HomeMy WebLinkAbout08 - Finance and AdministrationV 2� 12 Tl (S-, Ac�mk;strahon
Meter readers get accurate data for utility bills.
The Vehicle Service Center performs
maintenance and repairs on all City vehicles.
Taking customer payments at the Utility Office.
Finani
Finance & Administration
Administration
Page 144
Accounting
Page 142
Municipal Court
Page 156
Purchasing & Properties
Page 158
Facilities Maintenance
(Includes Internal Service Fund)
Page 146
Fleet Management
(Includes Internal Service Fund)
Page 150
Utility Office
Page 160
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:
98/99
97/98 98/99 Projected 99/00 00/01
Actual Budget Actual Adopted Projected Base
Accounting
268,579
283,226
283,226
298,975
295,605
Administration
252,154
291,574
291,074
306,732
306,732
Facilities Maintenance
47,626
53,096
53,096
54,831
54,831
Facilities Main. Contracts
389,985
351,313
351,313
420,861
457,261
Vehicle Service Center
354,766
371,510
370,752
388,718
397,647
Capital Replacements & Ins.
946,822
807,280
807,280
575,346
657,246
Municipal Court
121,470
137,748
137,598
153,144
153,144
Purchasing & Properties
282,261
295,272
292,122
312,372
311,757
Utility Office
529,251
571,381
559,665
557,335
556,685
TOTAL 3,192,914 3,162,400 3,146,126 3,068,314 3,190,908
Employees - Full Time Equivalents
4 Vehicle Svc
2.5 Municipal Court
6 Purcha;
30.75 Total Employees
1 Facilities Maint 2 Administration
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
5 Accounting
Office
137
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761
FINANCE & ADMINISTRATION
138 ANNUAL OPERATING PLAN ELEMENT 1999/00
ENDS & MEANS
Economic Development
Policy End 1.00 Citizens of Georgetown experience a stable, self-sustaining economy with expanding job
opportunities.
Focus End 1.02 Small and mid-sized commercial and industrial firms find Georgetown a welcoming
business environment.
Means (99-04) Assist City Manager's Office and Georgetown Industrial Foundation with economic
development activities by administering grants and providing financial and utility information.
(Accounting, Administration, Purchasing & Properties, Utility Office)
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 (99-01) Assist Community Owned Utilities (COU) in establishing an irrigation/effluent utility
and setting rates for services. (Administration)
Growth and Physical Development
Policy End 3.00 Citizens, business owners and organizations enjoy the benefits of well-planned land usage in
which conflicting needs are balanced.
Means (99-00) Assist the Geographical Information System task force to improve the City's property
addressing policies and procedures. (Utility Office, COU, Development Services, Fire Services,
Information Resources, Police 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.
Focus End 7.01 Public education and information services meet the diverse needs and requirements of
citizens.
Means (99-00) Participate in creation and implementation of a City public information and awareness
team. (Utility Office, City Manager's Office, Fire Services, Police Services)
- FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00 139
Means (99-01) Prepare citizen -oriented guides for City finances and debt structure as part of a citywide
public education initiative. (Administration)
Public Safety
Policy End 8.00 Citizens of Georgetown feel safe and are well protected from crime and disorder, natural
disasters and emergencies.
Means (97-00) Assist Fire Services with the design, bidding, and construction of Fire Station No. 4.
(Purchasing & Properties)
Focus End 8.02 Public safety services extend sufficiently beyond the City limits through governmental
contracts to insure that citizens in all parts of the City are adequately protected.
Means (99-00) Review intergovernmental support of service delivery between the City, Williamson
County and GISD. (Finance Administration, City Council, City Manager's Office)
Focus End 8.04 Georgetown is prepared to respond to large-scale natural and technological emergencies.
Means (98-00) Provide coordinated, responsive City services through the century date change by
ensuring all City systems are ready and by preparing for possible community needs. (All City
Divisions)
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 (96-00) Assist COU with the implementation of the automated meter reading and time of use
tracking portions of the Customer Choice & Control (CCC) system. (Utility Office)
Means (96-02) Develop and implement a utility marketing strategy and new rate structure that fully
utilizes the CCC System and prepares the City for electric deregulation. (Administration, Utility
Office, COU)
Means (99-01) Redesign the utility bill to establish a more customer friendly and informative format.
(Utility Office)
Focus End 12.02 City water and wastewater customers in all certified areas receive services which exceed
state and federal standards.
Means (96-00) Work with COU to implement water conservation programs and services to reduce peak
water demands. (Utility Office)
FINANCE & ADMINISTRATION
140 ANNUAL OPERATING PLAN ELEMENT 1999/00
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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 (96-00) Perform security audits and modify City facilities to provide secure working areas for
citizens and employees. (Facilities Maintenance)
Means (98-04) Coordinate the adoption and 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, City Council, City Manager's Office)
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. (Accounting,
Administration, Utility Office, COU, Employee & Organizational Services)
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 (97-00) Design and implement five and ten year financial plans for the City. (Accounting,
Administration)
Means (99-00) Revise the City's travel procedures to further streamline the process and eliminate
duplication associated with the City's credit card policy. (Accounting)
Means (99-00) Improve collections on services and fines through implementation of an in-house
collections service program. (Municipal Court, Utility Office)
Means (99-00) Conduct competitive fee analysis for all development and utility related fees and present
recommended changes to City Council. (Accounting, Administration)
Means (99-01) Review and expand City's debt policy. (Administration)
Means (99-04) Pursue additional cooperative purchasing agreements with Williamson County,
Georgetown Independent School District and other local governmental entities. (Purchasing &
Properties)
For an explanation of the Ends & Means, seepages one and two in the City Summary section.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
141
OWWIV : 1 •
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, reviews 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 1998/99:
• Received the Government Finance Officers
•
•
•
•
Association's (GFOA) award for "Excellence in
Financial Reporting" for the City's 1997
Comprehensive Annual Financial Report for the
eleventh consecutive year.
Coordinated the contract award for the City's
depository services.
Coordinated the Texas Capital Fund economic
development grants for the following:
• Advanced Cable Services, L.P.
• Advanced Metal Systems, Inc.
• Hewlett Chevrolet, Oldsmobile, Buick, Inc.
• Texas Electric Cooperatives, Inc.
Worked with the Utility Office, Information
Resources and Community Owned Utilities to
develop the system requirements for a new Utility
Customer Information Billing System.
Created a Cash Management procedures manual
documenting investment and cash handling
procedures.
• Assisted the Utility Office in designing a Request
for Proposal to acquire a new merchant credit card
vendor in order to establish lower credit card fees
and automate the Credit Card Draft Program.
• Assisted Purchasing and Properties in developing
Phase 1 of a Capital Asset Management Plan to
ensure all City assets and infrastructure are
adequately maintained and replaced as needed.
WHAT WE PLAN TO ACCOMPLISH IN 1999/00:
• Continue coordination of the City's grant program
including Airport development grants, Parks and
Recreation grants, Police grants and economic
development grants including:
• Hewlett Chevrolet, Oldsmobile, Buick, Inc.
• Presidio in the Rivery
• Research local government investment pools for
alternatives to the City's current investment pool
options.
• Revise the City's travel policy to further
streamline the process and eliminate duplication
associated with the City's credit card policy.
• Conduct a competitive fee review for all
development and utility related fees.
• Work with the Utility Office, Community Owned
Utilities (COU), Employee and Organizational
Services, and Information Resources to develop
requirements, request proposals, evaluate options
and make recommendation for an integrated
financial, human resource, and utility customer
information system.
• Work with COU and Legal Services to establish
special assessments, developer contributions or
grants to offset costs of construction for Rivery
Boulevard and County Road 115.
FINANCE & ADMINISTRATION
142 ANNUAL OPERATING PLAN ELEMENT 1999/00
J
0
0
0
0
O
O
0
0
0
0
0
0
0
0
0
0
0
of
0
1999/00 ADOPTED BUDGET AND 2000/01 PROJECTED BUDGET:
00/01
ACTUAL
ACTUAL
BUDGETED
PROJECTED
PROPOSED
ACTIVITY INDICATORS
FY 96/97
FY 97/98
FY 98/99
FY 98/99
FY 00
1)
Vendor checks issued
11,677
11,456
13,500
11,200
11,500
2)
Invoices processed
42,780
43,695
46,000
44,609
45,000
3)
Annual investment portfolio
$17,525,141
$27,766,964
$22,000,000
$34,000,000
$30,000,000
4)
Number of grants
11
26
16
25
17
Annual grant expenditures
$1,228,603
$1,327,950
$3,900,000
$2,626,000
$3,952,500
1999/00 ADOPTED BUDGET AND 2000/01 PROJECTED BUDGET:
268,579 283,226 283,226
Employees: full time / part time FTE's
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base from 99/00 Adopted
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
99/00
00/01
98/99
Projected Base
97/98
98/99
Projected
Actual
Budget
Actual
244,817 (0.0%)
5/1
5/1
5/1
# Employees
212,152
238,048
238,048
Personnel
53,887
45,178
45,178
Operations
2,540
0
0
Capital
268,579 283,226 283,226
Employees: full time / part time FTE's
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base from 99/00 Adopted
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
99/00
00/01
Adopted
Projected Base
(% Change *)
(% Change")
5.75/.5
5.75/.5
244,817 (2.8%)
244,817 (0.0%)
50,193 (11.1-/.)
50,788 (1.2%)
3,965 (N/A)
0 (-100.0%)
298,975 (5.6%)
295,605 (-1.1%)
143
• Coordinated cost estimate and budget for newly
created public improvement district for the
Georgetown Village subdivision.
FINANCE & ADMINISTRATION
144 ANNUAL OPERATING PLAN ELEMENT 1999/00
WHAT WE DO:
•
Coordinated $6.75 million certificates of
obligation debt issue for airport improvements,
The Administration Department provides support to
streets and various facility improvements,
City departments through leading and managing
including constructing Fire Station #4, expansion
Accounting, Facilities Maintenance, Fleet
or relocation of the Public Library, Community
Management, Municipal Court, Purchasing &
Owned Utilities Compound and other projects.
Properties and Utility Office. This department plans
_
and directs the City's financial activities: accounting,
purchasing, tax collections, billings, financial
WHAT WE PLAN TO ACCOMPLISH IN 1999/00:
reporting, and debt and investment management. The
department directs the City's budgeting process; the
preparation and publication of the Annual Operating
•
Coordinate a citywide financial condition and
strategy review and make recommendations to
Plan Element (budget) of the Georgetown Century
provide adequate resources for the five-year needs
J
Plan; monitors and updates long-term financial plan
of the City.
and prepares related policy recommendations; and
plans and coordinates city debt issuances, including
•
Analyze development and utility related fees, and
presentations to bond rating agencies,
make recommended changes to meet costs of
residential and commercial/industrial growth.
Other projects include working with Community
Owned Utilities and the Utility Office on the City's
•
Implement a regular program and financial
utility services and electric deregulation strategies.
summary report process.
The department oversees and presents the annual
citizen survey each spring.
•
Develop cost of services and rate proposals for
�n
City electric utility in coordination with Utility
V1
Office and Community Owned Utilities.
j
WHAT WE ACCOMPLISHED IN 1998/99=
•
Review and expand City debt policy.
• Received GFOA Distinguished Budget
Presentation Award for tenth consecutive year.
•
Assist COU in establishing an irrigation utility
and setting rates.
• Participated in Advanced Organizational
Leadership Development training.
•
Prepare citizen -oriented guides on City finances
and debt as part of citywide public education
• Prepared service improvement program (SIP) fee
initiative.
-
analysis to provide reimbursement of water
infrastructure for Escalera Ranch development.
• Prepared SIP fee analyses and updates for
amendment to Del Webb development agreement.
• Implemented on-going leadership development
strategy for division supervisors that strengthens
integrative culture focus.
• Coordinated cost estimate and budget for newly
created public improvement district for the
Georgetown Village subdivision.
FINANCE & ADMINISTRATION
144 ANNUAL OPERATING PLAN ELEMENT 1999/00
ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED
ACTIVITY INDICATORS FY 96/97 FY 97/98 FY 98/99 FY 98/99 FY 00
1) a) Number of bond issues
outstanding*
12
9
10
10
12
b) Amount of debt outstanding
$36,000,000
$44,805,000
$47,880,000
$50,395,000
$54,360,000
2) Utility customers
12,531
13,419
14,615
14,635
15,659
3) Adopted annual budget
$70,970,786
$76,256,625
$73,271,213
$78,028,488
$79,335,331
* In 1997/98 utility revenue debt was refunded and consolidated into one single debt issue.
1999/00 ADOPTED BUDGET AND 2000/01PROJECTED BUDGET:
98/99
97/98 98/99 Projected
Actual Budget Actual
2/0 2/0 2/0 # Employees
110,441 110,960 110,460 Personnel
141,713 177,114 177,114 Operations
0 3,500 3,500 Capital
252,154 291,574 291,074
Employees: full time / part time FTE's
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base from 99/00 Adopted
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
99/00
00/01
Adopted
Projected Base
(% Change *)
(% Change **)
2/0
2/0
118,239 (7.0%)
118,239 (0.0%)
188,493 (6.4%)
188,493 (0.0%)
0 (-100.0%)
0 (N/A)
306,732 (5.4%)
306,732 (o.o%)
145
WHAT WE DO:
The Facilities Maintenance Department provides
janitorial service for approximately 121,000 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 three 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 1998/99:
r''•I •
Performed facility improvements as approved in
the Facility Maintenance Internal Service fund
Tn
including:
W
• Repaired and refinished Recreation Center
floors.
—I'
T
• Repaired refrigerator box at the Community
Center and Police Annex.
i�
Uthe
• Replaced air conditioning and heating units at
Community Center and Police Annex.
• Replaced copiers at the Recreation Center,
T T .
Fire Station No. 1, Development Services, and
w
the Airport.
• Remodeled Police Annex building to
accommodate training room and break area.
146
WHAT WE PLAN TO ACCOMPLISH IN 1999/00:
• Perform security audits of City Hall and the City
Office Building to ensure the safety of citizens
and employees.
• Perform energy audits at the City Office Building
and the Police Department Annex to ensure
energy efficiency.
• Perform facility improvements as approved in the
Facility Maintenance Internal Service Fund to
include the following:
• Copier replacement in Finance, Development
Services and the Library.
• Exterior painting of the Municipal Building.
• Roof replacement at the Community Center.
• Air conditioning replacement and tennis court
resurfacing at the Tennis Center.
• Develop and implement a new work order
management process, which will more closely
monitor time spent per facility for maintenance
repairs.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
ACTIVITY INDICATORS
1)
Work orders processed
2)
Facilities maintained
3)
Square footage of facilities
Adopted
maintained
4)
Service contracts managed
ACTUAL
FY 96/97
285
14
96,500
6
ACTUAL
FY 97/98
351
16
117,500
6
BUDGETED
PROJECTED
PROPOSED
FY 98/99
FY 98/99
FY 00
Adopted
333
482
482
16
16
18
121,000
121,000
130,000
6
7
7
1999/00 ADOPTED BUDGET AND 2000/01 PROJECTED BUDGET:
98/99
99/00
00/01
97/98 98/99 Projected
Adopted
Projected Base
Actual Budget Actual
(% Change *)
(% Change **)
1/0 1/0 1/0
# Employees
1/0
1/0
36,890 40,355 40,355
Personnel
42,221 (4.6%)
42,221 (0.0%)
10,736 12,741 12,741
Operations
12,610 (-1.0%)
12,610 (0.0%)
47,626 53,096 53,096
54,831 (3.3%)
54,831 (0.0%)
Employees: full time / part time FTE's
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base from 99/00 Adopted
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
147
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 1999/00 include the following:
• Replacement of the roof at the Community Center.
• Copier replacement for the Municipal Building, Development Services and the Library.
• Air conditioning replacement and tennis court resurfacing at the new Georgetown Tennis Center.
1999/00 ADOPTED BUDGET AND 2000/01 PROJECTED BUDGET:
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base from 99/00 Adopted
FINANCE & ADMINISTRATION
148 ANNUAL OPERATING PLAN ELEMENT 1999/00
98/99
99/00
00/01
97/98
98/99
Projected
Adopted
Projected Base
Actual
Budget
Actual
(% Change *)
(% Change * *)
93,793
75,182
75,182
Bldgs. Structs. Grds
59,202 (-21.3%)
59,202 (0.0%)
202,560
188,831
188,831
Lease and Contracts
286,359 (51.654.)
282,059 (-1.5%)
22,927
36,200
36,200
Bldg. Improvements
40,500 (11.9%)
74,500 (84.0%)
312
15,000
15,000
Special Svs & Legal
0 (-100.0%)
0 (N/A)
0
7,500
7,500
Contingency (Non -R)
7,500 (0.0%)
7,500 (0.0%)
70,393
28,600
28,600
Furniture & Fixtures
27,300 (-4.5%)
34,000 (24.5%)
389,985
351,313
351,313
420,861 (19.8%)
457,261 (8.6%)
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base from 99/00 Adopted
FINANCE & ADMINISTRATION
148 ANNUAL OPERATING PLAN ELEMENT 1999/00
Facilities Maintenance
Internal Service Fund.
99/00 00/01 01/02 02/03 03/04
By Function
Copier Replacement
25,500
34,000
34,000
25,500
25,500
Copier Maint.
23,950
23,950
23,950
23,950
23,950
Painting
2,000
14,500
3,200
16,500
22,000
Roof Replacement
25,000
25,000
0
0
0
HVAC Replacement
6,000
0
0
1,400
0
Pest Extermination
1,972
1,972
1,972
1,972
1,972
Flooring Replacement
0
33,000
20,300
6,700
3,100
Landscape Maintenance
77,532
77,532
77,532
77,532
77,532
Janitorial Svcs.
140,062
140,062
140,062
140,062
140,062
Maintenance Services
54,510
54,510
54,510
54,510
54,510
HVAC Maintenance
26,080
26,080
26,080
26,080
26,080
Elevator Maintenance
2,735
2,735
2,735
2,735
2,735
Emergency Gen. Maint.
6,000
6,000
6,000
6,000
6,000
Racquetball Court Ceiling Tiles
200
200
200
200
200
Gym and Racquetball Floor Maintenance
0
0
0
0
4,1,00
Table and Chair Replacement
1,800
0
0
1,800
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
7,500
0
10,500
0
0
Dry Deck
0
2,000
0
0
0
Contingency
7,500
7,500
7,500
7,500
7,500
Programs 6 Projects:
10,000
5,700
0
0
0
Animal Services Temp. Office Space
10,000
5,700
0
0
0
Total Costs by Function
420,861
457,261
411,061
394,961
397,761
By Facilities
Airport Terminal
316
316
316
316
316
City Hall
12,808
21,308
12,808
14,208
14,808
City Office Building
25,954
25,954
34,454
34,454
28,954
Community Center
31,805
5,005
5,005
6,805
5,005
COU Compound
22,910
27,410
28,410
31,410
22,910
Country Club Median
432
432
432
432
432
Fire Services
26,887
35,387
26,887
26,887
41,387
Katy Lake Training Facility
7,481
7,481
9,181
7,481
10,581
Library
43,528
35,028
35,028
43,028
35,028
Madellia Hilliard
4,326
4,326
4,326
10,526
4,326
Municipal Building
42,361
70,361
40,361
31,861
31,861
Police Dept Annex
6,049
6,049
14,549
10,049
9,049
Park & Ride Facility
2,424
2,424
2,424
2,424
2,424
Police Station
23,300
35,800
23,300
31,800
23,300
Recreation Center
39,936
39,936
50,236
39,936
60,536
Development Services
27,920
19,420
19,420
19,420
27,920
Industrial Building
1,944
1,944
1,944
1,944
1,944
Roadway Medians
5,664
5,664
5,664
5,664
5,664
Landscape Maintenance
35,000
35,000
35,000
35,000
35,000
Tennis Center
42,316
64,816
53,816
33,816
28,816
Contingency
7,500
7,500
7,500
7,500
7,500
Programs & Projects
10,000
5,700
0
0
0
Total Costs by Facilities
420,861
457,261
411,061
394,961
397,761
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
149
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 1998/99:
• Upgraded the Vehicle Maintenance software.
• Participated in Leadership development training.
• Researched and negotiated the emergency
replacement of the John Deere Blade.
150
• Increased the certification levels of two
mechanics. One became ASE certified in
Automobile Engine Repair and Brakes and in
Medium/Heavy Truck Drive Train, and one
mechanic became ASE certified in Automobile
Engine Repair, and in Medium/Heavy Truck
Gasoline Engines.
• Installed equipment in 17 new vehicles.
WHAT WE PLAN TO ACCOMPLISH IN 1999/00:
• Replace and/or equip 17 new vehicles.
• Participate in advanced organizational develop-
ment training.
• Participate in the design work for the new Service
Center.
• Develop new procedures and methods to handle
increased workload without additional staffing.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
ACTIVITY INDICATORS
1) Number of City -owned vehicles &
equipment
2) Mechanic to vehicle ratio
3) Mechanic to Maintenance
Repair Units (MRU)
4) Number of work orders per year
5) Quantity of fuel used per year
(gallons)
a) Unleaded gasoline
b) Diesel fuel
ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED
FY 96/97 FY 97/98 FY 98/99 FY 98/99 FY 00
231
244
243
243
248
1-77
1-81
1-81
1-81
1-83
1-133
1-143
1-156
1-156
1-158
2,057
2,698
2,698
3,184
3,744
107,926 100,320 113,722 109,444 107,000
28,670 28,508 30,160 32,425 34,100
1999/00 ADOPTED BUDGET AND 2000/01PROJECTED BUDGET:
98/99
97/98 98/99 Projected
Actual Budget Actual
4/0 4/0 4/0 # Employees
145,662 162,439 161,681 Personnel
209,104 209,071 209,071 Operations
354,766 371,510 370,752
Employees: full time / part time FTE's
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base from 99/00 Adopted
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
99/00
00/01
Adopted
Projected Base
(% Change *)
(% Change **)
4/0
4/0
169,520 (4.80io)
169,520 (o.o%)
219,198 (4.8%)
228,127 (4.1%)
388,718 (4.8%)
397,647 (2.3%)
151
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, piece of equipment and
all 800 MHZ radio system 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 1998/99:
VEHICLES / EQUIPMENT PURCHASED/RETAINED
DEPARTMENT
VEHICLE TYPE
QUANTITY
Electric
1999 3/4 Ton Pickup
1
additional
Electric
1999 Digger Truck
1
replacement
System Engineering
1999 1/2 Ton Pickup
1
additional
Pump Maintenance
1999 3/4 Ton Pickup
1
replacement
Water Distribution
1999 3/4 Ton Pickup
1
replacement
Water Distribution
1999 Air Compressor
1
replacement
Wastewater
1999 3/4 Ton Pickup
1
replacement
Street Department
1999 Landscape Tractor & Box
1
additional
Street Department
1999 Rotary Broom
1
replacement
Fleet Maintenance
1999 1 Ton Pickup
1
replacement
Parks & Recreation
1999 1/2 Ton Pickup
3
replacement
Parks & Recreation
1999 Mower
1
replacement
Police Patrol Services
1999 4 Door Sedan
3
replacement
Police Patrol Services
1992 4 Door Sedan
2
retained
Police Patrol Services
19914 Door Sedan
1
retained
Police Special Operations
1999 4 Door Sedan
1
replacement
Police Special Operations
1999 4 Door Sedan
1
additional
Total 22
FINANCE & ADMINISTRATION
152 ANNUAL OPERATING PLAN ELEMENT 1999/00
WHAT WE PLAN TO ACCOMPLISH IN 1999/00:
VEHICLES / EQUIPMENT REQUESTED FOR
PURCHASE/RETAINAGE
DEPARTMENT
VEHICLE TYPE
QUANTITY
Electric
2000 Wire Trailer
1
additional
Fire Services
2000 1/2 Ton Pickup
1
replacement
Parks & Recreation
2000 1/2 Ton Pickup
2
replacement
Parks & Recreation
2000 Mower
1
replacement
Parks & Recreation
2000 Top Dresser
1
additional
Parks & Recreation
2000 Utility Vehicle
1
additional
Police Patrol Services
2000 4 Door Sedan
7
replacement
Police Special Operation
2000 4 Door Sedan
1
additional
Pump Maintenance
2000 Mower
1
replacement
W & WW Treatment Facilities
2000 Tractor
1
replacement
Total 17
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00 153
1999/00 ADOPTED BUDGET AND 2000/01 PROJECTED BUDGET:
FINANCE & ADMINISTRATION
154 ANNUAL OPERATING PLAN ELEMENT 1999/00
98/99
99/00
00/01
97/98
98/99
Projected
Adopted
Projected Base
Actual
Budget
Actual
(% Change *)
(% Change **)
57,968
65,041
65,041
Insurance
65,041 (0.0%)
65,041 (o.o%)
7,212
10,000
10,000
Insurance Ded
10,000 (0.0%)
10,000 (0.0%)
40,926
57,630
57,630
Contracts & Leases
57,630 (0.00/.)
57,630 (o.o%)
840,716
674,609
674,609
Capital Outlay
442,675 (-34.40/.)
524,575 (18.5%)
946,822
807,280
807,280
575,346 (-28.70/.)
657,246 (14.2%)
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base from 99/00 Adopted
FINANCE & ADMINISTRATION
154 ANNUAL OPERATING PLAN ELEMENT 1999/00
Fleet Management
Internal Service Fund
99/00 00/01 01102 02103 03/04
Capital Replacement
Community Owned Utilities
Replacement Cost 11,500 250,950 217,600 130,500 203,650
Number of Units 1 6 10 3 9
Community Services
Replacement Cost 0 42,500 7,620 40,750 0
Number of Units 0 2 1 2 0
Development Services
Replacement Cost 0 0 0 21,000 0
Number of Units 0 0 0 1 0
Finance & Administration
Replacement Cost 0 0 14,500 31,250 0
Number of Units 0 0 1 2 0
Fire Services
Replacement Cost 17,500 17,500 0 18,500 52,500
Number of Units 1 1 0 1 2
Information Resources
Replacement Cost 0 14,500 0 0 0
Number of Units 0 1 0 0 0
Parks & Recreation
Replacement Cost 61,050 0 40,400 36,850 44,500
Number of Units 3 0 3 3 3
Police Services
Replacement Cost 154,000 154,000 152,000 110,000 132,000
Number of Units 7 7 7 5 6
W & WW Treatment Facilities
Replacement Cost 30,000 0 35,500 73,802 0
Number of Units 1 0 2 3 0
Equipment (City-wide) 95,985 45,125 47,045 46,140 66,720
Total Replacement Costs 370,035 524,575 514,665 508,792 499,370
Number of Units Replaced 13 17 24 20 20
Programs & Projects:
Community Owned Utilities
Wire Trailer - Electric
7,000
Parks & Recreation
Top Dresser- Parks
15,000
Utility Vehicle - Parks
9,000
Upgrade Mower- Parks
14,800
Upgrade Pickup - Parks
5,000
Police Services
Car -Youth Service Sergeant
17,840
Number of Units
4
Communication Equipment
Radio for System Engineering 1,500
Radio for Youth Services Car 2,500
Program & Project Costs 72,640
Number of New Units 4
Total Fleet ISF Capital Costs
Total Replacements/Purchases
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
442,675 524,575 514,665 508,792 499,370
17 17 24 20 20
155
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. A Court Clerk and a Deputy Court
Clerk perform administrative and clerical activities.
The department reports to the Senior Accountant.
VThe 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
Clerk, Lieutenant of Patrol Services, Police
Jn Information Management Director, Police Records
I -I Team Leader and Senior Accountant.
UThe Team's accomplishments include the following:
1�
• 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 1998/99:
• Provided administrative support for code
enforcement by processing code violations through
the Municipal Court.
156
• Created a procedures manual to provide
documentation for all court processes.
• Participated in the Texas Municipal Court Clerks
Certification program.
WHAT WE PLAN TO ACCOMPLISH IN 1999/00:
• Improve collections on fines through
implementation of a collection service program.
• Increase revenues by updating the current fine
schedule to reflect standard fines in this area.
• Implement internet payment option for court fines.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
J
0
O
O
CD
0
0
0
0
L)
L)
L)
BUDGETED
ACTUAL
ACTUAL
ACTIVITY INDICATORS
FY 96/97
FY 97/98
1) Number of cases filed
4,174
4,887
2) Number of courtesy letters
5,287
4,264
3) Number of warrants issued
987
847
4) Municipal Court fine revenue:
950
950
Retained by City
$155,368
$214,078
Remitted to State
80,022
108,585
BUDGETED
PROJECTED
PROPOSED
FY 98/99
FY 98/99
FY 00
2.5/0
6,500
5,200
5,720
5,900
4,400
4,840
1,175
950
950
$210,000
$215,000
$236,500
123,000
130,000
143,000
1999/00 ADOPTED BUDGET AND 2000/01 PROJECTED BUDGET:
98/99
97/98 98/99 Projected
Actual Budget Actual
2/0 2/0 2/0 # Employees
63,571 93,946 93,796 Personnel
57,899 40,802 40,802 Operations
3,000 3,000 Capital
121,470 137,748 __-137 598
Employees: full time / part time FTE's
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base from 99/00 Adopted
99/00
00/01
Adopted
Projected Base
(% Change *)
(% Change **)
2.5/0
2.5/0
117,842 (25.6%)
117,842 (0.0%)
35,302 (-13.5%)
35,302 (0.0%)
0 (-100.0%)
0 (N/A)
153,144 (11.3%)
153,144 (o -o%)
SIGNIFICANT CHANGES:
In 1999/00, a half-time deputy court clerk will be added to handle increased caseload. The position will be a full time
employee shared equally by Municipal Court and Community Services Administration.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
157
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 warehouse. The
warehouse stocks and delivers 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 reports to the Support Services Director.
WHAT WE ACCOMPLISHED IN 1998/99:
• Worked with Fire Services to design Fire Station
No. 4.
• Initiated the process to expand current capital
maintenance and replacement plans to ensure all
City assets and infrastructure are adequately
funded.
158
• 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.
• Completed the renovations of the Police Services
building.
• Participated in identification and modification of
all equipment and systems to assure year 2000
compliance.
• Coordinated the bidding of the Texas Capital
Fund Grant projects which included Don Hewlett
Chevrolet, Advanced Cable, Texas Electric
Cooperative and the Rivery.
WHAT WE PLAN TO ACCOMPLISH IN 1999/00:
• Work with Fire Services on 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.
• Expand asset management system by reviewing
and adding small equipment and facilities in
Community Owned Utilities and Parks and
Recreation.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
ACTIVITY INDICATORS
1) Purchase orders entered
2) Inventory items disbursed
by requisition
3) Inventory deliveries received
4) Formal bids processed
ACTUAL
ACTUAL
BUDGETED
PROJECTED
PROPOSED
FY 96/97
FY 97/98
FY 98/99
FY 98/99
FY 00
91,974 (-2.3%)
91,359 (-0.7%)
9,472
9,305
10,500
10,313
10,500
12,636
15,018
15,500
15,336
15,500
1,584
1,596
1,600
1,698
1,700
53
49
69
40
45
1999/00 ADOPTED BUDGET AND 2000/01 PROJECTED BUDGET:
98/99
97/98 98/99 Projected
Actual Budget Actual
5/0.5 5/0.5 5/0.5 # Employees
186,302 198,023 198,023 Personnel
95,959 97,249 94,099 Operations
282,261 295,272 292,122
Employees: full time / part time FTE's
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base from 99/00 Adopted
99/00
00/01
Adopted
Projected Base
(% Change *)
(% Change **)
6/0
6/0
220,398 (11.3%)
220,398 (0.0%)
91,974 (-2.3%)
91,359 (-0.7%)
312,372 (6.9%)
311,757 (-0.2%)
SIGNIFICANT CHANGES:
The part time Warehouse Clerk will be upgraded to a full time position. The new position will take over management
of the electric distribution system inventory.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
159
WHAT WE DO:
The primary goal of the Utility Office is to maintain
and increase the City's total number of satisfied utility
customers. The Utility Office Team, consisting of
both office and field personnel, accomplishes this by
providing innovative, friendly services and accurate
information.
• Implemented a $0.50/month increase in the
stormwater drainage fee to fund needed capital
improvements.
• Developed a new utility payment service by
bonding the Field Customer Service
Representatives and allowing them to collect
utility payments in the field.
WThe Utility Office maintains centralized cash • Established an electric meter program that utilizes
collection services for the City, as well as handling color coded seals for field identification of the
rl requests for utility service connects, disconnects, and meter's activity status, or flag the service as a
v transfers; bad debt and non-payment issues; and critical care account.
J customer assistance with conservation and utility
n programs, payment options and arrangements, and • Worked with Development Services to automate
billing questions. the monthly statement billing for utility service
� I , for builders and contractors.
WHAT WE ACCOMPLISHED IN 1998/99:
WHAT WE PLAN TO ACCOMPLISH IN 1999/00:
• Assisted Community Owned Utilities in
implementing the electric section of the • Work with Community Owned Utilities to revise
Automated Meter Reading Program, with 93% of water and electric rates that reflect the new
the electric meters being read automatically, and marketing strategy and utilize the Customer
allowing the Utility Office to reduce the meter Choice & Control (CCC) system.
reading staff by half.
• Assist Community Owned Utilities in completing
• Developed system requirements for a new the implementation of the water section of the
Customer Information System with assistance Automated Meter Reading Program (CCC).
from Community Owned Utilities, Information
Resources, and Accounting. • Work with Community Owned Utilities,
Employee and Organizational Resources,
• Designed a utility marketing strategy, in Information Resources, and Accounting to design
J conjunction with Community Owned Utilities, to and acquire a new Integrated Computer System,
n promote electric sales and improve utility to include Human Resources, Financial, and
customer services. Customer Information.
• Expanded and updated the Customer Handbook • Participate in creation and implementation of City
to provide more information in an easier to read public information team.
format.
• Designed a Request for Proposal to acquire a new
credit card vendor, in conjunction with
Accounting, in order to establish lower credit
card fees and automate the Credit Card Draft
Program.
160
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED
ACTIVITY INDICATORS FY 96/97 FY 97/98 FY98/99 FY 98/99 FY 00
1) Number of work orders processed
14,903
14,889
15,472
15,484
16,413
2) Number of payments processed
146,880
158,633
169,223
166,298
176,287
3) Ambassador packets delivered
N/A
N/A
1,560
1,210
1,300
4) Customer assists handled in field
286
364
400
530
560
CITIZEN SURVEY
N/A
66%
N/A
66%
70%
5) Percentage of customers satisfied
98/99
99/00
or better with
97/98
98/99
Projected
a) Competent and helpful staff
N/A
95%
92%
92%
95%
b) Cost of City services: Electric
N/A
78%
N/A
78%
83%
Water
N/A
66%
N/A
66%
70%
Sewer
N/A
68%
N/A
68%
70%
Garbage
N/A
83%
N/A
85%
87%
1999/00 ADOPTED BUDGET AND 2000/01 PROJECTED BUDGET:
SIGNIFICANT CHANGES:
Beginning January, 1999, all meter reading responsibility was transferred to C3 Communications, the contractor
installing the automated meter reading system. Two meter reader positions were then moved to Community Owned
Utilities. The remaining two positions will continue to perform new service and non-payment connects and
disconnects, handle customer complaints, meter rereads, expanded field customer service programs and the manual
reading of a limited number of water meters at construction locations that are not yet connected to the automated
system.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
161
98/99
99/00
00/01
97/98
98/99
Projected
Adopted
Projected Base
Actual
Budget
Actual
(% Change *)
(% Change **)
11/0
11/0
9/0
# Employees
9/0
9/0
296,580
310,168
298,452
Personnel
299,377
(0.3%)
299,377
(0.0%)
195,182
211,713
211,713
Operations
218,208
(3.1%)
218,208
(0.0%)
0
9,500
9,500
Capital
0 (-100.0%)
0
(N/A)
491,762
531,381
519,665
Subtotal - Department
517,585
(-0.4%)
517,585
(0.0%)
37,489
40,000
40,000
Bad Debt
39,750
(46%)
39,100
(-1.6%)
529,251
571,381
559,665
557,335
(44%)
556,685
(-o.1%)
Employees: full time / part time FTE's
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base
from 99/00 Adopted
SIGNIFICANT CHANGES:
Beginning January, 1999, all meter reading responsibility was transferred to C3 Communications, the contractor
installing the automated meter reading system. Two meter reader positions were then moved to Community Owned
Utilities. The remaining two positions will continue to perform new service and non-payment connects and
disconnects, handle customer complaints, meter rereads, expanded field customer service programs and the manual
reading of a limited number of water meters at construction locations that are not yet connected to the automated
system.
FINANCE & ADMINISTRATION
ANNUAL OPERATING PLAN ELEMENT 1999/00
161
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FINANCE & ADMINISTRATION
162 ANNUAL OPERATING PLAN ELEMENT 1999/00