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Finance & Administration
Administration
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Municipal Couri
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FINANCE & ADMINISTRATION
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.
DIVISION FINANCIAL SUMMARY:
99/00
98/99
99/00
Projected
00/01
01/02
Actual
Budget
Actual
Adopted
Projected Base
Accounting
280,480
319,679
310,117
344,780
343,280
Administration
297,880
312,507
312,507
334,103
288,103
Facilities Maintenance
54,750
55,768
55,509
57,418
57,418
Facilities Main. Contracts
349,480
420,861
420,861
551,535
452,135
Vehicle Service Center
366,973
396,346
395,929
420,376
420,376
Capital Replacements & Ins.
800,545
639,546
639,068
689,725
746,595
Municipal Court
133,671
156,040
155,125
159,669
159,669
Court Fees SRF
0
5,000
4,000
20,000
20,000
Purchasing & Properties
283,780
321,994
315,231
340,592
340,592
Utility Office
576,518
584,667
573,241
562,624
562,624
TOTAL
3,144,077
3,212,408
3,181,588
3,480,822
3,390,792
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01
149
FINANCE & ADMINISTRATION
Employees - Full Time Equivalents
31.75 Total Employees
9 Utility
6 Pw
2.5 Municipal Court
venting
2 Administration
Facilities Maintenance
Svc Center
Personnel, Operations, & Capital
Operation
Total Budget $3,460,822
Capital
Personnel
FINANCE & ADMINISTRATION
150 ANNUAL OPERATING PLAN ELEMENT 2000/01
ENDS & MEANS
Economic Development
Policy End 1.00 Citizens of Georgetown experience a stable, self-sustaining economy with expanding job
opportunities.
Focus End 1.01 Existing undeveloped sites in Georgetown are put to beneficial use.
Means (99-02) Support and assist in the development of the Rivery Tract and the entertainment district.
(Administration, Community Owned Utilities, Development Services, Economic Development, Fire
Services, Management Services, Parks and Recreation)
Environmental and. Resource Conservation
Policy End 2.00 Georgetown's natural and physical resources are managed so that citizens enjoy the benefits
of economic and social development.
Focus End 2.01 Sufficient, high-quality water is available to meet the current and future needs of citizens
and businesses in Georgetown. Priority is given to:
1) human consumption
2) businesses
3) recreation
Means (98-03) Assist Community Owned Utilities in developing an irrigation/effluent utility ordinance and
reuse policy to expand the use of effluent water sources to irrigate City parks, open spaces, and area
golf courses, and to reduce removal of water from the Edward's Aquifer. (Administration, Utility
Office, Community Owned Utilities, Management Services, Parks & Recreation)
Historic Preservation
Policy End 5.00 Prehistoric and historic resources are preserved, protected and promoted for the benefit of
the citizens of Georgetown.
Means (99-02) Assist with promoting the Main Street Facade Fund Renovation Program by completing
four renovation projects. (Facilities Maintenance, Main Street Program, Community Owned Utilities,
-- Development Services, Management Services)
Public Information and. Education
Policy End 7.00 City -owned, sponsored or managed public information and education services enhance the
quality of life of the citizens of Georgetown.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01 151
Focus End 7.01 Public education and information services meet the diverse needs and requirements of
citizens.
Means (99-01) Prepare citizen -oriented guides for City finances and debt structure as part of a citywide
public education initiative. (Administration, City Manager's Office, Information Resources)
Means (99-01) Participate in the City's public information and awareness team. (All Divisions)
Public safety
Policy End 8.00 Citizens of Georgetown feel safe and are well protected from crime and disorder, natural
disasters and emergencies.
Means (97-01) Assist Fire Services with the design, bidding, and construction of Fire Station No. 4.
(Purchasing & Properties, Fire Services)
Means (98-04) Assist Fire Services with a community needs assessment of hazardous materials using
Chemical Manufacturing Association data in order to provide hazardous analysis planning and
emergency response information for public safety employees. (Purchasing & Properties, Fire
Services)
Means (00-01) Assist with updating the Emergency Operations Manual (All Divisions)
Recreational and Cultural Affairs
Policy End 9.00 Parks, open space and recreation facilities and services contribute to an enhanced quality
of life for citizens of Georgetown.
Focus End 9.03 There are opportunities for citizens to participate in a wide range of recreational
activities. Priority is to be given to programs which meet the needs of those who are physically
or otherwise challenged.
Means (99-04) Assist with special community festivals and events working with Parks & Recreation and
other City divisions. (Administration, Community Owned Utilities, Economic Development,
Information Resources, Management Services, Parks & Recreation, Police Services)
Utilities/Energy
Policy End 12.00 City -owned, sponsored or managed utilities provide safe, adequate and reliable service to
all customers.
Focus End 12.01 Customers of the City's electric utility have a range of choices with respect to rates,
service levels and power supply options.
Means (96-02) Assist with developing and implementing a utility marketing strategy and new rate structure
that fully utilizes the Automated Meter Reading System and prepares the City for possible future
electric deregulation. (Administration, Utility Office, Community Owned Utilities, Information
Resources, Management Services)
FINANCE & ADMINISTRATION
152 ANNUAL OPERATING PLAN ELEMENT 2000/01
Means (98-01) Work with Employee & Organizational Services, Information Resources and Community
Owned Utilities with implementation of an integrated financial, human resources and utility Customer
Information System (CIS). (Utility Office, Community Owned Utilities, Employee & Organizational
Services, Information Resources, Management Services)
Means (98-04) Assist in location, design and construction of a new Municipal Service Center compound,
as identified in the citywide ten-year plan, to promote efficient and safe city operations, improve
access by citizens, and exemplify urban design standards. (All Departments, Community Owned
Utilities, Development Services, Information Resources, Management Services)
Means (99-01) Redesign the utility bill to establish a more customer friendly and informative format. (Utility
Office)
Facilities and services
Policy End 13.00 The City provides for the safety of its citizens and supports the responsive delivery of
coordinated services by the City and other public agencies.
Means (99-04) Coordinate the adoption and begin implementation of the citywide ten-year facilities plan
that contributes to the health of the central business district, promotes efficient and safe city
operations, improves access by citizens and exemplifies urban design standards. (Administration,
Purchasing & Properties, Information Resources, Management Services)
Means (00-01) Assist with completion of new/remodeled Airport Terminal Building. (Purchasing &
Properties, Community Services)
Means (00-05) Perform security audits and modify City facilities to provide secure working areas for
citizens and employees. (Facilities Maintenance, Management Services, Police Services)
Focus End 13.02 The City has a high level of employee satisfaction and retention.
Means (98-04) Continue ongoing recruitment efforts to ensure diversity in the applicant pool and
compatibility with core values for every City position. (All Divisions)
Means (99-03) Develop and implement individualized career development and citywide succession plans.
(All Divisions)
Focus End 13.03 The City provides appropriate, well managed information technology and services that
support City operations and citizen access to information.
Means (98-01) Develop requirements and request proposals, evaluate options and implement an integrated
financial, human resources and utility Customer Information System (CIS). (Accounting,
Administration, Utility Office, Community Owned Utilities, Management Services)
Means (00-05) Provide support for preparing and implementing a comprehensive strategy to address the
Geographic Information System (GIS) needs of the City. (Administration, Community Owned
Utilities, Community Services, Development Services, Fire Services, Information Resources,
Management Services, Police Services)
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01 153
Finance
Policy End 14.00 All municipal operations are conducted in an efficient business -like manner and sufficient
financial resources for both current and future needs are provided.
Means (96-01) Assist with the completion of the Customer Choice & Control (CCC) installation. (Utility
Office, Community Owned Services)
Means (99-01) Conduct competitive fee analysis for all development and utility related fees andpresent
recommended changes to City Council. (All Divisions)
Means (99-01) Assist Information Resources in the coordination, implementation, and automation of the
code enforcement complaint tracking system, including web site access, to provide more aggressive
identification and correction of violations. (All Divisions)
Means (99-04) Cooperate and coordinate with the Williamson County Unified Road District to provide an
organized transportation roadway system. (Administration, Community Owned Utilities,
Development Services)
Means (00-01) Review and expand City's debt policy. (Administration)
Means (00-05) Pursue additional cooperative purchasing agreements with Williamson County, Georgetown
Independent School District and other local governmental entities. (Purchasing & Properties)
Means (01-02) Expand the City's long range financial models to include a ten-year financial plan for the
General Fund and all utility funds (Accounting, Administration)
For an explanation of the Ends & Means, see pages one and two in the City summary section.
FINANCE & ADMINISTRATION
154 ANNUAL OPERATING PLAN ELEMENT 2000/01
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FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01
1
155
WHAT WE DO:
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
and budget reports, tracks the City's capital
improvements and grant projects, monitors bond
proceed disbursements and pays the City's debt service.
The Department's goal is to insure and promote fiscal
responsibility for City funds and equipment, while
providing support to all divisions, so they may better
serve the citizens of Georgetown.
WHAT WE ACCOMPLISHED IN 1999/00:
• Received the Government Finance Officers
Association's (GFOA) award for "Excellence in
Financial Reporting" for the City's 1998
Comprehensive Annual Financial Report for the
twelfth consecutive year.
• Coordinated the Texas Capital Fund economic
development grants for the following:
• Advanced Cable Services, L.P.
• Hewlett Chevrolet, Oldsmobile, Buick, Inc.
• Texas Electric Cooperatives, Inc.
• Presidio in the Rivery
• Worked with the Utility Office, Information
Resources, Community Owned Utilities and
Employee and Organizational Services to develop
the system requirements for an integrated financial,
human resource, and utility customer information
system.
156
• Revised the City's travel policy to further
streamline the process and eliminate duplication
associated with the City's credit card policy.
• Coordinated the financial administration of the
$500,000 Texas Parks and Wildlife River
Corridors Grant.
• Implemented a flexible repurchase agreement as an
investment vehicle for the City's 2000 debt issue,
which gives the City flexibility in construction
timelines.
• Implemented investment software to track the
City's investments and provide reporting that
complies with the Public Funds Investment Act.
WHAT WE PLAN TO ACCOMPLISH IN 2,000/01:
• Continue coordination of the City's grant program
including development grants, Parks and
Recreation grants, Police grants and various other
city grants.
• Revise accounting reporting systems to incorporate
changes mandated by Governmental Accounting
Board Statement No. 34.
• Work with the Utility Office, Community Owned
Utilities (COU), Employee and Organizational
Services, and Information Resources to implement
an integrated financial, human resource, and utility
customer information system.
• Work with Finance Administration to expand the
City's long range financial models to include a ten-
year financial plan for the General Fund and all
utility funds.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01
2000/01 ADOPTED BUDGETAND 2001/02 PROJECTED BUDGET:
99/00
ACTUAL
ACTUAL
BUDGETED
PROJECTED
PROPOSED
ACTIVITY INDICATORS
FY 97/98
FY 98/99
FY 00
FY 99/00
FY 00/01
254,825
Personnel
47,367 51,327
51,327
1)
Vendor checks issued
11,677
10,905
11,500
11,250
11,750
2)
Invoices processed
42,780
49,864
45,000
51,000
52,500
3)
Annual investment
portfolio
$17,525,141
$30,686,882
$30,000,000
$32,000,000
$30,000,000
4)
Number of grants
11
28
17
14
16
Annual grant expenditures
$1,228,603
$1,681,735
$3,952,500
$1,280,000
$1,520,000
2000/01 ADOPTED BUDGETAND 2001/02 PROJECTED BUDGET:
00/01
99/00
Adopted
98/99 99/00
Projected
(% Change **)
Actual Budget
Actual
293,244 (15.1%)
5/1 5.75/.5
5.75/.5
# Employees
233,113 264,387
254,825
Personnel
47,367 51,327
51,327
Operations
3,965
3,965
Capital
280,480 319,679
310,117
Employees: full time / part time FTE's
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
00/01
01/02
Adopted
Projected Base
(% Change *)
(% Change **)
6.75/.5
6.75/.5
293,244 (15.1%)
293,244 (0.0%)
51,536 (0.4%)
50,036 (-2.9%)
(N/A)
(N/A)
344,780 (11.2^/0)
343,280 (-0.4%)
SIGNIFICANT CHANGES:
The payroll processing function has been transferred to Accounting from Human Resources for 2000/01.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01 157
WHAT WE DO:
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 Community
Owned Utilities and the Utility Office on the City's
utility services and electric deregulation strategies.
WHAT WE ACCOMPLISHED IN 1999/00:
• Received GFOA Distinguished Budget
Presentation Award for eleventh consecutive year.
• Co-sponsored first Town Hall Meeting to enlist
feedback for citizen -focused budget process.
• Coordinated $1.45 million certificates of obliga-
tion debt issue for traffic improvement projects
including realignment of Country Club Road and
engineering for the Rivery Bridge.
• Coordinated $4.32 million of revenue bonds for
the purpose of improvements and expansions to
the electric, water and wastewater systems.
• Worked with COU and the Utility Office to begin
negotiations with AEP Communications (formerly
C3 Communications) for operation and
maintenance of the fixed wireless network.
158
• Worked with the Utility Office, Information
Resources, Community Owned Utilities and
Employee and Organizational Services to develop
the system requirements for an integrated
financial, human resource, and utility customer
information system.
WHAT WE PLAN TO ACCOMPLISH IN 2000/01:
• Coordinate a citywide financial condition and
strategy review and make recommendations to
provide adequate resources for the five-year needs
of the City.
• Analyze development and utility related fees, and
make recommended changes to meet costs of
residential and commercial/industrial growth.
• Develop and implement a regular program and
financial summary report process, including
reports to Council.
• Develop cost of services and rate proposals for
City electric utility in coordination with Utility
Office and Community Owned Utilities.
• Review and expand City debt policy.
• Assist COU in establishing an irrigation utility and
setting rates.
• Prepare citizen -oriented guides on City finances
and debt as part of citywide public education
initiative.
• Work with Accounting to expand the City's long
range financial models to include a ten-year
financial plan for the General Fund and all utility
funds.
• Work with COU and the Utility Office to
implement a maintenance contract for operation
and maintenance of the fixed wireless network.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01
ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED
ACTIVITY INDICATORS FY 97/98 FY 98/99 FY 99/00 FY 99/00 FY 00/01
1) a. Number of bond issues
outstanding 9 10 12 12 13
b. Amount of debt outstanding $44,805,000 $47,880,000 $54,360,000 $50,395,000 $54,095,000
2) Utility customers
13,546
14,501
15,659
15,585
16,520
3) Adopted annual budget
$62,308,314
$68,861,433
$81,757,046
$72,407,286
$85,402,571
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
99/00
00/01
01/02
98/99 99/00 Projected
Adopted
Projected Base
Actual Budget Actual
(% Change *)
(% Change **)
2/0 2/0 2/0
# Employees
2/0
2/0
109,425 124,477 124,477
Personnel
126,809
(1.9%)
126,809 (0.0%)
185,339 188,030 188,030
Operations
207,294
(10.2%)
161,294 (-22.2°�°)
3,116
Capital
(N/A)
(N/A)
297,880 312,507 312,507
334,103
(6.9%)
288,103 (-13.8%)
Employees: full time / part time FTE's
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01 159
ro
w
160
WHAT WE DO:
The Facilities Maintenance Department provides
janitorial service for approximately 123,000 square
feet of City buildings (Municipal Building, City
Offices, City Hall, Police Station, Public Library,
Police Department Annex, Recreation Center,
Community Owned Utilities and the Development
Services facility) on a regular basis. During 1999/00,
janitorial services and landscape maintenance will
continue to be contracted out. Light maintenance,
painting, landscape maintenance, roofing and air
conditioning repairs for City facilities are also
provided for those buildings, plus the four Fire
Stations, Community Center, Airport Terminal,
Madella Hilliard Center, Katy Lake Training Facility
and the Recreation Center. This department performs
monthly inspections of each facility to identify existing
or potential problems and corrects those situations.
This department is managed by the Support Services
Director and staffed by one full-time Facilities
Maintenance Worker.
WHAT WE ACCOMPLISHED IN 1999/00:
• Performed facility improvements as approved in
the Facility Maintenance Internal Service fund
including:
• Resurfaced three tennis courts.
• Replaced one Heating Ventilation and Air
Conditioning (HVAC) unit at the Community
Center.
• Painted exterior of the Municipal Building.
• Replaced copiers at the Utility Office, Building
Inspection, and the Library.
• Renovated the first floor of the Municipal
Building to relieve overcrowded conditions.
• Implemented an annual landscape maintenance
contract for the Georgetown Village Public
Improvement District (PID).
• Upgraded tennis court light electric to bring into
code compliance.
WHAT WE PLAN TO ACCOMPLISH IN 2000/01:
• Perform facility improvements as approved in the
Facility Maintenance Internal Service Fund to
include the following:
• Replace one HVAC unit at the Community
Center.
• Complete replacement of carpet and tile at the
Municipal Building.
• Replace roof at the Tennis Center and
Community Center.
• Replace treadmill at the Recreation Center.
• Develop and implement a new work order
management process, that will more closely track
time spent per facility for maintenance repairs.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01
BUDGETED
PROJECTED
ACTUAL
ACTUAL
ACTIVITY INDICATORS
FY 97/98
FY 98/99
1)
Work orders processed
351
374
2)
Facilities maintained
16
16
3)
Square footage of facilities
130,000
7
10
maintained
117,500
117,500
4)
Service contracts managed
6
7
BUDGETED
PROJECTED
PROPOSED
FY 00
FY 00
FY 00/01
Actual
Budget
Actual
482
326
326
18
17
18
130,000
123,000
130,000
7
10
10
2000/001 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
Employees: full time / part time FTE's
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01
00/01
01/02
99/00
98/99
99/00
Projected
Actual
Budget
Actual
1/0
1/0
1/0 # Employees
43,494
43,158
42,899 Personnel
11,256
12,610
12,610 Operations
54,750
55,768
55,509
Employees: full time / part time FTE's
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01
00/01
01/02
Adopted
Projected Base
(% Change*)
(% Change **)
1/0
1/0
43,412 (1.2%)
43,412 (0.0%)
14,006 (u.m.)
14,006 (0.0%)
57,418 (3.40/.)
57,418 (0.0%)
161
INTERNAL SERVICE FUND
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. Major projects for 2000/01 include the following:
• Replacement of the roof at the Tennis Center and Community Center.
• Copier replacement for City Hall, Finance & Administration, Police Department, and Information Resources.
• Replacement of one air conditioning unit at the Community Center.
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
FINANCE & ADMINISTRATION
162 ANNUAL OPERATING PLAN ELEMENT 2000/01
99/00
00/01
01/02
98/99
99/00
Projected
Adopted
Projected Base
Actual
Budget
Actual
(% Change *)
(% Change **)
63,628
59,202
59,202
Bldgs. Structs. Grds
55,317 (-6.6%)
55,317 (0.0%)
184,892
286,359
286,359
Lease and Contracts
329,518 (15.1%)
329,518 (0.0%)
41,164
40,500
40,500
Bldg. Improvements
99,000 (144.4%)
28,000 (-71.7%)
7,500
7,500
Contingency (Non -R)
7,500 (0.0^�0)
7,500 (0.0%)
59,796
27,300
27,300
Furniture & Fixtures
60,200 (120.5%)
31,800 (47.2%)
349,480
420,861
420,861
551,535 (31.0%)
452,135 (-18.0%)
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
FINANCE & ADMINISTRATION
162 ANNUAL OPERATING PLAN ELEMENT 2000/01
Facilities Maintenance
Internal Service Fund.
Airport Terminal
00/01
01/02
02/03
03/04
04/05
By Function
26,613
16,813
30,813
18,813
16,813
Copier Replacement
39,200
26,800
29,400
29,400
1,100
Copier Maint.
28,400
28,400
28,400
28,400
28,400
Painting
0
3,200
15,500
19,000
7,000
Roof Replacement
50,000
0
0
0
0
HVAC Replacement
11,000
0
14,000
0
30,000
Pest Extermination
2,516
2,516
2,516
2,516
2,516
Flooring Replacement
35,000
17,300
2,700
3,100
0
Landscape Maintenance
107,200
107,200
107,200
107,200
107,200
Janitorial Svcs.
143,320
143,320
143,320
143,320
143,320
Maintenance Services
61,581
55,685
55,685
55,685
55,685
HVAC Maintenance
33,548
33,548
33,548
33,548
33,548
Elevator Maintenance
2,600
2,600
2,600
2,600
2,600
Emergency Gen. Maint.
8,750
8,750
8,750
8,750
8,750
Racquetball Court Ceiling Tiles
200
200
200
200
200
Gym and Racquetball Floor Maintenance
0
0
0
4,100
0
Table and Chair Replacement
0
0
1,800
0
0
Overhead Door Maintenance
1,500
1,500
1,500
1,500
1,500
Halon/Fire Alarm Maintenance
1,020
1,020
1,020
1,020
1,020
Tennis Court Resurfacing
0
10,500
0
0
0
Dry Deck
0
0
0
0
0
Treadmill Replacement
5,000
5,000
0
0
0
Stairclimber Replacement
0
0
2,400
0
0
Recumbent Bike Replacement
0
0
0
2,400
0
Contingency
7,500
0
0
0
0
Programs & Projects:
Animal Services Temp. Office Space
5,700
5,700
0
0
0
Security Cameras for Rec Center
7,500
0
0
0
Total Costs by Function
551,535
453,239
450,539
442,739
422,839
By Facilities
Airport Terminal
1,048
1,048
1,048
1,048
2,148
City Hall
26,613
16,813
30,813
18,813
16,813
City Office Building
33,652
23,852
33,652
26,852
23,852
Community Center
42,934
6,934
8,734
6,934
6,934
COU Compound
23,204
31,704
33,004
23,204
25,204
Country Club Median
780
780
780
780
780
Fire Services
41,549
41,549
41,549
57,349
43,549
Katy Lake Training Facility
7,753
9,453
7,753
10,853
7,753
Library
34,661
34,661
42,661
34,661
34,661
Madellia Hilliard
2,600
2,600
7,800
2,600
2,600
Municipal Building
87,514
46,618
36,818
36,818
66,818
Police Dept Annex
9,083
17,583
9,083
9,083
12,083
Park & Ride Facility
3,380
3,380
3,380
3,380
3,380
Police Station
38,381
28,581
38,381
28,581
28,581
Recreation Center
49,887
60,187
47,287
69,187
44,887
Development Services
20,028
20,028
20,028
29,828
20,028
Industrial Building
1,560
1,560
1,560
1,560
1,560
Roadway Medians
8,580
8,580
8,580
8,580
8,580
Landscape Maintenance
48,100
48,100
48,100
48,100
48,100
Tennis Center
49,528
43,528
29,528
24,528
24,528
Contingency
7,500
0
0
0
0
Programs & Projects
13,200
5,700
0
0
0
Total Costs by Facilities
551,535
453,239
450,539
442,739
422,839
FINANCE & ADMINISTRATION
__ ANNUAL OPERATING PLAN ELEMENT 2000/01 163
0
U
1�1
164
WHAT WE DO:
The Vehicle Service Center mission is to provide our
customers with a safe and efficient fleet in a
professional and friendly environment. The team has an
agreement that each member will maintain a positive
attitude, be flexible, dependable and trustworthy; be
accountable for their actions and hold each other
accountable; and demonstrate leadership in ways
which contribute to the team's success.
The department portion of Fleet Management performs
routine maintenance and mechanical repairs on all City
equipment and vehicles. The department, with the
assistance of computerized records showing
maintenance history, performs a scheduled inspection
of all City vehicles to ensure safe and efficient
operation of vehicles 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 has two Automotive Service of
Excellence (ASE) certified Master in Automobile and
Medium/Heavy Truck technicians, one mechanic is
ASE certified in Automobile Brakes, and one
mechanic is ASE certified in Automobile Suspension
& Steering, in addition to Medium/Heavy Truck Diesel
Engines, Electrical/Electronic systems, and Brakes.
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.
WHAT WE ACCOMPLISHED IN 1999/00:
• Implemented Vehicle Maintenance software.
• Participated in Leadership development training.
• Outsourced the preventative maintenance on cars
and pickups to help with workload.
• Installed equipment in 12 new vehicles and
outfitted 11 police cars.
WHAT WE PLAN TO ACCOMPLISH IN 2,000/01:
• Replace and/or equip 17 new vehicles.
• Develop new procedures and methods to handle
increased workload without additional staffing.
• Replace equipment approved in the Fleet Internal
Service fund schedule to include the following:
Fuel dispenser
Pressure washer "car wash"
• Tire changer
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01
ACTUAL ACTUAL. BUDGETED PROJECTED PROPOSED
ACTIVITY INDICATORS FY 97/98 FY 98/99 FY 00 FY 00 FY 00/01
1) Number of City -owned vehicles
and equipment 244 243 243 239 258
2) Mechanic to vehicle ratio* 1-81 1-81 1-81 1-80 1-86
3) Mechanic to Maintenance
Repair Units (MRU)**
1-143
4) Number of work orders per year
2,698
5) Quantity of fuel used per year
3,184
(gallons)
3,498
a) Unleaded gasoline
100,320
b) Diesel fuel
28508
* Industry average = 1 - 35
4/0
** Industry average =1 - 90
163,948 177,148 177,148 Personnel
1-156
1-156
1-156
1-160
2,698
3,184
3,396
3,498
95,759 113,722 104,006 107,126
32,084 30,160 40,302 41,511
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
99/00
00/01
01/02
98/99 99/00 Projected
Adopted
Projected Base
Actual Budget Actual
(% Change *)
(% Change **)
4/0 4/0 4/0 # Employees
4/0
4/0
163,948 177,148 177,148 Personnel
185,164 (4.5%)
185,164 (0.0%)
203,025 219,198 218,781 Operations
235,212 (7.5%)
235,212 (0.0%)
366,973 396,346 395,929
420,376 (6.2%)
420,376 (0.0%)
Employees: full time / part time FTE's
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01 165
CAPITAL 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.
WHAT WE ACCOMPLISHED IN 1999/00:
VEHICLES / EQUIPMENT PURCHASED/RETAINED
DEPARTMENT
VEHICLE TYPE
QUANTITY
Electric
2000 Utility Trailer
1
additional
Pump Maintenance
2000 Mower
1
replacement
W/WW Treatment Facilities
2000 Tractor
1
replacement
Fire Prevention
2000 1/2 Ton Pickup
1
replacement
Parks & Recreation
2000 1/2 Pickup
1
replacement
Parks & Recreation
2000 1 Ton Pickup
1
replacement
Parks & Recreation
2000 Van
1
additional
Parks & Recreation
2000 Mower
1
replacement
Parks & Recreation
2000 Sand Pro
1
replacement
Parks & Recreation
2000 Top Dresser
1
additional
Parks & Recreation
2000 Utility Vehicle
1
additional
Parks & Recreation
1992 Sand Pro
1
retained
Police Patrol Services
2000 4 Door Sedan
7
replacement
Police Patrol Services
2000 4 Door Sedan
4
additional
Total 23
FINANCE & ADMINISTRATION
166 ANNUAL OPERATING PLAN ELEMENT 2000/01
WHAT WE PLAN TO ACCOMPLISH IN 2000/01:
VEHICLES / EQUIPMENT REQUESTED FOR
PURCHASE/RETAINAGE
DEPARTMENT VEHICLE TYPE QUANTITY
Electric
20013/4 Ton Pickup
Electric
2001 Boom Truck
Pump Maintenance
2001 Mower
Water Distribution
20013/4 Ton Pickup
Street
2001 1 Ton Pickup
CVB
2001 Van
Animal Services
20013/4 Ton Pickup
Inspection
2001 Jeep
Fleet Maintenance
Fuel Dispener
Fleet Maintenance
Pressure Washer
Fleet Maintenance
Tire Changer
Park & Recreation
2001 Sand Pro
Park & Recreation
2001 Tractor
Police Special Operation
20014 Door Sedan
Police Patrol Services
20014 Door Sedan
2 replacement
1 replacement
1 replacement
1 replacement
1 replacement
1 replacement
1 replacement
1 replacement
1 replacement
1 replacement
1 replacement
1 replacement
1 replacement
3 replacement
2 replacement
Total 19
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01 167
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
168
00/01
99/00
98/99
99/00
Projected
Actual
Budget
Actual
63,098
71,220
71,220 Insurance
3,087
10,000
10,000 Insurance Ded
61,164
57,630
57,630 Contracts & Leases
673,196
500,696
500,218 Capital Outlay
800,545
639,546
639,068
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
168
00/01
01/02
Adopted
Projected Base
(% Change *)
(% Change **)
71,830
(o.9°io)
71,830 (o.o%)
10,000
(0.0^io)
10,000 (0.0%)
62,000
(7.6%)
62,000 (0.0%)
545,895
(9.1%)
602,765 (10.4%)
689,725
(7.9%)
746,595 (9.29/6)
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01
Fleet Management
Internal Service Fund
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01 169
00101
01102
02/03
03104
04105
Capital Replacement
Community Owned Utilities
Replacement Cost
241,500
312,600
273,552
203,650
213,500
Number of Units
6
9
8
9
4
Community Services
Replacement Cost
42,500
10,000
49,000
0
35,000
Number of Units
2
1
2
0
2
Development Services
Replacement Cost
21,000
0
0
0
39,500
Number of Units
1
0
0
0
2
Finance & Administration
Replacement Cost
13,000
23,000
27,500
14,500
3,700
Number of Units
3
3
3
1
1
Fire Services
Replacement Cost
17,500
0
18,500
52,500
280,000
Number of Units
1
0
1
2
1
Management Resources
Replacement Cost
0
0
0
17,500
0
Number of Units
0
0
0
1
0
Information Resources
Replacement Cost
0
0
0
14,500
0
Number of Units
0
0
0
1
0
Parks & Recreation
Replacement Cost
34,100
15,000
63,600
50,000
15,000
Number of Units
2
1
4
3
1
Police Services
Replacement Cost
136,000
184,000
138,000
138,000
69,000
Number of Units
6
8
6
6
3
W & WW Treatment Facilities
Replacement Cost
0
0
0
0
0
Number ofUnfts
0
0
0
0
0
Equipment (City-wide)
35,295
58,165
46,140
66,720
31,830
Total Replacement Costs
540,895
602,765
616,292
557,370
687,530
Number of Units Replaced
21
22
24
23
14
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01 169
170
WHAT WE DO:
The Municipal Court handles the judicial processing of
Class C misdemeanors that originate from traffic
citations, citizen complaints, code violations, and
misdemeanor arrests. In addition to the judicial
processing, the Court prepares dockets, schedules trials,
processes juries, records and collects fine payments,
and issues warrants for Violation of Promise to Appear
and Failure to Appear. Municipal Court also processes
code violations as part of the citywide code
enforcement effort.
The Municipal Judge holds monthly arraignment
dockets and trials. Two Deputy Court Clerks perform
administrative and clerical activities. The department
reports to the Court Clerk.
The Court is directed by the Court Team, which was
empowered by the City Manager to make decisions
within established guidelines. This cross divisional
team is made up of individuals who either impact or are
affected by Municipal Court. Team members include
the Municipal Court Judge, City Prosecutor, Assistant
City Attorney, Community Services Administrative
Assistant, Court Clerk, Deputy Court Clerks,
Lieutenant of Patrol Services, Police Information
Management Director, Police Records Team Leader
and Controller.
The Team's accomplishments include the following:
• improving the warrant process;
• enhancing the flow of communication between
Police and Court;
• converting the Court caseload management
system;
• implementing the Texas Department of Public
Safety's collection program; and
• improving the teen court process through an
automatic tracking system.
WHAT WE ACCOMPLISHED IN 1999/00
• Improved collections on fines through
implementation of a collection service program for
warrants.
• Increased revenues by updating the current fine
schedule to reflect standard fines in this area.
• Implemented internet payment option for court fines.
• Participated in the Texas Municipal Court Clerks
Certification program.
• Decreased processing time between issuance of the
citation and the court date for the defendant by
separating juvenile dockets and arraignment
dockets.
• Automated the Judge's processes through the
purchase of a laptop computer from the court
technology fee revenue.
WHAT WE PLAN TO ACCOMPLISH IN 2000/01:
• Work with Municipal Court Judge and Prosecutor to
create and implement a Municipal Court Policy and
Procedures manual.
• Fully automate the court process by utilizing
technology to update cases during court sessions.
0 Upgrade Municipal Court software to continue to
manage the growth in caseloads.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
99/00
ACTUAL
ACTUAL
BUDGETED
PROJECTED
PROPOSED
ACTT= INDICATORS
FY 97/98
FY 98/99
FY 99/00
FY 00
FY 00 01
2,660
Capital
1) Number of cases filed
4,887
4,742
5,720
5,105
5,510
2) Number of courtesy letters
4,264
3,784
4,840
5,300
5,725
3) Number of warrants issued
847
984
950
1,025
1,055
4) Municipal Court fine revenue:
Retained by City
$214,078
$237,163
$236,500
$280,000
$305,000
Remitted to State
108,585
113,465
143,000
160,000
173,000
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
99/00
01/02
98/99 99/00 Projected
Projected Base
Actual Budget Actual
(% Change **)
2/0 2.5/0 2.5/0
# Employees
91,337 120,738 119,823
Personnel
39,674 35,302 35,302
Operations
2,660
Capital
133,671 156,040 155,125
159,669 (2.90/.)
Employees: full time / part time FTE's
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from 00/01 Proposed
00/01
01/02
Adopted
Projected Base
(% Change*)
(% Change **)
2.5/0
2.5/0
122,346 (2.1%)
122,346 (0.0%)
37,323 (5.7%)
37,323 (0.0%)
(N/A)
(N/A)
159,669 (2.90/.)
159,669 (o.o%)
SIGNIFICANT CHANGES:
In 1999/00, a half-time deputy court clerk was added to handle increased caseload.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01
171
99/00 00/01 01/02
98/99 99/00 Projected Adopted Projected
Actual Budget Actual Budget Budget
Beginning Fund Balance
0
0
0
0
0
REVENUES:
Court Technology Fee
0
5,000
4,000
10,000
10,000
Court Security Fee
0
0
0
10,000
10,000
Total Revenues
0
5,000
4,000
20,000
20,000
EXPENSES:
Court Equipment
0
5,000
4,000
10,000
10,000
Court Security
10,000
10,000
Total Expenses
0
5,000
4,000
20,000
20,000
Ending Fund Balance
0
0
0
0
0
FINANCE & ADMINISTRATION
172 ANNUAL OPERATING PLAN ELEMENT 2000/01
FAv'4
Col
ooz-e000""
GEOR
�D
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FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01 173
�7
174
WHAT WE DO:
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 also manages facility construction or
remodeling and coordinates the purchases and
installations for the 800 MHZ radio communications
system. The Support Services Director serves as a
member of the County -wide 800 MHZ radio system
communications cooperative, which oversees the
operations of the 800 MHZ radio system. Purchasing
also oversees all communication systems currently in
use by the City, including pagers, telephones and
cellular telephones.
Purchasing & Properties oversees the operation of the
City's central receiving/distribution warehouses. The
warehouses stock and deliver various janitorial, office,
automotive, and utility supplies. Fixed asset inventory
control is another function of the Department.
Inventory control involves identifying and tagging all
items to be added to the inventory and the disposal of
surplus or salvage property. This department consists
of a buyer, purchasing assistant, warehouse specialist,
and electric warehouse clerk who report to the
Purchasing Agent. The Support Services Director
directs this department.
WHAT WE ACCOMPLISHED IN 1999/00:
• Managed the construction of Fire Station No. 4.
• Secured additional office space for Animal
Services.
• Hired electric warehouse clerk and set up electric
warehouse.
• Completed renovations of Community Owned
Utilities administrative offices to provide
additional and more efficient office space.
• Installed emergency generator at Recreation
Center for backup power for its function as the
emergency shelter and the Emergency Operation
Center.
• Coordinated a citywide facility review with the
City Manager's Office and City Council, and
implemented a renovation, expansion and
replacement process to include Public Library,
Animal Shelter, Community Owned Utilities
compound, City Hall and Public Safety facility.
• Participated in identification and modification of
all equipment and systems to assure year 2000
compliance.
WHAT WE PLAN TO ACCOMPLISH IN 2000/01:
• Complete the construction of Fire Station No -4
• Expand cooperative purchasing agreements with
Williamson County, the City of Round Rock and
Georgetown Independent School District, for
items such as office supplies and cellular phones.
• Finalize and begin implementation of a ten-year
facility plan for the renovation, expansion and
replacement of Public Library, Animal Shelter,
Community Owned Utilities Compound, City
administrative offices and public safety facility.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
99/00
ACTUAL
ACTUAL
BUDGETED
PROJECTED
PROPOSED
ACTIVITY INDICATORS
FY 97/98
FY 98/99
FY 99/00
FY 99100
FY 00/0 1
1) Purchase orders entered
9,305
8,914
10,500
8,600
8,700
2) Inventory items disbursed
by requisition
15,018
13,090
15,500
13,780
14,000
. _ 3) Inventory deliveries received
1,596
1,511
1,700
1,740
1,750
4) Formal bids processed
49
35
45
43
45
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
99/00
01/02
98/99 99/00 Projected
Projected Base
Actual Budget Actual
(% Change **)
510.5 610 6/0
# Employees
194,658 230,020 224,257
Personnel
89,122 91,974 90,974
Operations
283,780 321,994 315,231
340,592 (8.0%)
Employees: full time / part time FTE's
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change of 01/02 Projected Base from
00/01 Proposed
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01
00/01
01/02
Adopted
Projected Base
(% Change *)
(% Change **)
6/0
6/0
234,522 (4.6%)
234,522 (0.0%)
106,070 (16.6%)
106,070 (0.0%)
340,592 (8.0%)
340,592 (0.0%)
175
176
WHAT WE DO:
The primary goal of the Utility Office is to maintain
and increase the number of satisfied utility customers
within Georgetown. The Utility Office Team,
consisting of both office and field personnel,
accomplishes this by providing innovative, friendly
services and accurate, timely information.
The Utility Office bills and collects for City utility
services, as well as handling requests for utility
service connects, disconnects, and transfers; bad debt
and non-payment issues; customer assistance with
conservation and utility programs; payment options
and arrangements; and billing questions.
WHAT WE ACCOMPLISHED IN 1999/00:
• Assisted Community Owned Utilities (COU) in
implementing the water section of the Automated
Meter Reading Program, with 90% of the water
meters being read automatically.
• Contracted with a new credit card merchant
services vendor, allowing the City to update
equipment and services city-wide, and reduce
credit card fees, paid by the City, by 29%.
• Automated the Credit Card Draft Program.
• Developed and implemented a new utility
disconnection policy in order that non-payment
fees are more fairly assessed to customers and
more accurately reflect the cost of the process.
• Worked with COU and a private consulting
agency to present a series of workshops / town
hall meetings to the public, providing information
on the electric industry deregulation and
restructuring.
• Worked with COU, Accounting, Employee and
Organizational Resources, and Information
Resources, to develop the system requirements
for an integrated financial, human resources, and
utility customer information system.
• Implemented an in-house bad debt collection
program, which has increased annual bad debt
collection by 16%.
• Worked with COU to begin negotiations with
AEP Communications (formerly C3 Communi-
cations) for operation and maintenance of the
fixed wireless network.
• Participated on state-wide Electric Restructuring
Committee, responsible for developing and
recommending policies and procedures for the
operation of the electric industry in a deregulated
market.
• Participated in the creation and implementation of
a City Public Information Team.
• Implemented a record maintenance program for
the Utility Office that utilizes a Compact Disc
(CD) Read/Writer to store Utility Office records
on CD, saving scarce and costly record storage
space.
WHAT WE PLAN TO ACCOMPLISH IN 2000/01:
• Work with Community Owned Utilities to revise
water and electric rates that will reflect the new
marketing strategy and utilize the Automated
Meter Reading system.
• Work with the Information Resources,
Community Owned Utilities (COU), Employee
and Organizational Services, and Accounting to
implement an integrated financial, human
resource, and utility customer information system.
• Outsource the bill print portion of the utility
billing process, saving the Utility Office about 5
hours a week in printing, sorting, and mailing.
This will also facilitate an easy and cost effective
transition to an 8 % x 11 billing format, allowing
the City to provide a more informative and
detailed utility bill to customers.
• Work with COU to implement a maintenance
agreement for operation and maintenance of the
fixed wireless network.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01
ACTIVITY INDICATORS
1) Work orders processed
2) Payments processed
3) Ambassador packets delivered
4) Families helped by the Good
Neighbor Fund
ACTUAL
ACTUAL
BUDGETED
PROJECTED
PROPOSED
FY 97/98
FY 98/99
FY 00
FY 99/00
FY 00/01
Projected
14,903
15,868
15,472
16,660
17,400
146,880
168,192
169,223
170,600
178,135
480
1170
1,560
1,285
1,300
259
207
220
210
235
2000/01 ADOPTED BUDGET AND 2001/02 PROJECTED BUDGET:
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01 177
99/00
00/01
01/02
98/99
99/00
Projected
Adopted
Projected Base
Actual
Budget
Actual
(% Change *)
(% Change **)
9/0
9/0
9/0
# Employees
9/0
9/0
305,928
326,409
314,983
Personnel
319,250
(1.a%)
319,250
(0.0%)
199,461
218,508
218,508
Operations
204,274
(-6.5^/0)
204,274
(0.0%)
6,701
Capital
(N/A)
(N/A)
512,090
544,917
533,491
Subtotal - Department
523,524
(-1.9%)
523,524
(o.o^/o)
64,428
39,750
39,750
Bad Debt
39,100
(4.6%)
39,100
(o.o^/o)
576,518
584,667
573,241
562,624
(-1.9%)
562,624
(0.0%)
Employees: full time / part time FTE's
* Percent change of 00/01 Proposed from 99/00 Projected Actual
** Percent change
of 01/02 Projected Base from 00/01 Proposed
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 2000/01 177
o GEORAd
G�
ENDED �
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FINANCE & ADMINISTRATION
178 ANNUAL OPERATING PLAN ELEMENT 2000/01