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Home My WebLink About10 Joint Services Fund 2017 FY2017 Annual Budget JOINT SERVICES FUND Table on Main 2016 159 FY2017 Annual Budget JOINT SERVICES FUND Joint Services Fund Summary ...................161 Accounting ................................................162 Conservation .............................................164 Customer Care ..........................................166 Economic Development............................168 Engineering ...............................................170 Engineering Support .................................172 Finance Administration .............................174 GUS Administration ..................................176 Human Resources .....................................178 Legal ..........................................................180 Main Street ...............................................182 Purchasing .................................................184 NEW POSITIONS FY2017 Inspection Supervisor ...................................1 TOTAL NEW POSITIONS FY2017 .........................1 160 FY2017 Annual Budget JOINT SERVICES FUND SUMMARY The Joint Services Fund is composed of departments providing administrative support to the City.GUS Administration,Systems Engineering and Customer Care provide support to the City’s utility funds.Administrative Departments including Accounting,Finance Administration,Human Resources,and Purchasing provide support to all City Funds and Departments. JOINT SERVICES INCOME STATEMENT FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base FY2017 Changes FY2017 Budget Beginning Fund Balance 188,143 804,116 801,019 749,366 749,366 Revenues FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base FY2017 Changes FY2017 Budget Service Fees Water 2,005,111 3,552,247 3,459,324 4,517,867 4,517,867 Service Fees Electric 4,076,263 3,495,127 3,406,077 3,782,058 3,782,058 Services Fees General 2,937,132 2,727,419 2,690,420 2,988,741 2,988,741 Service Fees Wastewater 1,324,757 1,917,237 1,787,248 1,957,252 1,957,252 Service Fees Stormwater 819,944 829,574 773,329 838,822 838,822 Transfers 250,000 250,000 208,750 208,750 GEDCO Contract Fee 187,091 305,216 136,611 197,722 197,722 GTEC Contract Fee 144,614 132,698 123,701 149,083 149,083 Transfers in,Gfund 57,000 126,507 126,507 Service Fees Airport 51,173 119,061 110,989 117,729 117,729 Conservation 31,987 66,939 62,401 89,647 89,647 Other 30,907 10,500 25,935 42,279 42,279 Interest 7,500 4,000 9,000 9,000 Transfers in,Utilities 187,000 730,763 730,763 Transfers in,Comp Study 205,024 65,194 65,194 Economic Development 476,348 476,039 Grand Total 12,534,351 14,685,514 13,625,992 15,025,458 15,025,458 Expenses FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base FY2017 Changes FY2017 Budget Accounting 729,406 843,643 823,236 820,513 820,513 City Wide HR 411,925 610,952 477,221 34,456 112,100 146,556 Conservation 546,392 1,185,411 716,042 1,047,322 1,047,322 Customer Care 1,495,447 2,400,117 2,242,521 3,544,585 3,544,585 Economic Development 435,504 453,252 329,778 427,990 427,990 Engineering 1,460,422 1,577,143 1,607,663 1,937,312 111,976 2,049,288 Engineering Support 907,512 1,224,871 1,119,683 1,227,024 12,000 1,239,024 Finance Administration 883,510 813,492 717,044 783,860 85,000 868,860 GUS Administration 1,245,194 1,365,667 1,262,186 1,392,815 1,392,815 Human Resources 809,324 801,643 809,878 786,051 786,051 Insurance and Legal 491,032 705,000 705,000 705,000 705,000 Joint Services Contracts 995,614 935,232 935,232 935,232 935,232 Legal 691,626 1,137,345 1,053,196 891,865 891,865 Main Street 137,598 161,466 154,437 157,537 157,537 Purchasing 663,165 718,203 698,078 737,185 737,185 Transfers 26,806 26,450 26,450 25,000 25,000 Grand Total 11,930,476 14,959,887 13,677,645 15,428,748 346,076 15,774,824 FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base FY2017 Changes FY2017 Budget Ending Fund Balance 792,018 529,743 749,366 346,076 (346,076)(0) CAFR Adjustment 9,001 Contingency Available Fund Balance 801,019 529,743 749,366 346,076 (346,076)(0) 161 FY2017 Annual Budget ACCOUNTING MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017 Improve the month end close process making financial information available in a timely and consistent manner for decision makers Update policies and procedures and conduct trainings to convey new updates Continue to improve customer oriented approach toward internal Departments of the City Monitor budget revenues and expenses to ensure fiscal accountability and responsible use of City resources Deliver financial reporting that conforms with Generally Accepted Accounting Principles (GAAP)and receives the Government Finance Officers Association (GFOA)Certificate of Achievement Complete late spring 2017 debt issuance for multiple projects including park improvements,public safety vehicles and equipment,and utility infrastructure.Debt to be issued is approximately $38 million Notable Budget Item(s) Wastewater Plant O&M (8.5 FTE’s) JOINT SERVICES FUND ACCOUNTING 10 FTES MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016 Established Budget and Accounting Contacts for all Departments to promote a more collaborative and customer oriented approach to budget and accounting Received the Certificate of Achievement for Excellence Award for the Comprehensive Annual Financial Report (CAFR)for the year ending September 30,2015 Successfully completed three new bond issues,including the 2016 Certificates of Obligation,the 2016 General Obligation Bonds,and the 2016 Revenue Bonds,with proceeds totaling approximately $41 million Successfully completed two refunding bond issues,including the 2016 General Obligation Refunding Bonds,which will provide an estimated Net Present Value savings of $897,000,and the 2016 Utility System Revenue Refunding Bonds,which will provide an estimated Net Present Value of savings of $1,062,000 DEPARTMENT DESCRIPTION The Accounting Department is responsible for keeping accurate financial records for the City and providing financial and related information to City management and policy makers.The Department oversees and processes accounts payable,electronic payments,and the City’s payroll.Additionally,the Department tracks investments and cash for all City funds,maintains the general ledger,and monitors internal controls.The Department actively participates in the budget process,investment reporting,and tracking the City’s capital improvements and grant projects. 162 FY2017 Annual Budget DEPARTMENTAL BUDGET DEPARTMENTAL PERFORMANCE MEASURES The Accounting Department is responsible for timely and accurate .Over the past few years staffing levels have remained constant although the number of checks processed has increased. Vendor checks have increased by 5%from FY2015 to FY2016 and is projected to increase by 20%in FY2017.As our workforce expands to meet the service level requirements our citizens demand,so too does the number of payroll checks processed by the Department. AWARDS/ACCREDITATIONS CAFR award The is presented by the Government Finance Officers Association for the Comprehensive Annual Financial Report (CAFR).The City of Georgetown has received this award for 28 consecutive years. The goal of the program is not to assess the financial health of participating governments,but rather to ensure that users of their financial statements have the information they need to do so themselves. Reports submitted to the CAFR program are reviewed by selected members of the GFOA professional staff and the GFOA Special Review Committee (SRC),which comprises individuals with expertise in public sector financial reporting and includes financial statement preparers,independent auditors, academics,and other finance professionals. FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base Budget FY2017 Changes FY2017 Budget 0315 Accounting Personnel 644,155 747,158 731,857 755,143 755,143 O&M 85,251 96,485 91,379 65,370 65,370 Capital Total Departmental Budget 729,406 843,643 823,236 820,513 820,513 163 FY2017 Annual Budget CONSERVATION MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017 Establish and communicate conservation objectives Act as a resource in managing conservation objectives within the customer community Review and update Conservation Strategic Plan as needed Develop and implement marketing strategies and campaigns to target customer segments to more effectively administer conservation programs Implement incentives to promote conservation objectives Define processes and guidelines for utlizing various customer communication channels Modify Conservation Department website to provide a more streamlined user experience Notable Budget Item(s) Wastewater Plant O&M (8.5 FTE’s) JOINT SERVICES FUND CONSERVATION 5 FTES MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016 Collaborated on a multi departmental team to develop a water loss process and define reporting criteria for regulatory reporting to ensure consistency Provided education and awareness of conservation objectives and goals at various venues including Earth Day Texas and Sun City Town Hall Developed and implemented phase I of a Water Conservation Irrigation Campaign promoting water awareness Implemented an energy assessment audit program to assist customers with high bill resolution Hosted bi annual Rain Barrel sale to promote water conservation techniques Redesigned Georgetown Utility Systems website to provide a centralized site for customer information Report completed on yearlong Drought Survivability Study to identify the water requirements and drought tolerance of 100 species of native and adaptive plants commonly used in Central Texas landscaping Moved Conservation Department into Customer Care Operations and expanded their role to include utility marketing services DEPARTMENT DESCRIPTION The Conservation Services Department provides stewardship and management of our natural resources through the application of environmentally sound practices. The Department seeks the development of a strong foundation of leadership and education by providing opportunities,funding incentives,and assistance to citizens in the management of their own resources.This approach supports both Georgetown Utility Systems and its customers in achieving their energy efficiency and water conservation goals.Conservation Services also provides management oversight of Environmental Services. 164 FY2017 Annual Budget DEPARTMENTAL BUDGET DEPARTMENTAL PERFORMANCE MEASURES is a conservation effort to reduce the amount of festival generated materials sent to the landfill through various upstream waste reductions and proactive materials management and services.Conservations goal is to educate festival attendees and vendors about the benefits of utilizing consumer materials that generate less waste.Our goal is to be better stewards of our environment’s finite resources by encouraging responsible purchasing of consumer products by citizens,visitors,and vendors,thus providing a zero waste event by the year 2021. AWARDS/ACCREDITATIONS In the spring of 2016 Georgetown Utility Systems was awarded funding to sponsor a student internship through the APPA DEED program.As part of the project the student served as a core team member along with representatives from Resource Management,Conservation,Permitting,Electrical Engineering,and Customer Care.The internship resulted in a methodology to identify potential customers to target for solar initiatives in the future. FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base Budget FY2017 Changes FY2017 Budget 0534Conservation Personnel 329,632 504,539 307,470 444,215 444,215 O&M 159,638 589,422 408,572 603,107 603,107 Capital 57,122 91,450 Total Departmental Budget 546,392 1,185,411 716,042 1,047,322 1,047,322 165 FY2017 Annual Budget CUSTOMER CARE MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017 Implement a new Customer Information Software (CIS)System enhancing the customer experience by providing expanded services and options Reengineer business processes,including the Interactive Voice Response (IVR)System,to align with the new CIS System Continue to build upon behavior based standards fostering an experience that emphsizes customer relationships Ensure effective delivery of timely and accurate billing and payment information to customers Respond to customer inquiries and issues in a timely manner Continue providing proactive communication to customers to increase awareness of utility operations and service impacts Increase utilization of electronic billing through increased awareness of the Georgetown Utility Systems E Bill Program Expand hours of operations for the Utlity Customer Care Call Center to meet customer needs Review existing water service rates Notable Budget Item(s) Wastewater Plant O&M (8.5 FTE’s) JOINT SERVICES FUND CUSTOMER CARE 23 FTES MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016 Acquired a new Customer Information System (CIS)and consulting services to ensure quality of installation Centralized development related telephone calls into the Customer Care Call Center and relocated Customer Care Development Account Staff to permitting area Reengineered Interactive Voice Response (IVR)System to enhance development permitting inquiries and metrics by establishing a queue Reorganized management structure to align functional areas with customer needs and project delivery Incorporated and redesigned customer communications into Provided targeted communications advising customers of service changes and impacts in their areas Worked with Jonah Special Utility District to combine billing services for water and wastewater to improve customer service Redesigned and included locally relevant customer information within the Texas Commission on Environmental Quality (TCEQ)Consumer Confidence Report providing customers an easy to use tool to gauge the water quality of the local system DEPARTMENT DESCRIPTION The Customer Care Department consists of both office and field personnel.This Department offers customer assistance with utility operations and billing inquiries.The Department communicates and educates the public on Georgetown Utility Systems processes relating to utility and conservation programs. Additionally,the Department guides new development service initiations through City processes,manages the automated meter reading process, and bills &collects for all City utility and airport services. 166 FY2017 Annual Budget DEPARTMENTAL BUDGET DEPARTMENTAL PERFORMANCE MEASURES The number of and number of are important departmental measures because they show the growth of the Department.These measures are also impacted by the addition of the Western District in FY2015. The City of Georgetown and Georgetown Utility Systems proudly sponsor the Good Neighbor Fund,a program to assist eligible customers who are having difficulty paying their utility bill.Voluntary contributions from our customers fund this valuable community program.Pledge forms can be found online at gus.georgetown.org/gnf.In 2016,263 families were helped by the Good Neighbor Fund. FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base Budget FY2017 Changes FY2017 Budget 0321 Customer Care Personnel 1,171,529 1,619,278 1,487,853 1,631,848 1,631,848 O&M 322,376 775,164 748,668 1,906,737 1,906,737 Capital 1,542 5,675 6,000 6,000 6,000 Total Departmental Budget 1,495,447 2,400,117 2,242,521 3,544,585 3,544,585 167 FY2017 Annual Budget ECONOMIC DEVELOPMENT MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017 Develop a comprehensive economic development strategy Conceptualize and implement an aggressive marketing program Continue to develop and maintain positive relationships with private sector developers,brokers,and site selectors to improve the City’s reputation as a place to do business Work with regional,state,and federal organizations and allies to develop and implement programs that assist and encourage the success and growth of local business. Finalize and begin implementation of the retail market study and conduct a target industry analysis to assist with strategy development Utilize the results of the target industy analysis and retail market study to work with other departments to develop an overarching,multi year economic development strategy Hire a consultant to create innovative marketing materials including a community profile Notable Budget Item(s) Wastewater Plant O&M (8.5 FTE’s) JOINT SERVICES FUND ECONOMIC DEVELOPMENT 3 FTES MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016 Recruited and expanded businesses including Texas Speed and Performance and DisperSol Technologies Worked with the Georgetown Chamber of Commerce to broaden the retention/expansion program Increased marketing efforts with individual broker meetings,marketing trips,tradeshow participation,targeted advertising,and social media Expanded community interaction and number of followers in the City’s social media programs DEPARTMENT DESCRIPTION The Economic Development Department coordinates and leads the City’s economic development efforts.The Department’s mission is to create and maintain a balanced and dynamic local economy.The Department markets the community to business prospects,provides economic and demographic information,and encourages partnerships between private and public entities.In addition,the Department represents the community in regional,state, national,and international economic development initiatives and programs. 168 FY2017 Annual Budget DEPARTMENTAL BUDGET DEPARTMENTAL PERFORMANCE MEASURES The Business Retention and Expansion (BRE)program is a resource for local businesses focused on fostering open lines of communication and building relationships with the business community.Through visitation and outreach the Department identifies opportunities,concerns,and barriers in the health and continued growth of local businesses.In the coming year the Economic Development Department will be hosting the inaugural Georgetown Economic Develop Symposium,creating new marketing materials,and implementing an enhanced business/retail recruitment plan.Working with the Finance Department,performance measures will be developed focusing on business retention,targeted industry sector recruitment,and workforce analysis. FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base Budget FY2017 Changes FY2017 Budget 0637Economic Development Personnel 316,193 325,312 211,659 305,309 305,309 O&M 119,311 127,940 118,119 122,681 122,681 Capital Total Departmental Budget 435,504 453,252 329,778 427,990 427,990 169 FY2017 Annual Budget ENGINEERING MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017 Develop,coordinate,and maintain current Capital Improvement Plan (CIP)projects for Utilities and Transportation Provide quality project management,inspection,and oversight for CIP and development infrastructure construction Deliver high quality,efficient,customer oriented real estate services Acquire cost effective rights of way and easements for CIP projects Administer timely,accurate,and complete plan reviews for new development projects Support other departments as needed Finalize update of City Construction Specifications and Standards Encourage and promote professional development throughout the Department Maintain our commitment to safety on job sites Notable Budget Item(s) Wastewater Plant O&M (8.5 FTE’s) JOINT SERVICES FUND ENGINEERING 17 FTES MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016 Provided support to Operations during peak demand Maintained current Utility Master Plans for Water and Wastewater Continued Edwards Aquifer Recharge Zone (EARZ)sanitary sewer improvements Constructed Snead Drive,Daniels Mountain Storage Tank,and various other streets,drainage,water,and wastewater projects Maintained two week turnaround on development plan review Assisted with due diligence,development and negotiation of various water,wastewater,and municipal utility district agreements Completed: o 2016 Street Maintenance work o Property acquisition for Daniels Mountain Storage Tank, Cedar Breaks Elevated Storage Tank,Rabbit Hill Elevated Storage Tank,Mays Street,Westinghouse Lift Station,and Second Street o Construction of the Westside Service Center DEPARTMENT DESCRIPTION Engineering is responsible for the development,coordination,and implementation of the Capital Improvement Plan (CIP).Using consulting and engineering firms and contractors,the Department focuses on delivering high quality,efficient, customer oriented real estate services for the acquisition of easements and rights of way, providing timely and reliable inspections,and contract management for projects. Notable Budget Item(s) Inspection Supervisor 170 FY2017 Annual Budget DEPARTMENTAL BUDGET DEPARTMENTAL PERFORMANCE MEASURES In the coming year,the Engineering Department will be working closely with the Finance Department to develop quality performance metrics focused on timely project completion,fiscal transparency,and cost effectiveness of these activities. FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base Budget FY2017 Changes FY2017 Budget 0526 Engineering Personnel 1,224,387 1,308,849 1,357,874 1,527,013 100,888 1,627,901 O&M 236,036 268,294 249,789 410,299 11,088 421,387 Capital Total Departmental Budget 1,460,422 1,577,143 1,607,663 1,937,312 111,976 2,049,288 171 FY2017 Annual Budget ENGINEERING SUPPORT MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017 Expand the use of EAM to include SCADA,metering,and Fiber assets Complete the conversion of the existing digital as built archive database to a system conforming to the City’s enterprise records management system (Laserfiche) Complete the integration effort to sync digital information on assets in Laserfiche with Infor EAM Continue building the Spatial Master Data Management inventory data Provide staffing support to deliver timely and relevant services for the final phases of the Customer Information System replacement project Provide staffing support,geospatial services,and data for initiatives citywide Notable Budget Item(s) Wastewater Plant O&M (8.5 FTE’s) JOINT SERVICES FUND ENGINEERING SUPPORT 10 FTES MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016 Managed the initial phase for Spatial Master Data Management Project Worked closely with the Stormwater and Transportation Departments to develop,create,and deliver data,procedures,and systems to meet the requirements for phase two of the Stormwater MS4 Project Expanded the EAM program into the Stormwater and Transportation Departments Converted the existing digital as built archive database to a system conforming to the City’s enterprise records management system Developed essential geospatial services,interfaces,and maps to department citywide that added value to the services they provide to citizens,customers,developers,planners,constructors,etc Worked closely with Conservation Services staff,utilizing advanced geospatial techniques and LiDAR data,to develop a methodology to analyze solar suitability of GUS electric customers Expanded the utilization of EAM in Energy Services to include the following assets;capacitors,switch gears,air break switches,solid blade disconnects,and reclosers Completed the design and build phase in EAM to allow for new and existing meters to be handled as assets Added all of the Western District vertical assets into EAM DEPARTMENT DESCRIPTION Engineering Support is responsible for efficiently managing the utility’s Geographic Information Systems and its core operating and planning engineering models.The Department manages,maintains, and supports utility asset data, enterprise asset management functions,as well as system models. The Department oversees all of the core functions of GIS computer aided drafting and global positioning systems services for the utility. Additionally,the Department supports several highly technical utility specific software applications for engineering design,GIS,EAM, pavement management,and electric outage management.The Department is responsible for handling all utility information requests from citizens,utility customers,and the development community. Notable Budget Item(s) Large Format Plotter $12,000 172 FY2017 Annual Budget DEPARTMENTAL BUDGET DEPARTMENTAL PERFORMANCE MEASURES The number of is a measure of the amount of required data maintained for purposes of adequately supporting the key functions of the Utility and Transportation Divisions. As the number of GIS layers grows so does the time required to maintain them. The number of is a measure of the amount of staff supported by this Department.One of the Department missions is to develop,acquire,maintain, and provided the most complete and accurate data sets to City staff,enabling them to perform their work. As City staffing increases so does the demand on our staff. FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base Budget FY2017 Changes FY2017 Budget 0547Engineering Support Personnel 663,672 888,973 768,085 903,415 903,415 O&M 243,840 335,898 351,598 323,609 323,609 Capital 12,000 12,000 Total Departmental Budget 907,512 1,224,871 1,119,683 1,227,024 12,000 1,239,024 173 FY2017 Annual Budget FINANCE ADMINISTRATION MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017 Improve financial transparency to Council,boards,and residents by updating the website to meet the state’s Financial Transparency Stars Program standards Revise business opertional processes by working with a consultant to assess Finance procedures Lead the organization toward a modern Financial Information System by partnering with a consultant for software selection Establish an annual Internal Audit Plan to strengthen the accountability of the City’s resources Maintain the public’s trust by maximizing the safety,liquidity,and yield of the City’s cash investments Align the 5 year Capital Improvement Plan and the annual CIP spending plan to manage debt capacity and forecast operational needs Develop operational and maintenance impact model based on Capital Improvement Plan Notable Budget Item(s) Wastewater Plant O&M (8.5 FTE’s) JOINT SERVICES FUND FINANCE ADMINISTRATION 4 FTES MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016 Maintained General Obligation bond rating of AA+and Utility Revenue bond rating of AA Developed and implemented written Investment Procedures in accordance with Public Funds Investment Act (PFIA)recommendations Revised budget process for easier participation by departments and earlier communications with Council Produced new budget highlights video featuring aerial footage of major projects in Georgetown Worked with Council to establish an Economic Uncertainty Reserve in the General Fund Redesigned the monthly and quarterly reports for consistency and ease of use DEPARTMENT DESCRIPTION Finance Administration plans and directs the City's financial activities providing information and support allowing other City Departments to accomplish their missions.The Department oversees accounting, purchasing,tax collection,financial reporting,debt,and investment management.Finance directs the City’s budgeting process,monitors the long term financial plan,and prepares related policy recommendations.F inance is also the liaison to several boards including the General Government and Finance Advisory Board (GGAF), the Georgetown Economic Development Corporation (GEDCO), and the Georgetown Transportation Enhancement Corporation (GTEC). Notable Budget Item(s) Audit Plan $75,000 174 FY2017 Annual Budget DEPARTMENTAL BUDGET DEPARTMENTAL PERFORMANCE MEASURES The Finance Department has a fiduciary responsibility to manage the City’s Invested funds are managed conservatively by multiple local government pooled investment firms in order to provide safe,legal,efficient,and liquid investment alternatives to the City.The City’s investment policy ensures full compliance of all invested funds per the Texas Public Funds Investment Act. are important in determining the financial strength and stability of a municipality.These ratings determine the ability of an entity to borrow money and clarify for investors the risk associated with investing in the organization.The City has maintained a AA+bond rating for the past three years. AWARDS/ACCREDITATIONS The GFOA established the (Budget Awards Program) in 1984 to encourage and assist state and local governments in preparing high quality budget documents.Guidelines were established by the National Advisory Council on State and Local Budgeting and the GFOA’s best practices.Documents submitted to the Budget Awards Program are reviewed by selected members of the GFOA professional staff and by outside reviewers with experience in public sector budgeting. Finance Administration has submitted and received the Distinguished Budget Presentation Award for 26 consecutive years. FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base Budget FY2017 Changes FY2017 Budget 0302Finance Administration Personnel 509,152 420,190 335,212 408,193 10,000 418,193 O&M 374,358 393,302 381,832 375,667 75,000 450,667 Capital Total Departmental Budget 883,510 813,492 717,044 783,860 85,000 868,860 175 FY2017 Annual Budget GEORGETOWN UTILITY SYSTEMS ADMINISTRATION MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017 Encourage a safe and positive working environment for employees Provide and maintain reliable,competitive,cost effective utility and transportation services that reflect community values,and promote well planned,long range development Ensure excellent customer service to the Georgetown community Promote consumer education programs for efficient use of utilities and conservation of natural resources Effectively manage energy/water resource deployment Regional approach to utility system development and planning by partnering with utility providers,and political subdivisions Continue implementation of the Regional Wastewater Master Plan for the San Gabriel Basin Share in setting regional water planning goals and strategies through membership on Brazos River Authority Region G Board Pursue implementation of renewable energy contracted supplies Notable Budget Item(s) Wastewater Plant O&M (8.5 FTE’s) JOINT SERVICES FUND GUS ADMINISTRATION 9 FTES MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016 Completed multi year substation transformer acquisition from LCRA Finalized construction and began commercial operation of Spinning Spur 3 wind farm,achieving greater than 90%renewable energy Completed Public Utility Commission process for ownership of CTSUD and Phase I of Records Management Process Project and completed records inventory of consolidated CTSUD records Participated with Brazos River Authority (BRA)and other regional water utilities in addressing the impact of Zebra mussels on water supply Continued to engage in setting regional water planning goals and strategies through membership on BRA Region G Board Reorganization of Customer Care,Conservation,Marketing,Technical Services and Engineering Support Concluded construction,occupied,and began operations of the Westside Service Center (WSC)and associated rooftop solar Initiated contract renewal negotiations with TDS for solid waste services Created a Business Improvement Program to manage cross functional, cross departmental Business Process Improvement and Enterprise Application projects and to foster Organizational Development Completed evaluation,planning,preparation,and staffing to affect Water Treatment Plant Operation’s transition from private to public in 2017 DEPARTMENT DESCRIPTION The Georgetown Utility Systems (GUS)Administration Department manages key business functions of the Division.The Department oversees strategic planning, organizational structure,business systems,resource allocations,and financial management.The Department also provides administrative support,including process planning and implementation,customer relations, reception,record keeping,and secretarial services to all departments within the Georgetown Utility Systems Division.Long term system planning is coordinated by the Department as is the coordination and operation of all utilities during emergency management situations. 176 FY2017 Annual Budget DEPARTMENTAL BUDGET DEPARTMENTAL PERFORMANCE MEASURES The provision of safe and reliable services to customers while maintaining utility systems in a cost efficient and reliable manner is a top priority for the Georgetown Utility Systems Administration Department.Performance measures have been created to monitor Operations &Maintenance (O&M),Customer Care,Systems,Projects, Resource,and Financial Metrics across the Georgetown Utility Systems.The evaluation of the aforementioned metrics helps ensure the maximization of customer value and optimized performance of the utility systems. AWARDS/ACCREDITATIONS Recognized and certified by the American Public Power Association (APPA)as a at the Platinum Level.This certification recognizes excellence in Reliability,Safety,Workforce Development,and System Improvement. In the spring of 2016 Georgetown Utility Systems was awarded funding to sponsor a student internship through the APPA DEED program.As part of the project,the student served as a core team member along with representatives from Resource Management,Conservation, Permitting,Electrical Engineering,and Customer Care.The internship resulted in a methodology to identify potential customers to target for solar initiatives in the future. Received the APPA for safe operating practices in 2015,due to 75,000 hours worked without incident. Received two awards from the American Planning Association:American Planning Association;State Chapter ;and American Planning Association;Central Texas Chapter . Received award from Texas Renewable Energy Industries Alliance (TREIA)in recognition of the City’s ability to match renewable production against customer load while hedging variability and congestion,and keeping wholesale costs competitive. Received the from the CenTex Chapter of the American Society of Public Administration (ASPA)in recognition of the City’s contracts to move to 100 percent renewable energy in 2017. FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base Budget FY2017 Changes FY2017 Budget 0502GUS Administration Personnel 894,596 896,237 897,806 912,110 912,110 O&M 350,598 364,430 364,380 480,705 480,705 Capital 105,000 Total Departmental Budget 1,245,194 1,365,667 1,262,186 1,392,815 1,392,815 177 FY2017 Annual Budget HUMAN RESOURCES MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017 Communicate and implement employee tuition reimbursement program Coordinate employee survey action planning and implementation Implement dental plan administrator and funding methodology change Collaborate with Finance and IT in identifying HRIS/FIS partner(s)and planning for transition and implementation Improve employee understanding of pay and benefits through distribution of total paycheck reflecting City’s full investment beyond salary and through proactive information session across organization Increase wellness program participation (Currently 15%of employees) through implementation of wellness program tracking portal and program design improvements Determine employee clinic need and feasibility through study completion and presentation to staff and City Council Complete Safety and Risk Audit,develop first year action plan,and execute plan with involvement from City departments Establish first stand alone employee service awards event in early 2017 Enhance employee training and development offerings through full deployment of compliance,supervisory,emergining leaders,core values, director,and other training programs Notable Budget Item(s) Wastewater Plant O&M (8.5 FTE’s) JOINT SERVICES FUND HUMAN RESOURCES 7 FTES MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016 Facilitated the first meet and confer negotiations and agreement with associations representing our Police Officers and Firefighters Conducted employee survey with impressive 85%response rate Adjusted employee compensation market approach utilizing management and Council feedback,and conducted market review of 100 benchmark positions Implemented group health administrator and network change January 1, 2016 resulting in fixed cost savings of nearly $400,000 over prior year Developed self insurance fund reserve strategy Procured dental coverage for 2017 including change in funding methodology expected to save employees and City 15% Coordinated recruitment and selection of City Attorney,City Secretary, Finance Director,Assistant City Manager,and Economic Development Director Led revitalization of employee core values including roll out at May 2016 values lunch resulting in 80%of employee survey respondents affirming their understanding of the core values Hired and oriented 90 regular and 86 seasonal/temporary employees DEPARTMENT DESCRIPTION The Human Resources (HR) Department develops and delivers innovative human resource programs and services designed to support the City of Georgetown’s mission statement.The Department’s core services and competencies include recruitment, staffing,employee relations, organizational development,and employee development.The Department also oversees safety, compensation and benefits, wellness,performance management,and policy interpretation.This is all done with an emphasis on customer service based on respect and integrity. Notable Budget Item(s) Tuition Reimbursement Program $100,000 178 FY2017 Annual Budget DEPARTMENTAL BUDGET HUMAN RESOURCES CITYWIDE SERVICES This department represents the pooled funds available for the City’s one time performance bonus program,as well as,market adjustments for employees funded through the Joint Services Fund.Training for Citywide issues,such as supervisory training and safety are also included here,as is property and liability insurance for the City. DEPARTMENTAL PERFORMANCE MEASURES :Some turnover is healthy (e.g.,retirement),but the turnover rate is a standard measure in which large variations can indicate retention problems and a higher risk to human capital investment.The Human Resources Department continuously monitorsturnover rate in order to indentify trends that may indicate a systematic issue. Typically,less than 20%indicates satisfactory retention of employees. FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base Budget FY2017 Changes FY2017 Budget 0639Human Resources Personnel 717,595 708,838 717,969 724,822 724,822 O&M 91,729 92,805 91,909 61,229 61,229 Capital 0639Human Resources Sub total 809,324 801,643 809,878 786,051 786,051 0640City Wide HR Personnel 99,512 319,752 194,707 (256,744)8,000 (248,744) O&M 312,412 291,200 282,514 291,200 104,100 395,300 Capital 0640City Wide HR Sub total 411,925 610,952 477,221 34,456 112,100 146,556 Total Departmental Budget 1,221,248 1,412,595 1,287,099 820,507 112,100 932,607 179 FY2017 Annual Budget LEGAL AND INSURANCE MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017 Provide legal services in a timely and efficient manner Recommend and prepare amendments to City codes and ordinances in accordance with Council direction Support Police and Code Enforcement efforts through effective Municipal Court prosecution consistent with Council objectives Train and support the City’s Boards &Commissions Negotiate and provide legal review for development agreements Manage web based City wide Public Information Request (PIR)System for streamlined and effective PIR management Issue opinions or presentations on various legal issues including Open Meetings Act,Public Information Act,ethics,parliamentary procedure, and conflicts of interest,including additional training for Advisory Board officers and members Assist in the City’s economic development and transportation initiatives through effective negotiation and preparation of economic incentive agreements Sustain efforts to standardize City documents Work with staff to identify and address Risk Management issues Continue systematic review and revision of the Code of Ordinances Notable Budget Item(s) Wastewater Plant O&M (8.5 FTE’s) JOINT SERVICES FUND CITY ATTORNEY’S OFFICE 5 FTES MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016 Issued opinions or presentations on various legal issues including Open Meetings Act,Public Information Act,ethics,parliamentary procedure, and conflicts of interest,including additional training for Advisory Board officers Negotiated and drafted agreements,contracts and documents including several Interlocal Agreements Assisted with the negotiation and drafting of amended development agreement packages for significant projects and developments Aided with the negotiation and drafting of real estate transactions Effectively manage and coordinate Contract Attorneys for significant projects DEPARTMENT DESCRIPTION The Legal Department provides in house legal services for the City Council,Staff,Boards,and Commissions.The Department supervises outside counsel,issues legal opinions on the City Charter, City ordinances,policies and procedures,and represents the City in litigation and administrative matters.The Department also provides advice and training on legal issues to City Staff and provides annual ethics training for the City Council,Boards,and Commissions. The Legal Department coordinates all open record correspondence with the Attorney General and serves as a legal resource to staff regarding standard open records. 180 FY2017 Annual Budget DEPARTMENTAL BUDGET DEPARTMENTAL PERFORMANCE MEASURES The number of Open Records Requests is an important measure that shows the City’s commitment and dedication to transparency. The graph to the right shows the total number of public information requests received by the City.Routine requests,like police records or financial reports,are processed by other Departments which oversee those aspects of City business.The City complies with all state law requirements for handling public information requests which generally requires a response with ten business days of receipt. FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base Budget FY2017 Changes FY2017 Budget 0654Legal Personnel 522,225 791,870 707,721 675,388 675,388 O&M 169,401 345,475 345,475 216,477 216,477 Capital 0654Legal Sub total 691,626 1,137,345 1,053,196 891,865 891,865 0638Insurance Personnel O&M 491,032 705,000 705,000 705,000 705,000 Capital 0638Insurance Sub total 491,032 705,000 705,000 705,000 705,000 Total Departmental Budget 1,182,658 1,842,345 1,758,196 1,596,865 1,596,865 181 FY2017 Annual Budget MAIN STREET MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017 Redefine the Downtown Overlay District’s niche in the marketplace and sharpen the competitiveness of existing businesses while nurturing new enterprises that respond to consumer needs Focus on authentic community assets with high quality image development campaigns and events that will attract new shoppers, visitors,residents,and investors Build a pathway to leadership in local efforts by leading a community based,volunteer driven program that helps empower residents and invstors to collaborate for sustainable revitalization Attract and retain a healthy business mix Raise awareness and funding for Georgetown Main Street projects Promote Downtown’s unique image as a vibrant,diverse and inclusive desination Restructure Façade and sign grant program Notable Budget Item(s) Wastewater Plant O&M (8.5 FTE’s) JOINT SERVICES FUND MAIN STREET 1 FTE MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016 Held the 7th Annual Georgetown Swirl,a wine and shopping event fundraiser for the Main Street Façade &Sign Grant Program Visited downtown Fort Worth during Main Street Arts Festival to learn more about using the arts industry as economic development Sold out of the 9th annual Main Street Collectible ornament Awarded the Main Street Star Award to Rusty Winkstern for going above and beyond in promoting downtown Georgetown Invited to participate in an American Express panel discussion at the National Main Street Now Conference in Milwaukee to discuss Shop Small and Small Business Saturday Hosted the 3rd Annual Ladies Nite Out event held the Thursday before Thanksgiving in November with more vendors than ever Partnered with the Georgetown Chamber of Commerce and Downtown Association on the 2nd Shop Small Spree to raise awareness of Small Business Saturday for the holiday season DEPARTMENT DESCRIPTION The Main Street Department focuses on Downtown revitalization within the context of historic preservation to help diversify the economic base of the community.The Main Street Department is a preservation driven, economic development organization that utilizes diverse community partners to create a destination Downtown for everyone.The overall goal is to help provide opportunities to enhance the Downtown for citizens and tourists. 182 FY2017 Annual Budget DEPARTMENTAL BUDGET DEPARTMENTAL PERFORMANCE MEASURES One of the top priorities of the Main Street Department is to foster preservation driven economic development creating a destination downtown that is enjoyed by both residents and tourists alike.In the spring of 2016 the city of Georgetown partnered with the Center for Research, Public Policy,and Training (CRPPT)at Texas State University to conduct a citizen survey focusing on resident’s satisfaction of public services.In regards to service usage, roughly 97%of respondents indicated they had visited the Downtown Square within the previous year.Of those surveyed,over 44%reported visiting the square more than 12 times.Additionally,when asked to rate the quality of the Downtown square and Downtown activities and events, over 90%of respondents rated the downtown square and activities as good or excellent.Resident usage and quality of the Downtown Square indicate that a vast majority of residents utilize the Downtown Square and are satisfied with the quality of economic development and available activities. AWARDS/ACCREDITATIONS to obtain this award,a city must meet ten criteria as determined by the Texas Historical Commission.Though these criteria are assessed by a state agency,the award is presented on a National platform FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base Budget FY2017 Changes FY2017 Budget 0653Main Street Personnel 88,237 88,990 89,781 90,592 90,592 O&M 49,361 72,476 64,656 66,945 66,945 Capital Total Departmental Budget 137,598 161,466 154,437 157,537 157,537 183 FY2017 Annual Budget PURCHASING MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017 Promote improvements in operations to more efficiently and effectively serve COG user departments Increase departmental training efforts including online training where possible Plan for upcoming replacement of automated purchasing system Further improve internal and external websites to provide additional useful and easily accessible information for COG user departments and vendors wishing to do business with the City Support and facilitate major procurements such as the consolidation of landscaping services Continue to improve and standardize forms and processes to increase efficiency and improve customer service Assist in planning and set up of warehouse section located at Westside Service Center Sustain efforts to increase operational efficiencies in the warehouse by improving organization of external storage areas Advertise and increase opportunities for local vendor to do business with the City Notable Budget Item(s) Wastewater Plant O&M (8.5 FTE’s) JOINT SERVICES FUND PURCHASING 8 FTES MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016 Facilitated several major procurements including;replacement of the Customer Information System,chemicals and services associated with in house wastewater plant operations,EMS billing services,Southwest Bypass extension,aviation fuel,the construction manager at risk for the Downtown West project,and the replacement of Parks and Recreation operatingsoftware Improved customer service by assigning each City of Georgetown user department to a specific buyer and increasing familiarity with individual departmental operations to provide personalized service Enhanced efficiency of warehouse operations by implementing changes such as improved delivery tracking and surplus disposal operations Increased organization of contract files to ensure the appropriate COG user department received each file Implemented state required disclosure of interested parties certification process DEPARTMENT DESCRIPTION The Purchasing Department procures all supplies,equipment, and services for the City.These activities include establishing contracts,blanket purchase orders to reduce cost,and preparing bid specifications.The Department conducts formal bid proceedings for procurements over $50,000. Purchasing educates City Departments about purchasing procedures and solicits ideas to improve efficiency.Purchasing is responsible for the management of communication devices,as well as assisting the Accounting Department with the management of the Credit Card Program.Additionally, Purchasing oversees the operation of the City's central receiving/distribution warehouses and is responsible for disposing of surplus items. 184 FY2017 Annual Budget DEPARTMENTAL BUDGET DEPARTMENTAL PERFORMANCE MEASURES :One of the major goals for the Purchasing Department is to consistently have appropriate stock available for its internal customers to ensure the provision of timely and uninterrupted services to the community.Maintaining inventory accuracy at or above the industry standard of 95%allows the Department to respond accurately to particular requests, provide excellent customer service,and control expenses. FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base Budget FY2017 Changes FY2017 Budget 0317 Purchasing Personnel 551,716 585,725 565,597 586,355 586,355 O&M 111,450 132,478 132,481 150,830 150,830 Capital Total Departmental Budget 663,165 718,203 698,078 737,185 737,185 185 FY2017 Annual Budget THIS PAGE INTENTIONALLY LEFT BLANK. 186