAJOR BUDGET CHANGES/ISSUES: In 2001/02, a team leader and additional maintenance worker are added to assist in maintaining the growing infrastructure of the system. 97 Georgetown Utility Systems Water Services — Water Treatment DEPARTMENT DESCRIPTION The City of Georgetown operates four water treatment plants: the 7.5 MGD Lake Water Treatment Facility, the 5.45 MGD San Gabriel Park Water Treatment Facility, the 0.5 MGD Berry Creek Facility, and the 3.0 MGD Southside Water Treatment Plant. The City of Georgetown retains ownership of these plants and contracts for their operation with a private contractor. MAJOR DEPARTMENT GOALS AVERAGE DAILY FLOW WATER UTILITY CUSTOMERS 1..09a e0 13,so0 7s 9 7.08 710 13.000 7m 12.500 0 12.000 ee> 11,s0o en 11.000 10.soo e� 9899 91w OONI 01W ee�CUMv� y-nww9eFM • Provide a safe drinking water source for the Georgetown community. • Stay abreast of changing regulations to meet the new drinking water standards. • Continually upgrade the existing facilities to meet regulatory requirements, maintain quality service, and meet the communities water -use needs. • Operate facilities in a cost efficient manner to minimize water -usage rate increases. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 Began operation of the Southside water treatment plant increasing treated water capacity. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 Install turbidity monitors and upgrade the filter controllers at the San Gabriel Park water treatment plant to maintain water quality. Increase operator certification level and increase the number of dual certified operators to improve operational efficiency. 98 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Water utility customers 11,570 12,038 13,000 13,100 13,500 2. Water usage (MGD): N/A N/A $375 $372 $428 Average Flow 6.49 7.058 8.28 6.4 7.5 Peak Flow 13.11 12.5 13.28 15.3 15.5 Total Flow (MG) 2,370 2576 3,021 2,680 2,730 3. Water treated for Chisholm Trail Special Utility District (MGD) N/A N/A .200 .300 .300 DEPARTMENTAL BUDGET: WATER FUND ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED PERFORMANCE MEASURES FY 98/99 FY 99/00 FY 00101 FY 00/01 FY 01/02 1. Cost per million gallons treated N/A N/A $375 $372 $428 2. % permit requirements met N/A N/A 95% 96% 97% DEPARTMENTAL BUDGET: WATER FUND MAJOR BUDGET CHANGES/ISSUES: Variance relates to changes in allocations between the Water and Wastewater contracts for service. 99 00/01 02/03 99/00 00/01 PROJECTED 01/02 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 950,740 1,281,520 1,281,520 Operations 946,620 946,620 950,740 1,281,520 1,281,520 946,620 946,620 MAJOR BUDGET CHANGES/ISSUES: Variance relates to changes in allocations between the Water and Wastewater contracts for service. 99 Georgetown Utility Systems Water Services - Water Contracts The Water Utility transfers two percent of its gross billings to the General Fund. This transfer is a payment of franchise fees which would have been payable to the General Fund from a non -City provider of such services. Also included are allocated and shared administrative and support costs from other departments. This department is also used to account for the contractual obligations not specific to any individual department of the fund. Special Projects and Services include programs such as public education on water conservation, as well as contracts and professional services. This department also includes payments to the Brazos River Authority (BRA) for the City's surface water supply. The City has water rights to 6,720 acre feet in Lake Georgetown and 15,488 acre feet in Lake Stillhouse Hollow, and 6,944 acre feet for LCRA Alliance water. These water rights are expected to meet the needs of Georgetown's current certificated water service area through full build out. The City has entered into water supply agreements with Chisholm Trail Special Utility District (CTSUD) for 1.5 million gallons per day, and with Jonah Special Utility District for 1.0 million gallons per day WATER CONTRACTS BUDGET: WATER FUND 00/01 02/03 99/00 00/01 PROJECTED 01/02 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 150,000 240,000 124,770 AMR Maintenance 258,882 258,882 395,861 452,600 452,600 BRA - Water Purchases 1,243,952 1,343,307 178,704 157,000 170,100 Franchise Fee 187,160 194,810 156,495 179,146 155,354 General Fund Allocations 145,973 145,973 571,421 789,684 816,041 Joint Svc Allocations 1,039,570 1,039,570 488,030 134,865 119,200 Special Projects & Svcs 143,225 145,962 146,585 298,429 298,000 Capital 60,000 2,087,096 2,251,724 2,136,065 3,078,762 3,128,504 MAJOR BUDGET CHANGES/ISSUES: The major variance in this department relates to the City's on-going negotiations with the Brazos River Authority (BRA) for additional water rights through a regional alliance with other communities, as well as the BRA's adjustment of the City's variable rates to the higher system -wide rate. The capital purchase in 2001 was the contract for the City's new Customer Information System (CIS) and the integrated financial/human resources systems. The installation will be completed in 2001/02. 100 �E OR G � o titi � FD This page intentionally left blank. 101 Georgetown Utility Systems Water Services - Reuse Irrigation DEPARTMENT DESCRIPTION This department was created to manage the Irrigation Utility, which provides effluent and non -potable ground water for large scale commercial irrigation customers. This department is managed through the Pumps Maintenance Department. MAJOR DEPARTMENT GOALS • Promote use of effluent water supply for large volume irrigation needs. • Conserve treated water usage. • Reduce the demands of treatment plants for potable water. • Reduce the cost of irrigation for large scale commercial customers. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 Provide reuse water for Southwestern University to reduce the potable water demand. Complete conversion of irrigation lines in San Gabriel Park from potable water to reduce cost for the City. Expand the irrigation utility to Georgetown Country Club to increase treated water availability. 102 DEPARTMENTAL BUDGET: IRRIGATION FUND 99/00 00/01 ACTUAL BUDGET 00/01 PROJECTED ACTUAL 0 0 0 MAJOR BUDGET CHANGES/ISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE Operating 16,000 22,080 Franchise Fee 9,100 14,200 25,100 36,280 Expenses identified as irrigation operating costs during the 2001 utility rate study are shown here. Further costs may be identified as the irrigation utility fully develops. 103 ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED WORKLOAD MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. # of irrigation customers N/A N/A N/A N/A 2 2. Gallons of reuse water pumped N/A N/A N/A N/A 0.4 MGD DEPARTMENTAL BUDGET: IRRIGATION FUND 99/00 00/01 ACTUAL BUDGET 00/01 PROJECTED ACTUAL 0 0 0 MAJOR BUDGET CHANGES/ISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE Operating 16,000 22,080 Franchise Fee 9,100 14,200 25,100 36,280 Expenses identified as irrigation operating costs during the 2001 utility rate study are shown here. Further costs may be identified as the irrigation utility fully develops. 103 ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED PERFORMANCE MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. Use of reuse water in lieu of potable water (in gallons) N/A N/A N/A N/A 0.4 MGD DEPARTMENTAL BUDGET: IRRIGATION FUND 99/00 00/01 ACTUAL BUDGET 00/01 PROJECTED ACTUAL 0 0 0 MAJOR BUDGET CHANGES/ISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE Operating 16,000 22,080 Franchise Fee 9,100 14,200 25,100 36,280 Expenses identified as irrigation operating costs during the 2001 utility rate study are shown here. Further costs may be identified as the irrigation utility fully develops. 103 Georgetown Utility Systems Water Services - Wastewater Collection DEPARTMENT DESCRIPTION The Wastewater Collection Department maintains and rehabilitates the wastewater collection system, through routine inspections of system facilities and restoration of broken or collapsed mains. The Department WASTEWATER TAPS INSTALLED provides maintenance services including: the installation of wastewater taps, the clearing, jet cleaning and camera inspection of lines, � troubleshooting customer problems, and locating City wastewater lines. 4W In addition, the Department performs preventive maintenance functions 3W of the expanded collection system. This department coordinates with 2W Building Inspection to ensure a safe and functioning wastewater 150 100 system. 0 aM aM 00J01 oiror MAJOR DEPARTMENT GOALS Maintain all public wastewater collection system lines in free-flowing condition to protect the public health and environment. Respond to customer requests regarding the collection system quickly and efficiently. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 Completed Phase 1 of the Serenada wastewater project to meet annexation requirements. Assisted in archeological assessment of Pecan Branch Wastewater Treatment Site. Upgraded lines in Old Town to replace deteriorated lines. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Reduce wastewater obstructions by 20% over the system, thus decreasing call for service through line rehabilitation and replacement. • Utilize studies for odor control and implement recommendations to benefit quality of life. • Map all sewer lines, services and manholes in Old Town. • Test all sewer facilities in system as required by State regulations. WASTEWATER COLLECTION 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED Supervisor 1 1 1 1 1 Maintenance Worker III 1 1 1 1 1 Maintenance Worker II 1 1 1 1 1 Maintenance Worker 1 3 3 3 3 3 Maintenance Worker 1 (PT) 1 6/1 1 6/1 1 6/1 1 6/1 1 6/1 Total PT 1 1 1 104 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Sewer blockages cleared 165 200 324 300 300 2. Manholes repaired 6 5 6 10 10 3. Line locations completed 1,200 4,900 2,001 2,500 2,500 4. Wastewater taps installed 300 470 440 400 400 DEPARTMENTAL BUDGET: WASTEWATER FUND ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED PERFORMANCE MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. % reduction in work order call ADOPTED BASE 203,577 197,105 197,016 Personnel backs N/A N/A N/A 80% 10% 2. % contracted repairs N/A N/A N/A 40% 10% DEPARTMENTAL BUDGET: WASTEWATER FUND MAJOR BUDGET CHANGESASSUES: This department began a project in 2001 through Capital Improvements Program funding to use cameras to inspect all wastewater lines to be in compliance with state laws. This funding will take the project through the end of 2002 with on-going costs of $100,000 required in 2003. 105 00/01 02/03 99/00 00/01 PROJECTED 01/02 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 203,577 197,105 197,016 Personnel 233,332 233,332 261,352 331,344 331,344 Operations 307,975 307,975 14,964 130,500 130,500 Capital 158,000 258,000 479,893 658,949 658,860 699,307 799,307 MAJOR BUDGET CHANGESASSUES: This department began a project in 2001 through Capital Improvements Program funding to use cameras to inspect all wastewater lines to be in compliance with state laws. This funding will take the project through the end of 2002 with on-going costs of $100,000 required in 2003. 105 Georgetown Utility Systems Water Services - Wastewater Treatment DEPARTMENT DESCRIPTION The City of Georgetown operates three wastewater treatment plants: the Dove Springs Wastewater Treatment Facility, rated at 1.25 million gallons per day (MGD); the San Gabriel Wastewater Treatment Facility, rated at of 2.5 MGD; and the Berry Creek Wastewater Treatment Facility, rated at 100,000 gallons per day. The City of Georgetown contracts with a private contractor to provide for the safe operation of the wastewater plants. OMI conducts routine wastewater operations and maintenance. The City continues to closely monitor and evaluate these operations and retains ownership of the plants. The Pecan Branch Wastewater Treatment Plant will be constructed in 2001/02 to provide additional system capacity of 3.0 MGD to serve Sun City. The plant is scheduled to begin operation in the summer of 2002. AVERAGE DAILY FLOW WASTEWATER UTILITY CUSTOMERS �m xsa D 6Poo < � 9D9 a .. 6,000 261 ..000 2.6 9a0 sso 3 z.000 z a o 9-9 99/00 OOA1 01= =Cu Operations will also begin on the wastewater treatment plant in the Cimarron Hills subdivision, which is outside the City limits. The plant is being built through a Public Improvement District created by the developer and the City, and will be fully owned by the City. MAJOR DEPARTMENT GOALS Meet regulatory requirements for effluent discharged from the wastewater facilities. Operate all facilities in the most cost efficient manner possible while maintaining effluent quality. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 Submitted water conservation application for effluent reuse to establish an Irrigation Utility. Completed construction of the effluent pump station and storage tank for use by Irrigation Utility customers. Installed bulk chemical storage for dechlorination to maintain TNRCC standards. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 Begin operation of two additional wastewater treatment facilities (Pecan Branch and Cimarron Hills). 106 DEPARTMENTAL BUDGET: WASTEWATER FUND 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 672,968 660,942 702,942 Operations 672,968 660,942 702,942 MAJOR BUDGET CHANGES/ISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE 1,220,420 1,481,384 1,220,420 1,481,384 Variance due to increases in cost of operations, as well as, changes in allocated costs between the Water and Wastewater contracts. 107 ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED WORKLOAD MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. Wastewater utility customers 8,700 9,148 10,300 10,500 11,000 2. Average daily flow (MGD) 2.6 2.61 2.836 3.04 3.0 3. Peak daily flow (MGD) 5.0 8.0 9.7 8.9 9.5 4. Million gallons treated 949 954 1,035 1,108 1,100 DEPARTMENTAL BUDGET: WASTEWATER FUND 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 672,968 660,942 702,942 Operations 672,968 660,942 702,942 MAJOR BUDGET CHANGES/ISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE 1,220,420 1,481,384 1,220,420 1,481,384 Variance due to increases in cost of operations, as well as, changes in allocated costs between the Water and Wastewater contracts. 107 ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED PERFORMANCE MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. Cost per million gallons treated N/A N/A $725' $739' $850' 2. % permit requirements met N/A N/A 95% 93% 95% ' Costs to be researched and updated DEPARTMENTAL BUDGET: WASTEWATER FUND 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 672,968 660,942 702,942 Operations 672,968 660,942 702,942 MAJOR BUDGET CHANGES/ISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE 1,220,420 1,481,384 1,220,420 1,481,384 Variance due to increases in cost of operations, as well as, changes in allocated costs between the Water and Wastewater contracts. 107 Georgetown Utility Systems Water Services - Wastewater Contracts The Wastewater Utility transfers two percent of its gross billings to the General Fund. This transfer is a payment of franchise fees which would have been payable to the General Fund from a non -City provider of such services. Also included are allocated costs for shared administrative support. This department is also used to account for the contractual obligations not specific to an individual department of the fund. WASTEWATER CONTRACTS BUDGET: WASTEWATER FUND 00/01 02/03 99/00 00/01 PROJECTED 01/02 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 98,998 95,400 106,150 Franchise Fees 114,440 117,340 100,255 118,873 101,984 General Fund Allocations 92,133 92,133 666,106 574,412 594,570 Joint Svc Allocations 722,546 722,546 64,634 45,000 67,800 Spec. Svc / Legal 50,976 52,972 929,993 833,685 870,504 980,095 984,991 MAJOR BUDGET CHANGES/ISSUES: 108