The URL can be used to link to this page

Home My WebLink About06 - Community ServicesAirport Page 100 Animal Services Page 102 Community Services Convention &Visitors Bureau Administration Page 94 Page 104 General Government Contracts Page 98 Sanitation Page 108 COMMUNITY SERVICES The Community Services Division includes the Division Administration, Airport, Animal Services, Convention & Visitors Bureau, Collection Station, and Sanitation Contracts (solid waste services, recycling, and bulky waste pick- up). The Division coordinates the Teen Court Program, health, welfare and other community services. The Division provides support to the affordable housing program, and monitors, evaluates and bids out other general contracts (including funding for social service agencies.) DIVISION FINANCIAL SUMMARY: Administration HOME Grant General Government Contracts Airport Animal Services Convention & Visitors Bureau Collection Station Sanitation Contracts TOTAL 97/98 96/97 97/98 Projected 98/99 99/00 Actual Budget Actual Adopted Projected Base 92,455 118,509 110,797 153,704 138,704 0 193,500 193,500 0 0 385,233 500,976 412,976 231,173 231,173 603,947 524,745 543,698 1,413,273 552,873 153,641 169,425 162,753 201,688 205,932 269,187 280,555 270,411 299,140 283,140 141,496 156,476 156,476 157,351 157,351 1,328,188 1,392,763 1,502,699 1,643,968 1,785,346 2,974,147 3,336,949 3,353,310 4,100,297 3,354,519 Employees - Full Time Equivalents 5.25 5.75 Anima )n Station 2 Administration ;CVB 10.�Total Employees COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 89 This page intentionally left blank. YA COMMUNITY SERVICES 90 ANNUAL OPERATING PLAN ELEMENT 1998/99 ENDs & MEANs Economic Development Policy End 1.0. Georgetown's economy is self-sustaining through diversified growth, a broad tax base with minimal impact front economic fluctuation, enhanced business opportunity and job creation. Focus End 1.8. The downtown is an economically viable component of the retail and business community. Means (98-99) Coordinate the Main Street Program with other City departments and downtown merchants. (Administration, Convention & Visitors Bureau) Focus End 1.11. The tourism industry in Georgetown is developed and promoted, while preserving the community's small-town charm. Means (97-99) Work with the and the City Manager's Office and Georgetown Industrial Foundation to develop an incentive package to attract entertainment facilities and other large sales tax generators to the community. (Convention & Visitors Bureau) Means (98-99) Develop and implement a marketing strategy to target markets promoting hotel/motel rooms to the leisure group and convention markets. Produce promotional publications, brochures, and other media to effectively promote Georgetown as a destination. (Convention & Visitors Bureau) Means (98-99) Work cooperatively with the Chamber of Commerce, Georgetown Industrial Foundation, Downtown Georgetown Association, and others in the community to effectively promote the tourism industry in Georgetown. (Convention & Visitors Bureau) Means (98-99) Work cooperatively with the Historic Preservation Commission and Development Services to develop programs and projects that promote the arts, historic preservation, and other community assets that enhance the visitor's experience in Georgetown. (Convention & Visitors Bureau) Means (98-99) Provide on-going educational opportunities for the Convention & Visitors Board in order to provide leadership support and effectively communicate and promote the tourism industry in Georgetown. (Convention & Visitors Bureau) Means (98-99) Provide support to the History & Visitor Information Center to market the community to the visiting customer. (Convention & Visitors Bureau) Means (98-99) Identify opportunities to promote community awareness through educational opportunities, and public relations to promote the value of tourism to the public. (Convention & Visitors Bureau) Means (98-00) Work to recruit additional lodging properties, attractions and restaurants which help fill existing gaps in the local tourism market. Coordinate efforts with the City, Chamber of Commerce, Georgetown Industrial Foundation, and other relevant entities. (Convention & Visitors Bureau) COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 91 Means (98-01) Set a clear vision and a long-term strategic plan to preserve a balance between the community's small-town charm and the tourist. (Convention & Visitors Bureau) Means (98-02) Work with City Manager's Office, Williamson County, the County Development District, and the Central Texas Sports & Recreation Foundation to develop the Williamson County Special Event & Exposition Center and other related developments. (Convention & Visitors Bureau) Focus End 1.8. The downtown is an economically viable component of the retail and business community. Means (98-99) Coordinate implementation of a Downtown Parking plan with other City departments, Williamson County offices, merchants and businesses. (Administration, Convention & Visitors Bureau, Community Owned Utilities, Development Services). Facilities & Services Policy End 4.0. The City provides for the safety of its citizens and the responsive delivery of coordinated services by the City and other public agencies. Focus End 4.13. The City is safe from animal threat, provides attractive and humane animal accommodations, and encourages the adoption of animals. Means (98-99) Work with local veterinarians to increase licensing of animals. (Animal Services) Means (98-00) Identify needs and location for new Animal Services shelter including possible joint use with Williamson County. (Animal Services) Finance Policy End 5.0. All municipal operations are conducted in an efficient business -like manner and sufficient financial resources for both current and future needs are provided Means (98-99) Implement rate differentials for services provided within and outside of the city limits. (Administration) Growth and. Physical Development Policy End 7.0. Georgetown's land uses support economic, cultural and social activities for all residents, businesses and organizations; and the City's development process encourages new and infill development. Means (98-01) Coordination and utilization of existing conference, meeting, and event space in the community and coordinate the development of new facilities and facility expansion. (Convention & Visitors Bureau) Health and. Human Sciences Policy End 8.0. Comprehensive, affordable health and human services are available through public and private organizations. COMMUNITY SERVICES 92 ANNUAL OPERATING PLAN ELEMENT 1998/99 Means (98-99) Contract with Williamson -Burnet County Opportunities (WBCO), Crisis Center and - Nutrition Programs, Georgetown Information & Volunteer Exchange (GIVE) Program, Health District, CARTS Transportation, the Georgetown Project, and Stonehaven Senior Center. (Administration) Housing f Policy End 10.0. The City cooperates with builders, developers and property owners to provide safe and adequate housing opportunities for all citizens. Means (98-00) Work with Development Services to develop a Housing Plan which addresses affordability and infill development. (Administration) Means (98-02) Work with the Rural Development Administration to provide loan guarantees for affordable housing subdivisions. (Administration) Transportation Policy End 12.0. Georgetown's transportation system provides for the safe and efficient movement of traffic, lic promotes the economic interests of the community, and adequately serves the needs of individuals. Focus End 12.6. The Georgetown Municipal Airport is an integral part of the transportation system and business activity of the community. Means (98-99) Pursue funding strategies for recommendations made in the Airport Functional Plan Element. (Airport) Means (98-99) Prepare an analysis of the Airport's enterprise operations and determine optional self- sustaining methods. (Airport) Means (98-99) Rehabilitate Runway 18-36 and Taxiways A and C, and construct two new access taxiways. (Airport) Utilities/Energy Policy End 14.0. Georgetown's utility systems provide safe and reliable service which meets the needs of all citizens and promotes the economic health of the community. Focus End 14.5. The City's utility policies and practices promote and encourage the protection and conservation of Georgetown's environment and natural resources. Means (98-99) Promote and provide public education and information to encourage recycling and the reduction of solid waste. (Administration) Means (98-99) Implement the new solid waste services contract and provide community education on - the services provided under the new contract. (Administration) For an explanation of the Ends & Means, see pages one and two in the City Summary section. COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 93 WHAT WE DO: The Community Services Administration department supervises and provides administrative support for all departments of the division including the Municipal Airport, Animal Services, Collection Station, and Convention & Visitors Bureau. Community Services Administration also: • manages sanitation and recycling contracts; • develops and manages grant applications; • monitors City contracts and leases with health, welfare, and community service agencies; • coordinates the Teen Court Program; • manages the HOME Grant Program. • coordinates with Georgetown Project on children and youth issues Community Services Administration supports and coordinates a variety of community project activities, and serves as the City's liaison to social services organizations and providers. WHAT WE ACCOMPLISHED IN 1997/98: • Participated in the County -wide Household Hazardous Waste Clean -Up Day. • Implemented a Home Grant Program for down payment assistance for low income families. . • Managed a Downtown Parking Issues study. • Applied for Home Grant Program for housing rehabilitation assistance. • Recognized Teen Court Participants through an end of year banquet. • Served as the City's liaison to The Georgetown Project. • Prepared and issued a Request for Proposals for solid waste and recycling services with service quality incentive provisions, evaluated the responses, and developed a new service contract. 94 WHAT WE PLAN TO ACCOMPLISH IN 1998/99: • Implement new solid waste and recycling service contract and educate customers about service changes. • Coordinate development of a housing policy plan which addresses affordability and infill development. • Develop and implement a promotional campaign to encourage recycling. • Coordinate implementation of Downtown Parking Plan. COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 *See "Significant Changes" below 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: ACTUAL BUDGETED PROJECTED PROPOSED ACTIVITY INDICATORS FY 96/97 FY 97/98 FY 97/98 FY 98/99 1) Teen Court cases N/A 45 80 80 2) Garbage and/or recycling calls ` * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted for information* N/A 1,860 2,600 300 3) Contracts monitored N/A 10 10 10 *See "Significant Changes" below 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: SIGNIFICANT CHANGES: 98/99 97/98 96/97 97/98 Projected Actual Budget Actual 1.5/0 2/0 2/0 # Employees 71,423 89,444 81,732 Personnel 21,032 29,065 29,065 Operations 92,455 118.509 110.797 Employees: full time / part time FTE's ` * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted SIGNIFICANT CHANGES: 98/99 99/00 Adopted Projected Base (% Change *) (% Change **) 2/0 2/0 95,338 (16.6%) 95,338 (0.0%) 58,366 (100.8%) 43,366 (-25.7%) 153,704 (38.7%) 138.704 (-9.8%) Beginning October 1, 1998, the City will contract with a new company for solid waste and recycling services. This service will emphasize quality, customer satisfaction methods and City values. The contract will require implementation of once a week service with issued wheeled containers for each household within City limits and selected residences in the ETJ, as well as, new commercial service systems. Calls regarding service will now go directly to the new company, instead of City staff. Customer satisfaction and service quality measures will also be established and monitored. COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 95 HOME GRANT This fund receives and holds grant funds received for community development and affordable housing. In 1997/98, the City received a $150,000 HOME grant to provide assistance for 30 households. Some carry-over funds remain for 1998/99. 97/98 98/99 99/00 96/97 97198 Projected Adopted Projected Actual Budget Actual Budget Budget Beginning Fund Balance 0 0 0 0 0 REVENUES: Grants 0 156,000 156,000 0 0 Interest & Other 0 0 0 0 0 Transfers In 0 37,500 37,500 0 0 Total Revenues 0 193,500 193,500 0 0 EXPENSES: Community Services 0 193,500 193,500 0 0 Total Expenses 0 193,500 193,500 0 0 Ending Fund Balance 0 0 0 0 0 COMMUNITY SERVICES 96 ANNUAL OPERATING PLAN ELEMENT 1998/99 'J C� `��ED This pa?e intentionally left blank. COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 97 WHAT WE DO: This department accounts for the City's social service commitments which are not specific to an individual department or fund. Maintenance of four community buildings, direct cash contributions, and utility subsidies for local social service organizations, supported by the City, are budgeted in this department. Administrative allocations for services received from other City funds are also budgeted in this department. WHAT WE ACCOMPLISHED IN 1997/98: • Provided funding for Williamson County & Cities Health District, Stonehaven Senior Center, Literacy Council of Williamson County, Williamson -Burnet County Opportunities (WBCO) Crisis Center, WBCO Nutrition, CARTS Transportation, Project Graduation, the Georgetown Project, and Georgetown Information & Volunteer Exchange (GIVE). WHAT WE PLAN TO ACCOMPLISH IN 1998/99: • Continue funding for social service agencies: • $70,000 for the Georgetown Project • $33,000 for the Williamson County & Cities Health District • $12,000 for the Stonehaven Senior Center • $10,000 for the Williamson -Burnet County Opportunities (WBCO) Crisis Center • $10,000 for the Georgetown Information & Volunteer Exchange • $7,500 for CARTS Transportation • $5,000 for WBCO Nutrition Program • $2,500 for the Literacy Council of Williamson County • $500 for Project Graduation • Continue funding facility maintenance, utilities and/or landscape for WBCO Head Start and Madella Hilliard Community Center. COMMUNITY SERVICES 98 ANNUAL OPERATING PLAN ELEMENT 1998/99 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: 385,233 500,976 412,976 * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 231,173 (-44.0%) 231,173 (0.0%) 99 97/98 98/99 99/00 96/97 97/98 Projected Adopted Projected Base Actual Budget Actual (% Change *) (% Change **) 126,786 136,500 136,500 Insurance 0 (-100.0%) 0 (N/A) 7,151 6,476 6,476 Facilities Maintenance 8,673 (33.9%) 8,673 (0.0%) 68,866 88,000 88,000 Lease & Contracts 80,500 (-8.5%) 80,500 (0.0%) 139,461 130,000 130,000 Special Svc & Legal 130,000 (o.o%) 130,000 (0.0%) 31,691 122,500 40,000 Insurance Ded. 0 (-100.0%) 0 (N/A) 11,278 17,500 12,000 Utilities 12,000 (o.o%) 12,000 (0.0%) 385,233 500,976 412,976 * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 231,173 (-44.0%) 231,173 (0.0%) 99 WHAT WE DO: The Airport Department is responsible for the day-to- day operations and maintenance of the Georgetown Municipal Airport. These activities include the supervision of fuel sales concessions, monitoring the privately -owned businesses that lease space from the City and operate at the Airport, monitoring the leases for City -owned facilities, and the supervision of the grounds maintenance. All of the above must be in compliance with state and federal rules and regulations. In addition, the Department provides support to the Airport Advisory Board. An Automated Weather Observation System (AWOS) and a Remote Transmitter/Receiver Outlet (RTR-O) are located on the field to provide continuous weather information and clearance delivery services to the pilots. The UNICOM ground -to -air and air -to -ground radio is operated from 7:00 a.m. until dark, seven days a week, at a frequency of 123.0. The runways are open to air traffic 24 hours a day, seven days a week. The fund must pay its pro rata share of principal, and interest for certificates of obligation proceeds used to construct a 14 space T -Hangar in 1992/93 and a 12 space T -Hangar in 1994/95. The Department also purchases and sells aviation fuel (aviation gasoline and jet fuel), operates the UNICOM radio, relaying accurate, up-to-date weather information to pilots, and monitors and records the weather broadcasts from the Automated Weather Observation System (AWOS). Six part-time fuel attendants, one part-time bookkeeper, and one -full time grounds maintenance worker operate this department under the direction of the Airport Manager. WHAT WE ACCOMPLISHED IN 1997/98: • Completed the Airport Master Plan. • Provided support for the 12th Annual Airshow. • Completed the design phase for the rehabilitation of Runway 18-36 and Taxiways A & C, and the construction of two new access taxiways. 100 • Completed construction of the stormwater detention facility, Phase I. WHAT WE PLAN TO ACCOMPLISH IN 1998/99: • Complete the rehabilitation of Runway 18-36 and Taxiways A & C, and the construction of two new access taxiways. • Complete Phase II of the stormwater detention facility. • Construct 36 new City -owned aircraft storage hangars. (T -Hangars) • Provide support for the 13th Annual Airshow. • Rezone Airport to be consistent with City's zoning regulations. • Prioritize recommendations made in the Airport Master Plan/Functional Plan and seek funding. • Prepare and distribute Request for Proposals (RFP's) for the development of the South corporate area. • Replace West property line fence with matching funds from Texas Department of Transportation. COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: 97/98 96/97 97/98 Projected Actual Budget Actual 1/3.25 2/3.25 2/3.25 # Employees 111,701 136,523 129,535 Personnel 373,045 375,904 400,512 Operations 119,201 12,318 13,651 Improvements 603.947 524,745 543,698 Employees: full time / part time FTE's * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 98/99 ACTUAL BUDGETED PROJECTED PROPOSED ACTIVITY INDICATORS FY 96/97 FY 97/98 FY 97/98 FY 98/99 1) Gallons ofjet fuel sold 122,786 125,000 136,500 140,000 2) Gallons of AvGas sold 137,462 140,000 152,500 160,000 3) Number of based aircraft 133 140 140 150 4) T -Hangar occupancy rate 100% 100% 100% 100% CITIZEN SURVEY 5) Percentage of citizens satisfied or better with Municipal Airport. N/A N/A 78% 75% 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: 97/98 96/97 97/98 Projected Actual Budget Actual 1/3.25 2/3.25 2/3.25 # Employees 111,701 136,523 129,535 Personnel 373,045 375,904 400,512 Operations 119,201 12,318 13,651 Improvements 603.947 524,745 543,698 Employees: full time / part time FTE's * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 98/99 99/00 Adopted Projected Base (% Change *) (% Change **) 2/3.25 2/3.25 143,316 (10.6%) 143,316 (o.00/o) 402,557 (0.501.) 409,557 (1.7%) 867,400 (6254.1%) 0 (-100.0%) 1.413,273 (159.9%) 552,873 (-60.90/.) 101 U ,a Animal Services is committed to providing excellent customer service, protecting the health and safety of all people in Georgetown from animal nuisances and hazards, and providing healthy and humane care and treatment for animals. The Department provides counseling and information on responsible pet ownership, and nuisance and pest control. Animal Services enforces City Codes relating to animals --most commonly the "leash law" for dogs. The Department assists law enforcement agencies in enforcing State laws relating to animals (Cruelty to Animals, etc.) Animal Services provides shelter for stray and homeless pets, reunites lost pets with their owners and finds homes for homeless cats and dogs through a comprehensive Adoption Program. The Pet License Program provides identification of lost pets 24 hours a day, seven days a week, and gives owners of licensed pets a "Free Ride" (no impoundment fees) for impounded pets. Much of the licensing is done through the mail, with applications for Pet Licenses available at local Veterinary Clinics, the Animal Shelter, most City offices and from Animal Services Officers. A primary responsibility is protecting people in Georgetown from the threat of rabies. This is accomplished through enforcement of vaccination requirements for dogs and cats, quarantining. and testing of animals that bite people, and educating people to respect wildlife and not handle wild animals. Officers patrol the City seven days a week, responding to a variety of calls for service and are on call 24 hours a day for emergencies involving animals. Animal Services sponsors quarterly low cost Rabies Vaccination Clinics, and provides information and assistance for pet neutering in order to help alleviate the pet overpopulation problems in Georgetown. The Department utilizes volunteers and staff in doing "off- site" adoptions at Mayfair, the Farmer's Market, Pet's Mart, etc., thereby reducing the numbers of pets destroyed. The Department provides residents with cages and traps to control animal nuisances. WHAT WE ACCOMPLISHED IN 1997/98: • Improved customer service at the Animal Shelter by increasing part-time clerk position to full - 102 time, thereby assisting 25% more visitors to the Animal Shelter than the previous year and having 60% more pets claimed by their owners. • Raised over a thousand dollars in donations, for use in pet sterilization programs, through tee-shirt sales to Frost Elementary School for their field day. • Expanded housing capacity, complied with new Texas Department of Health regulations, and greatly improved working conditions, through improvements made to the Animal Shelter, using donated funds. • Increased revenue by more than 31% through stricter enforcement of Shelter fees and increased licensing. • Began a Volunteer Program for the Animal Shelter, enabling the Department to expand adoption operations. • Responded to 43% more calls for service than the previous year. WHAT WE PLAN TO ACCOMPLISH IN 1998/99: • Work with local veterinarians to increase licensing of animals. • Increase number of pets adopted from the Animal Shelter through continued cooperation with the Society for the Prevention of Cruelty to Animals, in Dallas, and expansion of off-site adoption activities. • Decrease the number of pets destroyed by relieving pet overpopulation pressures through Pet Sterilization Programs. • Identify needs and location for new Animal Services shelter including possible joint use with Williamson County. COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: ACTUAL BUDGETED PROJECTED PROPOSED ACTIVITY INDICATORS FY 96/97 FY 97/98 FY 97/98 FY 98/99 1) Service calls 2,300 2,500 3,300 3,900 2) Animals impounded 1,550 1,700 1,700 2,000 3) Incoming phone calls 5,600 6,000 6,100 6,500 4) Visitors to the Shelter 4,000 4,500 5,390 5,500 CITIZEN SURVEY 152,541 (32.4%) 156,785 (2.8%) 44,033 48,764 5) Percentage of citizens satisfied Operations 49,147 (3.3%) 49,147 (0.0%) 3,291 or better with Animal Control. N/A N/A 93% 90% 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: 153,641 169,425 162,753 201,688 (23.9%) 205,932 (2.1%) Employees: full time / part time FTE's * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted SIGNIFICANT CHANGES: The department will add a full-time Animal Control Officer in 1998/99, at a cost of $23,355 (December start date), to meet rapidly increasing calls for service. COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 103 97/98 98/99 99/00 96/97 97/98 Projected Adopted Projected Base Actual Budget Actual (% Change *) (% Change **) 3.25/1 3.75/1 4.25/.5 # Employees 5.25/.5 5.25/.5 106,317 120,661 115,189 Personnel 152,541 (32.4%) 156,785 (2.8%) 44,033 48,764 47,564 Operations 49,147 (3.3%) 49,147 (0.0%) 3,291 0 0 Capital 0 (N/A) 0 (N/A) 153,641 169,425 162,753 201,688 (23.9%) 205,932 (2.1%) Employees: full time / part time FTE's * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted SIGNIFICANT CHANGES: The department will add a full-time Animal Control Officer in 1998/99, at a cost of $23,355 (December start date), to meet rapidly increasing calls for service. COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 103 0 t7lj Z, 0 V WHAT WE DO: The Convention & Visitors Bureau develops and promotes tourism and convention activity in Georgetown, thereby creating jobs, increasing the total revenue gained by the tourism industry, and improving the overall economic climate of Georgetown. This is achieved through the development of an annual marketing and action plan which directs the purchase of media advertising and targets specific visitor and convention markets and solicits business through trade and travel shows, special event promotions and promotional brochure development and distribution. The Bureau also supports the daily operation of the History & Visitor Information Center and coordinates the Main Street program. The Bureau also coordinated Georgetown's 150th Birthday Celebration. WHAT WE ACCOMPLISHED IN 1997/98: • Worked with community to create a year long 150th Birthday Celebration. • Designed and created new Dining Guides and Calendar of Events for distribution to complete overall marketing image. • Designed and created two new Trade Show Booths (one free standing and one tabletop.) • Successfully completed the transition and daily operations of the History & Visitor Information Center from the Georgetown Heritage Society to the Convention & Visitor's Bureau. • Received national recognition in Time Magazine for "Top Ten Small Cities in the US" in which to live. • Hosted 128 Travel Counselors for familiarization tour of Georgetown and area attractions. (A year long project) • Received special recognition at the Texas Association of Convention and Visitors Bureaus annual conference for National Tourism Week 104 campaign and events. • Hosted Southern Living Magazine travel writer for feature article in October 1999 issue. • Increased Georgetown's media exposure with feature articles in local, regional and statewide publications. Received front page exposure in the Austin American Statesman. • Successfully promoted existing hotel/motel rooms to meetings, conventions, tour groups and leisure travelers, resulting in higher room rates, occupancy levels, and the maintenance of high occupancy revenues amid growth in the supply of rooms in the North Austin market. WHAT WE PLAN TO ACCOMPLISH IN 1998/99: • Recruit additional lodging facilities. • Continue work with Williamson County Special Event and Exposition Facility. • Develop and implement National Marketing Campaign utilizing information on target markets through trade shows, print media, television and sales efforts in order to establish national recognition. • Continue aggressive marketing campaign through print advertising, billboard, and distribution of press releases to radio and television, and hosting travel writers. • Continue development of parking issues and solutions working with City, County, Downtown Georgetown Association and other involved organizations to implement viable solutions. • Work more closely with the Georgetown Chamber of Commerce, Georgetown Industrial Foundation, Downtown Georgetown Association and others in order to address growth and development more effectively. COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 07 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: 97/98 96/97 97/98 Projected Actual Budget Actual 3/0.5 3/0.5 3/0.5 # Employees 108,445 114,034 112,890 Personnel 160,742 166,521 157,521 Operations 269,187 280,555 270,411 Employees: full time / part time FTE's * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted SIGNIFICANT CHANGES: 98/99 ACTUAL BUDGETED PROJECTED PROJECTED ACTIVITY INDICATORS FY 96/97 FY 97/98 FY 97/98 FY 98/99 1) Group Sales 67 50 52 54 2) Convention Sales 14 17 22 22 3) Visitor Inquiries 5,449 8,000 10,000 10,000 4) Goodie Bags for Groups 10,296 7,000 8,000 8,000 CITIZEN SURVEY 5) Percentage of citizens satisfied or better with attracting tourism. N/A N/A 92% 90% 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: 97/98 96/97 97/98 Projected Actual Budget Actual 3/0.5 3/0.5 3/0.5 # Employees 108,445 114,034 112,890 Personnel 160,742 166,521 157,521 Operations 269,187 280,555 270,411 Employees: full time / part time FTE's * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted SIGNIFICANT CHANGES: 98/99 99/00 Adopted Projected Base (% Change *) (% Change **) 3/0.5 3/0.5 126,766 (12.3%) 126,766 (0.0%) 172,374 (9.4%) 156,374 (-9.3%) 299,140 (10.6%) 283,140 (-5.3%) The Georgetown Convention & Visitors Bureau has successfully completed the total transition for the History and Visitor Information Center from being a joint effort with the Georgetown Heritage Society to a daily operation run by the Convention & Visitors Bureau. The Convention & Visitors Bureau has completed a four-year redesign of all print and collateral material. COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 f *1 CONVENTION & VISITORS BUREAU FUND The Convention & Visitors Bureau Fund accounts for the receipt and expenditures of funds received by the City from the assessment of hotel and motel occupancy tax. The local tax rate is 7% of the room rate. The State tax is an additional 6% and is remitted directly to the State Comptroller by each hotel/motel establishment. Usage of these funds is restricted by State law governing expenditures of hotel/motel tax. 97198 98199 99/00 96197 97198 Projected Adopted Projected Actual Budget Actual Budget Budget Beginning Fund Balance 129,129 86,984 111,252 111,624 140,746 REVENUES: Hotel/Motel Taxes 240,040 255,000 255,000 318,262 405,919 Interest & Other 7,998 4,900 14,000 10,000 10,000 Transfers In 3,272 1,783 1,783 0 0 Total Revenues 251,310 261,683 270,783 328,262 415,919 EXPENSES: Community Services 269,187 280,555 270,411 299,140 283,140 Total Expenses 269,187 280,555 270,411 299,140 283,140 Ending Fund Balance 111,252 68,112 111,624 140,746 273,525 RESERVATIONS: Contingency 55,312 57,282 57,282 61,500 61,500 Unreserved Fund Balance 55,940 10,830 54,342 79,246 212,025 COMMUNITY SERVICES 106 ANNUAL OPERATING PLAN ELEMENT 1998/99 KJ (� ED This page intentionally left blank. COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 107 WHAT WE DO: Sanitation funds, expended in this department, are paid to the solid waste contractor for services to residential and commercial customers. The Contractor provides all curbside garbage and recycling pickup for City customers. Charges for the Joint Services Fund allocations and the two percent franchise fee are also included. Additionally, this department funds the City's pro -rata share of the Household Hazardous Waste Clean-up Day for Williamson County. WHAT WE ACCOMPLISHED IN 1997/98: • Developed and issued a Request for Proposals with qualifications which asked responders to describe plans for customer satisfaction methods, service quality, company values and proposed service rates. • Evaluated proposals and selected a new contractor, by a review team's use of rating criterion which emphasized values and organizational compatibility, service quality and customer satisfaction. • Negotiated and developed a performance-based incentive contract to be effective October 1, 1998. The contract includes service quality and customer satisfaction measures, and a plan for contractor payments based upon successful performance as compared against these measures. WHAT WE PLAN TO ACCOMPLISH IN 1998/99: • Implement the new solid waste and recycling service contract. • Educate the community on new solid waste and recycling service contract changes. 108 COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: ACTUAL BUDGETED PROJECTED PROPOSED ACTIVITY INDICATORS FY 96/97 FY 97/98 FY 97/98 FY 98/99 1) Sanitation Customers 9,027 9,027 9,255 9,500 2) Household Hazardous Waste Day Budget Actual (% Change *) Customers* N/A 600 676 650 CITIZEN SURVEY Franchise Fees 35,609 (4.2%) 37,387 3) Percentage of citizens satisfied 48,969 73,701 73,701 General Fund Alloc. or better with garbage collection (-37.3%) 46,215 (0.0%) 54,276 & recycling. N/A N/A 87% 90% * New indicator for FY 97/98 (0.0%) 7,500 10,000 10,000 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted SIGNIFICANT CHANGES: Solid waste rates will continually be impacted by the implementation of United States Environmental Protection Agency Subtitle D Regulations and Rules promulgated by the Texas Natural Resource Conservation Commission. COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 109 97/98 98/99 99/00 96/97 97/98 Projected Adopted Projected Base Actual Budget Actual (% Change *) (% Change **) 30,307 31,882 34,176 Franchise Fees 35,609 (4.2%) 37,387 (5.0%) 48,969 73,701 73,701 General Fund Alloc. 46,215 (-37.3%) 46,215 (0.0%) 54,276 72,116 72,116 Joint Svs Allocations 92,691 (28.5%) 92,691 (0.0%) 7,500 10,000 10,000 Special Svc & Legal 10,000 (0.0%) 10,000 (0.0%) 1,186,507 1,203,564 1,311,206 Longhorn Disposal 1,443,453 (10.1%) 1,583,553 (9.7%) Contingency 15,000 (N/A) 15,000 (0.0%) 629 1,500 1,500 Programs & Projects 1,000 (-33.3%) 500 (-50.0%) 1,328,188 1,392,763 1,502,699 1,643,968 (9.4%) 1,785,346 (8.6%) * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted SIGNIFICANT CHANGES: Solid waste rates will continually be impacted by the implementation of United States Environmental Protection Agency Subtitle D Regulations and Rules promulgated by the Texas Natural Resource Conservation Commission. COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 109 r1 The Collection Station operates the public drop-off, solid waste services, and automotive recycling services. This operation requires the station to be staffed, materials to be evaluated, and fees to be charged for materials exceeding prescribed amounts. In addition to normal operations, the Department performs special waste pick-ups (missed for any reason, and oversize loads). Staff mows and maintains the closed landfill area. The Collection Station also operates the tree and brush mulching program and the recycling operation for waste oil, oil filters, batteries, and antifreeze. The Collection Station also chips brush brought in and the wood chips are given to citizens at no charge. The City participates with local funds and staff support in a Household Hazardous Waste clean-up program in conjunction with other cities, Williamson County, Brazos River Authority, and the Texas Natural Resource Conservation Commission (TNRCC.) WHAT WE ACCOMPLISHED IN 1997/98: • Provided staff support to the Household Hazardous Waste Clean -Up Program. • Provided staff support to solid waste, recycling and bulky waste program. • Assessed the fee rate structure and implemented changes. WHAT WE PLAN TO ACCOMPLISH IN 1998/99: • Support the Household Hazardous Waste Clean - Up Program. • Support the solid waste, recycling and bulky waste program. • Provide staff support to special neighborhood clean-up projects. COMMUNITY SERVICES 110 ANNUAL OPERATING PLAN ELEMENT 1998/99 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: 97/98 96/97 97/98 Projected Actual Budget Actual 1/1 1/1 1.5/.5 # Employees 53,098 55,347 55,347 Personnel 88,398 101,129 101,129 Operations 141,496 156,476 156,476 Employees: full time / part time FTE's * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 98/99 ACTUAL BUDGETED PROJECTED PROPOSED ACTIVITY INDICATORS I Y 96/97 FY 97/98 X98 FY 98/99 1) Gallons of Oil Recycled 5,454 3,636 3,636 3,636 2) Number of Customer Visits * N/A N/A N/A 5,500 3) Gallons of Antifreeze Recycled 1,332 888 888 888 4) Cubic Yards of Waste Collected 5,000 5,000 5,200 5,200 * New indicator for FY 98/99 1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET: 97/98 96/97 97/98 Projected Actual Budget Actual 1/1 1/1 1.5/.5 # Employees 53,098 55,347 55,347 Personnel 88,398 101,129 101,129 Operations 141,496 156,476 156,476 Employees: full time / part time FTE's * Percent change of 98/99 Adopted from 97/98 Projected Actual ** Percent change of 99/00 Projected Base from 98/99 Adopted COMMUNITY SERVICES ANNUAL OPERATING PLAN ELEMENT 1998/99 98/99 99/00 Adopted Projected Base (% Change *) (% Change **) 1.5/.5 1.5/.5 53,505 (-3.3%) 53,505 (0.0%) 103,846 (2.7%) 103,846 (0.0%) 157,351 (0.6%) 157,351 (0.0%) OF This page intentionally left blank. COMMUNITY SERVICES 112 ANNUAL OPERATING PLAN ELEMENT 1998/99