HomeMy WebLinkAbout08-Management ServicesManagement
Services
Management Services consists of the executive and governing functions of the City. The City Council is the
legislative body that provides the leadership and vision for the community of Georgetown. The City Manager's
Office functions as the central communication link between the Council and the City organization, and manages
the day-to-day operations and services of the City. The City Secretary maintains official records, oversees all
municipal elections and coordinates the boards and commissions appointment process. Human Resources and
Safety Services provide employee and organizational support to retain and attract quality employees. Other
departments overseen include Convention & Visitors’ Bureau, Economic Development, Main Street, Information
Technology, Library and the Airport.
Sources of funding for the division include the General Fund (Library, City Manager’s Office and City Council), Joint
Services Fund (Human Resources and Economic Development), CVB Special Revenue Fund, (including Main
Street), Information Technology through the Internal Service Fund and the Airport Fund.
02/03 04/05
01/02 02/03 PROJECTED ESTIMATED
ACTUAL BUDGET ACTUAL BASE
City Council 337,080 252,103 251,210 258,218 (2.8%)258,218
City Manager's Office 512,067 577,032 562,210 961,438 (71.0%)592,438
Airport 1,242,660 1,842,712 1,403,652 1,278,224 (-8.9%)1,286,458
General Govt. Contracts 165,981 209,071 209,071 249,595 (19.4%)253,045
Information Technology 611,350 641,779 641,419 661,317 (3.1%)661,317
Information Tech Capital 346,457 478,553 501,253 693,476 (38.3%)640,462
Economic Development 270,419 350,302 349,912 341,292 (-2.5%)341,292
Convention & Visitor's Bureau 409,291 352,006 310,418 264,088 (-14.9%)212,088
Main Street 00 085,675 (N/A)85,675
Main Street Façade 2,000 6,907 4,500 12,807 (184.6%)300
Legal Contracts 498,335 448,400 400,000 480,000 (20.0%)480,000
Human Resources 373,980 340,575 340,456 363,454 (6.8%)361,454
City-wide Services 344,150 564,900 563,445 733,900 (30.3%)446,250
Library 863,057 896,542 893,920 973,353 (8.9%)971,478
Library Donations 38,407 80,759 80,759 48,415 (-40.1%)21,100
Division Total 6,015,234 7,041,641 6,512,225 7,405,252 (13.7%)6,611,575
* Percent change of 03/04 Adopted from 02/03 Projected Actual
01/02 02/03 02/03 04/05
PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL PROJECTED
City Council 1 1 1 1
City Manager's Office 5/.5 5/.5 5/.5 5/.5
Airport 2/3.5 2/3.5 2/3.5 2/3.5
Human Resources 4 4 4 4
Economic Development 2 3 3 3
CVB/Main Street 2 3 3 3
Information Technology 8 8 8 8
Library 11/4.5 11/4.5 11/4.5 11/4.5
Total (FT/PT)35/8.5 37/8.5 37/8.5 37/8.5
1
5/.5
2/3.5
Management Services
03/04
ADOPTED
03/04
ADOPTED
(% Change*)
4
11/4.5
37/8.5
3
3
8
Personnel
37%
Operations
53%
Capital
10%
1,278,224
1,354,793
1,021,768
480,000
249,595
258,218
341,292
362,570
363,454
961,438
733,900
0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000
Gen. Govt. Cont.
City Council
Eco Devo
CVB/Main Street
Human Resources
Legal Contracts
City-wide Svcs.
City Mgr.'s Office
Library
Airport
Info Technology
106
Management Services
City Council
DEPARTMENT DESCRIPTION
The City Council is composed of a Mayor, elected at large, and seven Councilmembers elected from single-
member districts. Georgetown is a Home Rule City, which means that the Council is free to enact legislation, adopt
budgets, and determine policies, subject only to the limitations imposed by the Texas Constitution and City Charter.
The Council appoints the City Manager coordinates and implements activities to effectively accomplish the City
Council goals and objectives established by the City Council. The Council also appoints the City Attorney, the
Municipal Judge and the City Secretary. In addition, the Council appoints citizens to serve on advisory boards,
commissions, and committees. The City Secretary, who is included in this budget area, maintains official City
records, conducts City elections and coordinates the boards and commissions appointment process.
MAJOR DEPARTMENT GOALS
• Develop policies which enhance the quality of life for the community while preserving its unique character and
natural resources.
• Ensure the long-term financial viability of Georgetown.
• Promote community involvement and participation in local government.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
• Adopted the Unified Development Code to insure consistency of the City’s development ordinances to preserve
the character of the community.
• Adopted a comprehensive transportation plan that provides for the safe and efficient movement of traffic,
promotes the economic interests of the community and adequately serves the personal needs of individuals.
• Adopted an annexation plan that identifies planning issues and financial impacts of future annexations.
• Added additional polling locations for city elections for the convenience of voters.
• Adopted the Future Land Use and Thoroughfare Plan and the Williams Drive Corridor Study that provide for the
safe and efficient movement of traffic, and promotes the economic interests of the community.
• Adopted a competitive public safety compensation plan.
• Approved the Downtown Masterplan to guide development and public improvements in the downtown overlay
district.
• Approved the Wolf Ranch /Simon Property Development Agreement and the Seventh Amendment to the Del
Webb Development Agreement.
• Adopted Principles for Economic Development Incentives Policy to guide investment in economic development.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
• Implement the Downtown Masterplan to guide development and public improvements in a manner that
promotes the economic interests of the downtown and overall community.
• Continue to work with Simon Development to develop the Wolf Ranch property in a manner that ensures the
City’s best economic interest, while still enhancing the quality of life for the community.
• Continue adherence to the City's financial policy that promotes long-term financial responsibility to ensure
future economic viability of the community.
• Continue development of an improved records management program to increase efficiency and accessibility of
public records.
CITY COUNCIL
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
ADOPTED
04/05
PROJECTED
City Secretary
Total
1
1
1
1
1
1
1
1
1
1
107
WORKLOAD MEASURES
ACTUAL
FY00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. # of agenda items processed/reviewed 1,103 855 1,000 639 700
2. # of hours spent in Council meetings 178 345 350 151 200
3. # of Council/special meetings posted 99 60 75 53 60
4. # of public meetings posted 269 288 300 306 325
5. # of elections held 2 3 2 2 2
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. % of citizens who rated the value
received from City tax dollars to be
excellent or good 46.9% 50% N/A 60% 70%
2. % of citizens who rated the City to be
excellent or good in the area of making
sure there are sufficient green, open
spaces throughout the city 68.4% 75% N/A 80% 85%
3. City Council meeting minutes
completed and approved in two weeks 98% 100% 100% 100% 100%
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
73,815 78,564 78,564 Personnel 80,700 80,700
263,265 173,539 172,646 Operations 177,518 177,518
337,080 252,103 251,210 258,218 258,218
108
Management Services
City Manager’s Office
DEPARTMENT DESCRIPTION
The City Manager’s Office is responsible for the administration of City affairs and serves as the liaison between the
policymaking and administrative branches of City Government. The City Manager, appointed by City Council, is the
chief administrative and executive officer of the City. Responsibilities of the City Manager’s Office include coordinating
activities to effectively accomplish the City Council goals and objectives. The City Manager also acts as the City’s
representative and liaison to local groups, service organizations and businesses in the community, as well as at the
County, State and Federal level.
MAJOR DEPARTMENT GOALS
• Ensure the delivery of quality services to citizens through effective management and efficient administration.
• Coordinate the implementation of City Council goals and objectives with all City Departments.
• Facilitate community activities to address public requests for needs and services.
• Improve citizen awareness and understanding of City programs, services and issues and promote a positive public
image of the organization.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
• Worked with Del Webb to finalize the 7th Amendment to the Del Webb Development Agreement, including a water
and wastewater utility agreement.
• Worked with Simon Property Group to finalize the Development Agreement for the development of Wolf Ranch.
• Developed an Annexation Policy in order to identify planning issues and financial impacts of future annexations.
• Expanded Public Information Program to improve community understanding of City Services by publishing a City
Newsletter - City Reporter.
• Provided educational information to the citizens regarding proposed ¼ cent sales tax increase for road
maintenance, which was approved by the voters.
• Worked with the City Council and city staff to update and revise the City's Century Plan Policy Statements.
• Worked with Economic Development Department and TIP Development Strategies to complete the study of City's
Economic Development Structure and begin implementation of the recommendations.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
• Complete the development of a long-range facilities plan to more efficiently utilize the City’s current resources to
their fullest and most economical use.
• Continue expansion of the Public Information Program to improve community understanding of City services.
• Continue seeking partnerships to assist the City in its efforts to develop affordable housing options.
• Implement the Professional Resource Organization (PRO) to utilize a multitude of professional individuals who
have a tremendous interest in giving back to the community through volunteer work and special project assistance.
• Implement a "Government for the People" program to educate the public about the services the City provides and
to promote those services to the public.
• Continue efforts to foster ongoing communication and cooperation with the Georgetown Independent School
District, Williamson County and Southwestern University to continue to nurture a healthy relationship for the
Georgetown Community.
• Continue efforts to foster improved communication and cooperation between interested stakeholders in the
downtown area to arrive at a common vision for this important area of our community.
• Coordinate with Parks & Recreation to install “Welcome Signs” at the city’s major gateways to promote
Georgetown as a tourist destination and a community with high standards of civic pride and quality of life.
• Develop city-wide customer service initiative to ensure the delivery of quality service to internal and external
customers of the city.
• Development of a city-wide non-utility Capital Improvement Plan for city operations that includes facilities and
equipment in order to more effectively plan for the future growth and needs of the city.
CITY MANAGER’S OFFICE
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
ADOPTED
04/05
PROJECTED
City Manager
Assistant City Manager for Operations
Administrative Assistant/Deputy City Secretary
Staff Assistant/Receptionist
Public Information Officer
Mail Couriers (PT)
Total (FT/PT)
1
1
1
1
0
.5
5/.5
1
1
1
1
1
.5
5/.5
1
1
1
1
1
.5
5/.5
1
1
1
1
1
.5
5/.5
1
1
1
1
1
.5
5/.5
109
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. # of Public Information Requests
handled 248 565 500 500 500
2. # of Council/Special Meetings 99 60 75 53 60
3. # of Press Releases N/A N/A N/A 132 150
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. % of citizens who rated their
experience with city employees to
be excellent or good 74% 80% N/A 85% 85%
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
2003/04 includes funding for the first phase of the Downtown Master Plan implementation, and $90,000 to update the
Facilities Master Plan.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
351,330 415,763 412,941 Personnel 430,095 430,095
160,737 161,269 149,269 Operations 177,343 162,343
Capital 354,000
512,067 577,032 562,210 961,438 592,438
110
Management Services
Airport
DEPARTMENT DESCRIPTION
The City of Georgetown Municipal Airport provides aviation services to
the public. The Airport Department is responsible for the day-to-day
operations and maintenance, which include the supervision of fuel sales
concessions, monitoring the leases for City-owned facilities, and the
supervision of the ground maintenance. The Airport provides 24-hour
operation of a 5000-foot main runway and related taxiways, ramps and
navigational aides. All of the above must be in compliance with state
and federal rules and regulations. In addition, the Department provides
support to the Airport Advisory Board.
MAJOR DEPARTMENT GOALS
h Minimize the environmental impact of the Airport.
h Operate the Airport as a self-supporting enterprise, whereby costs are minimized with maximum efficiency.
h Ensure the safety of the flying public.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Completed FAR Part 150 Noise Study.
h Installed security cameras and Airport Watch signs.
h Revised and re-introduced Fly Friendly program with new signs and mail-out information.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
h Rehabilitate 8-foot game fence to increase airport security.
h Rehabilitate runway 11-29, taxiway B & D, and T-Hangar B & C ramps for improved operations.
h Rehabilitate Airport streets and install concrete ribbon curb to improve transportation within the airport
h Complete update of Airport Master Plan and begin implementation of recommendations.
AIRPORT
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
ADOPTED
04/05
PROJECTED
Airport Manager
Airport Support
1
1
1
1
1
1
1
1
1
1
Ground Maintenance (PT) .5 .5 .5 .5 .5
Bookkeeper (PT) .5 .5 .5 .5 .5
Fuel Attendants (PT)
Total (FT/PT)
2.5
2/3.5
2.5
2/3.5
2.5
2/3.5
2.5
2/3.5
2.5
2/3.5
BASED AIRCRAFT
0
50
100
150
200
250
300
98/99 99/00 00/01 01/02 02/03 03/04*
*Projected
111
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Jet fuel sold 398,953 449,854 490,000 420,000 450,000
2. AvGas sold 254,963 259,440 300,000 224,000 230,000
3. Based aircraft 274 268 285 256 276
4. Take off or landings Est. 85,000 Est. 90,000 Est. 98,000 Est. 90,000 Est. 95,000
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Man hours/10 gallon fuel sold .13 .08 .07 .09 .08
2. Airport expenses/ based aircraft $1,411 $1,477 $1,371 $1,546 $1,434
3. Airport expenses/ aircraft operations
4. T-hangar occupancy rate
4.55
100%
4.40
100%
3.99
100%
4.40
100%
4.17
100%
DEPARTMENTAL BUDGET: AIRPORT FUND
MAJOR BUDGET CHANGES/ISSUES:
Capital improvements to the Airport are reviewed by the Airport Advisory Board and approved by Council through
grant applications for funding and through the budget process. Review of available resources and consideration of
on-going costs are required before each project is approved.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
198,644 205,307 205,307 Personnel 198,030 198,030
1,044,016 1,132,963 1,123,345 Operations 1,080,194 1,088,428
504,442 75,000 Capital
1,242,660 1,842,712 1,403,652 1,278,224 1,286,458
112
Management Services
Economic Development
DEPARTMENT DESCRIPTION
The Economic Development department coordinates and leads the community’s economic development efforts.
The department works to improve the social, employment, and physical conditions of the City by increasing the City
of Georgetown’s economic base and the creation of jobs. In addition, the department undertakes projects which
will foster partnership among private and public entities, and implements economic development goals, policies,
and strategies established by the Economic Development Commission (EDC) and City Council. Operations of the
department also include oversight for business assistance such as workforce training, affordable housing issues,
development, redevelopment and retention issues, and industrial recruitment and retention programs.
MAJOR DEPARTMENT GOALS
h Develop economic development programs that highlight and promote the elements commonly held as the
most important contributors to quality of life of our community.
h Work with business community on housing and workforce issues.
h Increase cooperation with private sector developers, state and regional economic development organizations,
and economic development allies to expand and diversify the City’s tax base.
h Encourage dialogue and promote positive relationships with local industries for business retention within the
community.
h Create and provide site specific information and geographic information to prospective and existing industries
in order to create new jobs and expand the tax base.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Established City website for economic development, including indicators to provide additional information for
prospective businesses. Updated website for the Convention and Visitors Bureau to make it user-friendly.
h Worked with EDC, CVB and Main Street Advisory Boards, to establish a communications system to keep
board members and others apprised of the Divisions activities.
h Worked with EDC for Council adoption of the Principals for Economic Development Incentives Policy to guide
the usage of incentives in economic development.
h Restructured department for efficiency and improved service to business community.
h Added a marketing coordinator to increase market awareness of Georgetown’s unique economic recruitment
position.
h Developed and Economic Development brochure to aid recruitment and redevelopment efforts.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
h Develop a Comprehensive Economic Development Action Plan in consultation with the City Manager and
EDC to identify priorities, projects, timeframes, and measured results specific to economic recruitment,
retention, and redevelopment.
h Assist Main Street with implementation of the Downtown Master Plan.
ADMINISTRATION
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
ADOPTED
04/05
PROJECTED
Economic Development Director 1 1 1 1 1
Marketing Coordinator 0 1 1 1 1
Administrative Assistant 1 1 1 1 1
Total 2 3 3 3 3
113
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. # of inquires N/A 10 15 34 35
2. # of prospects N/A 2 6 15 15
3. # of newsletters/seminars produced N/A 1 3 3 4
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. # of jobs created N/A 50 80 50 75
2. # of business retention assistance N/A 1 5 5 5
3. # of articles in local, regional, and state
newspapers and magazines N/A 3 10 10 10
4. Economic Development site visits N/A 3 7 9 10
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
Previously, the City had outsourced its business recruitment and retention efforts. The department was
restructured in 2003 to bring this process in-house. A new marketing position was added at mid-year 03, and will
be filled in early 2004.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
132,572 137,073 136,983 Personnel 202,133 202,133
137,847 213,229 212,929 Operations 139,159 139,159
270,419 350,302 349,912 341,292 341,292
114
Management Services
Convention and Visitors’ Bureau
DEPARTMENT DESCRIPTION
The Georgetown Tourism Department attracts visitors and conventions
to the Georgetown area to experience and enjoy our history, culture, and
attractions and to further strengthen our city’s image as a Texas
destination. The department also promotes economic stability and the
region’s quality of life. The department manages advertising, promotion,
and solicitation efforts to market the City of Georgetown as a place for
meetings, conventions, group tours, tourists, and day-trip shoppers. The
department provides a positive economic impact on the community by
bringing visitor dollars into the City which increases the total revenue of
local businesses and improves the overall economic climate of
Georgetown.
MAJOR DEPARTMENT GOALS
h Promote the area's cultural, recreational, historical, and educational attributes to a wide audience.
h Assist visitors and potential visitors to the area by offering comprehensive visitor information and promotional
services.
h Encourage and participate in the further development of attractions throughout Williamson County.
h Work with local business to streamline the use of meeting, dining, and event facilities for organized groups
and conventions.
h Work with local groups and organizations to plan and hold special events that will bring tourists to
Georgetown.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Expanded the Cooperative Advertising Program to include more athletic events (golf, softball, soccer, etc.).
h Planned and organized the 2nd Annual Old Time Fiddlin’ Fair.
h Assisted the Main Street Program in hosting the 4th Annual Red Poppy Festival.
h Worked jointly with Parks and Recreation to develop a sports and tourism brochure to promote sport tourism
in Georgetown.
h Implemented Event Economic Impact tracking program at Red Poppy Festival.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
h Work with Parks and Recreation to promote Georgetown as a venue for athletic events.
h Conduct hospitality training seminars for area retailer, accommodations, attractions, and the Chamber of
Commerce.
h Complete one-stop promotional publication to increase tourism.
h Target travel writers to increase media exposure of Georgetown as a tourist destination.
CONVENTION & VISITORS’ BUREAU
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
ADOPTED
04/05
PROJECTED
Tourism Director/Main Street Manager 1 1 1 .5 .5
CVB Coordinator
Staff Assistant (shared with Main Street)
Total (FT/PT)
0
1
2
1
1
3
1
1
3
1
.5
2
1
.5
2
# OF VISITOR’S CENTER ASSISTS
18.9
21.2
15.1
20.0
25.0
0
5
10
15
20
25
(i
n
t
h
o
u
s
a
n
d
s
)
99/00 00/01 01/02 02/03 03/04*
*Projected
115
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. # of special/promotional events
organized or assisted 4 6 10 10 10
2. # of visitors assisted at Visitor’s
Center 21,190 15,179 20,000 20,000 25,000
3. # of advertisement designed and
placed 75 80 150 150 125
4. # of visitors with organized groups
and conventions solicited and
assisted N/A* 12,066 7,000 4,000 7,000
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Special event attendance
2. # inquiries resulting from
advertisements
104,198
N/A*
98,153
5,438
105,000
3,000
105,000
5,500
105,000
6,000
3. # of volunteer labor hours
4. # of information requests from
website
3,808
246
4,360
923
4,400
400
4,400
900
4,600
1,200
* New measure
DEPARTMENTAL BUDGET: TOURISM FUND
MAJOR BUDGET CHANGES/ISSUES:
Costs and staff associated with the Main Street program are now accounted for in the Main Street Department.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
89,793 116,730 98,391 Personnel 57,578 57,578
319,498 235,276 212,027 Operations 206,510 154,510
409,291 352,006 310,418 264,088 212,088
116
Management Services
Main Street
DEPARTMENT DESCRIPTION
The Georgetown Main Street Program is an economic development and physical improvement process designed to
benefit the entire community. The overall goal is to help provide opportunities to enhance the central business
district for all citizens and visitors. The program utilizes historic preservation as an integral foundation of downtown
economic development. Key functions are aiding present businesses in improving the physical attractiveness of the
central business district and recruiting new businesses.
MAJOR DEPARTMENT GOALS
h Promote a positive image of the downtown and its cultural and historical attributes.
h Enhance the unique character of the downtown through partnerships and community involvement.
h Enhance the aesthetic appeal of the Downtown Business District by promoting historic preservation and high
quality design.
h Work with local business to strengthen the downtown economy by providing educational and technical
assistance.
h Work with local groups and organizations to plan and hold special events that will reinforce an intangible
sense of community.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Received the 2002 Texas Downtown Association (TDA) President’s Awards for Best Downtown Marketing
Program .
h Assisted the CVB Program in hosting the 2nd Annual Old Time Fiddlin’ Fair.
h Hosted the 4th Annual Red Poppy Festival to generate funds for matching grants.
h Worked with CVB to implement Event Economic Impact tracking program at Red Poppy Festival.
h Composed nomination for 2003 National Main Street Leadership Award which resulted in Renee Hanson
receiving the Main Street Hero Award.
h Enhanced the visual appearance of the downtown area, through façade improvement grants to downtown
area businesses.
h Assisted in the completion of the Downtown Master Plan.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
h Conduct hospitality training seminars for visitor center volunteers.
h Conduct service marketing training for downtown retailers, accommodations, attractions, and the Chamber of
Commerce.
h Outline a structure and implement Georgetown Hostess Program.
h Assist with implementation of Year 1 of the Downtown Master Plan project list.
h Implement the guidelines of the Retail Master Plan for Downtown Georgetown to promote long-term economic
stability for the downtown area.
h Promote the historic business district as a center for community activity thereby maintaining the community
image of Georgetown.
h Create website for the Main Street Program.
ADMINISTRATION
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
ADOPTED
04/05
PROJECTED
Tourism Director/Main Street Manager
Staff Assistant
(Both positions shared with CVB)
Total
0
0
0
0
0
0
0
0
0
.5
.5
1
.5
.5
1
117
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. # of special events held in the Main
Street area 5 14 10 15 15
2. # of training/educational seminars
hosted 201 1 3
3. # of newsletters produced 1 0 2 1 N/A
PERFORMANCE MEASURES ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Special downtown event attendance 36,000 34,100 40,000 54,000 60,000
2. Amount of reinvestment in downtown 4,306,962 N/A N/A 300,000 300,000
* New measure
DEPARTMENTAL BUDGET: TOURISM FUND
MAJOR BUDGET CHANGES/ISSUES:
The budget for this program was previously accounted for within the CVB department. Expenses, including
allocated staff, will now be in the Main Street department budget.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
Personnel 65,675 65,675
Operations 20,000 20,000
000 85,675 85,675
118
Management Services
Governmental Contracts
DEPARTMENT DESCRIPTION
This department includes funds for the City's contracted social and
community service commitments, and is managed through the City
Manager’s Office. Funds for maintenance of four community buildings
and utility subsidies for local social service organizations, supported by
the City, are also budgeted in this department, as are administrative
allocations for services received from other City funds.
MAJOR DEPARTMENT GOALS
h To insure all citizens have access to services which enable them to live safe, healthy, and productive lives.
h To provide resources necessary for community agencies to operate in Georgetown.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Developed eleven contracts for services provided by non-profit agencies.
h Prepared agreements for lease of City buildings and property maintenance arrangements.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
h Continue discussions and develop workshops for community and social services providers on results-oriented
performance objectives and prevention issues, and form service partnerships as appropriate.
SOCIAL SERVICE FUNDING
$0
$50,000
$100,000
$150,000
$200,000
$250,000
99/00 00/01 01/02 02/03 03/04*
*Projected
119
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Contracts developed and
monitored
2. Amount spent on Social Services
9
$103,750
9
$142,900
11
$189,500
11
$189,000
11
$232,950
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. % of contracts with prevention
objectives N/A N/A 4 4 4
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
Each social service contribution is approved individually by Council as part of the budget process. The Williamson
County and Cities Health District allocation, which is set by population in the City, is included in the base budget
due to the City’s on-going responsibility for this agency.
Funding has been increased by $40,000 in 2003/04, and will be reviewed for additional increases in each budget
cycle.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
145,502 189,500 189,500 Social Services Contributions 232,950 236,400
20,479 19,571 19,571 Operations 16,645 16,645
165,981 209,071 209,071 Subtotal - Department 249,595 253,045
1,075,463 1,272,479 1,308,150 Intfd Nondept'l Chrg 1,367,833 1,379,994
1,241,444 1,481,550 1,517,221 1,617,428 1,633,039
120
Management Services
Human Resources & Safety Services
DEPARTMENT DESCRIPTION
The Human Resources and Safety Services Department provides
employee and organizational support to attract and retain quality
employees. The department works with all divisions to improve internal
processes and continually develop programs to enhance employee
satisfaction. In addition, the department facilitates City-wide programs
and services such as compensation administration, policy interpretation,
and benefits administration. It is the department’s goal to provide
exceptional customer service to both internal and external customers.
MAJOR DEPARTMENT GOALS
h Provide services and tools to create an environment where employees are treated fairly and consistently.
h Attract, retain, and develop a quality workforce.
h Provide each employee with a safe work environment.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Completed first draft of Personnel Policy revisions.
h Implemented a new City-wide Safety Program including the addition of an employee safety committee which
resulted in fewer claims and reduced insurance premium costs.
h Implemented phase two of public safety compensation plan to increase employee retention and attract higher
quality applicants.
h Completed initial phase of supervisor and administrative assistant training by offering courses on workplace
safety, employment law, performance management, and harassment prevention in the workplace.
h Completed harassment prevention training for all City employees.
h Established civil service commission.
h Implemented first two modules of human resource information system, thereby automating previously manual
processes.
h Simplified annual evaluation process by providing resource manuals to all supervisors.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
h Complete final draft and adoption of Personnel Policies and Procedures to ensure compliance with federal
employment law and consistency in administration of employee relations.
h Continue development and implementation of human resource information system to be fully integrated with
the City’s financial information system in order to increase efficient processing and maintenance of employee
data/records.
h Adopt civil service local rules.
h Revise and update all safety program policies and procedures to support the newly implemented safety
program.
h Complete development of supervisor and administrative assistant resource manuals to provide guidance on
policy administration, safety processes, staffing and payroll procedures, benefits, and compensation.
HUMAN RESOURCES/
SAFETY SERVICES
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
PROJECTED
04/05
PROJECTED
Director of Human Resources 1 1 1 1 1
Administrative Assistant 1 1 1 1 1
Human Resource Generalist 1 1 1 2 2
Safety Coordinator 1 1 1 0 0
Total 4 4 4 4 4
TURNOVER RATE
23.5%
8.8%9.8%
8%
10.0%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
99/00 00/01 01/02 02/03 03/04*
*Projected
121
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Application/resumes processed N/A 2,000 2,100 2,400 2,500
2. Supervisor training hours (per
employee)
N / A 2 03 22 72 0
3. Employee relations issues N/A 20 12 20 15
4. # Civil Service hearings N/A N/A N/A N/A 5
5. # of liability claims processed N/A 79 60 160 (145 YTD)75
6. # of worker’s compensation claims
processed N/A 61 45 45 35
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. # of disciplinary actions appealed
t o C i t y M a n a g e r N / A 0413
2. Average # of open positions N/A 15 15 16 15
3. Turnover rate 8.83% 9.82% 12% 8% 10%
4. # of work injuries/illness requiring
medical attention 47 53 30 30 (25YTD)25
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
244,066 222,481 222,362 Personnel 238,604 238,604
129,914 118,094 118,094 Operations 124,850 122,850
373,980 340,575 340,456 363,454 361,454
122
Human Resources
City-Wide Services
This department represents the pooled funds available for the City’s one-time performance bonus program.
Training for City-wide issues, such as supervisory training and safety are also included here.
CITY-WIDE SERVICES BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
For 2004, the City provided a 2.5% cost-of-living adjustment (COLA) for employees, which is included in the
departmental budgets. An additional $300,000 is included for implementation of a one-time performance based
bonus program.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
150,000 150,000 Merit Bonus 300,000
16,560 25,900 25,900 Benefits 22,700 22,700
44,983 73,000 73,000 Operations 68,200 68,200
61,543 248,900 248,900 Subtotal-Department 390,900 90,900
198,971 231,000 234,545 Insurance 258,000 270,350
83,636 85,000 80,000 Insurance Deductible 85,000 85,000
344,150 564,900 563,445 733,900 446,250
124
Management Services
Information Technology
DEPARTMENT DESCRIPTION
The Division of Information Technology (IT) provides information and
technology management services in support of all City divisions. The
division includes: 1) Information Technology Administration; and 2)
Information Technology functional services that include Network
Administration, Technology Training, Website Management, Computer
and Peripheral Replacement and Maintenance, Telephone System
Management and Support, and Systems Administration. The division
also manages the Information Services Internal Services Fund.
MAJOR DEPARTMENT GOALS
h Assist all City divisions in streamlining work processes through the use of technology.
h Provide timely and accurate public information via the City’s websites.
h Increase City-wide employee efficiency and effectiveness through technology training.
h Provide cost-effective information technology management services.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Installed and deployed a new telephone system based on Internet Protocol (IP) technology, and began
phased implementation to all City facilities.
h Upgraded the Invision system and application to provide a more efficient, stable, and reliable platform.
h Developed and implemented a PC lease program for all City desktop and laptop machines.
h Upgraded the Novell Netware operating system to Version 6, allowing new technologies to be deployed.
h Completed the website upgrade and enhancement project to provide quick and accurate information to the
public.
h Enhanced IT-related service call tracking and response time by completing the IT Service for Call Tracking
deployment for all City divisions.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
• Complete the City-wide migration for all possible applications to the Service application, thus providing a
centralized method of call tracking and problem resolution.
• Enhance the City’s Intranet site to provide centralized access to electronic forms and information for City
employees.
• Complete the City-wide deployment of the IP telephone system.
• Continue to upgrade and enhance existing systems and platforms to meet City technology needs and
demands.
• Continue to enhance the new City websites with technology and capabilities, such as e-Commerce.
• Continue to develop a disaster recovery plan for all IR systems, applications, and networks to provide recovery
capability in the event of disaster or major systems failures.
INFORMATION RESOURCES
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
ADOPTED
04/05
PROJECTED
Division Director 1 1 1 1 1
System Support 3 3 3 3 3
Webmaster 0 1 1 1 1
Technical Support 2 2 2 2 2
Project Manager / Training Coordinator
Total (PT/FT)
1
8
1
8
1
8
1
8
1
8
NUMBER OF COMPUTER USERS
0
50
100
150
200
250
300
350
99/00 00/01 01/02 02/03 03/04*
*Projected
125
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTE
D
FY 02/03
PROPOSED
FY 03/04
1. Help desk calls received * 1,997 2,800 3,000 3296 3580
2. Computers replaced 77 41 10 293 0
3. # of computer users 320 320 306 332 342
4. # of servers managed N/A N/A 19 33 37
5. # of training sessions conducted N/A N/A 224 925 1,000
6.
* Change in tracking system
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. % Help Desk calls resolved within
service level standards N/A 73% 85% 81% 83%
2. # of hits to web site 2,337,998 3,250,000 3,600,000 772,477 * 926,723 *
3. % users with basic training in core
applications N/A N/A 75% 95% 95%
4. Network up time
5. Cost of service per user/per yr **
N/A
$2,758
N/A
N/A
99%
$2,621
99.5%
$2,746
99.5%
$2,854
* Change in tracking system.
**Combined Administration and ISF Operations
DEPARTMENTAL BUDGET: INFORMATION SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
498,020 517,418 517,058 Personnel 534,585 534,585
113,330 124,361 124,361 Operations 126,732 126,732
611,350 641,779 641,419 661,317 661,317
126
Information Technology
Capital Replacement
The purchase and support of computers and peripherals, end-user training, major business applications, and
the network system are included in this department. Costs are assessed on a per capita or per component
basis, and charged back to the user division over the life of the equipment. Equipment is then purchased on a
coordinated, centralized, pre-planned basis, which minimizes cost of purchase, maintenance, and training.
Divisions are also charged for the maintenance of production applications and their proportionate use of network
resources.
CAPITAL REPLACEMENT CONTRACTS BUDGET: INFORMATION SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
The City entered into new lease agreements for personal computers and telephone equipment. The lease costs for
the new Voiceover IP telephone system, which is currently being implemented citywide, are now recognized in the
IT department and allocated to the using departments within the City.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
224,201 277,922 280,622 Operating 420,677 400,677
122,256 200,631 220,631 Capital 272,799 239,785
346,457 478,553 501,253 693,476 640,462
Information Technology
Internal Service Fund
03/04 04/05 05/06 06/07 07/08
Services
Software 8,000 8,000 50,000 50,000 50,000
Technology Training 20,000 20,000 40,000 40,000 40,000
Annual Contracts 290,267 270,267 297,294 327,023 359,725
Voiceover IP Contract 64,910 64,910 64,910 64,910 64,910
Desktop Operations 9,000 9,000 9,450 9,923 10,419
Network Operations 18,000 18,000 18,900 19,845 20,837
Contingency 7,500 7,500 7,500 7,500 7,500
Total Services 417,677 397,677 488,054 519,201 553,391
Capital Outlays and Projects
Replacement Desktop Hardware 125,817 125,817 125,817 *
Replacement Network Hardware 141,424 113,968 119,007 40,113 114,865
New Program Equipment 5,558
Total Capital Replacement 272,799 239,785 244,824 40,113 114,865
Total IR Internal Service Fund 690,476 637,462 732,878 559,314 668,256
Number of Computers Added 2 0 293 0 0
*3 year leasing with Gateway
128
Management Services
Legal Contract
DEPARTMENT DESCRIPTION
Legal Services, including the appointment of the City Attorney, has been contracted to an outside legal firm, who
represents the City in litigation matters and before state agencies. Primary duties include acquisition of real
property, easements and right-of-way for utility and transportation projects; reviewing ordinances and contracts,
and provide legal opinions for interpretation of the City Charter, City ordinances, and state laws.
LEGAL CONTRACT BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
The City of Georgetown began contracting its legal services with Brown & Carls, L.L.P. in FY 01/02. Contract costs
for the Municipal Court prosecutor as well as the City’s legal contingency funds for litigation outside the scope of
Brown & Carls, L.L.P. or requiring other special legal consideration are also included in this budget.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
347,697 350,000 350,000 Operations 380,000 380,000
150,638 98,400 50,000 Legal Contingency 100,000 100,000
498,335 448,400 400,000 480,000 480,000
130
Management Services
Library
DEPARTMENT DESCRIPTION
The Georgetown Public Library houses and administers a collection of
more than 70,000 items, including popular fiction and non-fiction for
adults, youth, and children; classics; large-print materials; reference;
books on cassette; videos; DVDs; music CDs; books on CD; literacy
materials; books in Spanish; newspapers and magazines, to meet the
life-long learning and reading interests of library users. Weekly story
hours, a summer reading program, reference services, public access to
the Internet and computer classes are a few of the services provided
without cost to the public. Also, under the TexShare program, library
users may go in person to borrow materials from other participating
libraries in Texas. Inter-library loan service is available at a small cost. A
small meeting room is available for public use during hours that the
library is open. The library works in concert with other community
organizations to provide solutions, within programming, to social and educational concerns.
MAJOR DEPARTMENT GOALS
h Provide open and equal access to information.
h Create opportunities for life-long learning.
h Encourage a love of reading.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2002/2003
h Moved Texas History Room into larger space and the former Texas History Room now is used for a quiet
reading area, small meetings, computer classes, and tutoring.
h Reorganized technical services work area for better work flow after completion of mold remediation.
h Received grant of $6,873 from Texas State Library for part-time cataloging intern.
h Received grant of $25,000/year for two years from Dell Foundation and the Georgetown Library Foundation
for a half-time public technology coordinator who manages the library’s 30 public computers and conducts
computer classes.
h Deployed 20 laptop computers for public use that were acquired through a Community Network grant from the
Telecommunications Infrastructure Fund.
h Increased level of service for children’s summer programs in spite of reduced space.
h Offered supervised time for children to use laptop computers.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2003/2004
• Seek grants to provide short-term solutions to staffing problems.
• Work with City Manager on plans for a new or expanded library facility.
LIBRARY
01/02
ACTUAL
02/03
BUDGET
02/03
ACTUAL
03/04
ADOPTED
04/05
PROJECTED
Library Services Director
Asst. Library Director
Librarian
1
1
2
1
1
3
1
1
3
1
1
3
1
1
3
Supervisor 1 1 1 1 1
Children’s Coordinator 1 1 1 1 1
Administrative Assistant 0 0 1 1 1
Staff Assistant 1 1 0 0 0
Library Assistant 3 3 3 3 3
Library Assistant (P/T) 4 4 4.5 4.5 4.5
Library Page (P/T)
Total (FT/PT)
.5
11/4.5
.5
11/4.5
0
11/4.5
0
11/4.5
0
11/4.5
LIBRARY CIRCULATION
100,000
125,000
150,000
175,000
200,000
225,000
250,000
275,000
300,000
325,000
350,000
98/99 99/00 00/01 01/02 02/03 03/04*
*Projected
131
WORKLOAD MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
FY 03/04
1. Circulation per year 322,238 330,503 340,000 330,000 340,000
2. New patron registrations per year 1,893 2,586 1,900 1,500 1,500
3. Books added per year 8,235 8,820 11,000 10,000 10,000
4. Children’s program attendance/yr 12,686 9,489 11,000 11,000 9,000
5. Internet usage (persons/yr) N/A N/A 25,000 25,000 30,000
PERFORMANCE MEASURES
ACTUAL
FY 00/01
ACTUAL
FY 01/02
BUDGETED
FY 02/03
PROJECTED
FY 02/03
PROPOSED
03/04
1. Books circulated per capita 10.17 11.4 11.34 10 10.3
2. Resident library cardholders/capita N/A N/A .55 .47 .47
3. GISD cardholders/student pop. N/A N/A .25 .23 .23
4. Presentations to community
groups N/A N/A 30 30 30
5. Special children’s events 37 30 40 40 40
DEPARTMENTAL BUDGET: GENERAL FUND
MAJOR BUDGET CHANGES/ISSUES:
As our department strategies for the coming year point out, the library has run out of space and needs more staff.
These limitations make expanding existing programs such as the highly successful summer reading program and
collections such as audio books and videos impossible. We also cannot accommodate new programs that
customers request, such as adult programming. In the spring of 2003 the Library Advisory Board recommended to
the City Council that a new library become one of the Council’s budgetary priorities.
02/03 04/05
01/02 02/03 PROJECTED 03/04 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
576,632 599,390 596,768 Personnel 621,727 621,727
196,334 206,902 206,902 Operations 261,376 259,501
90,091 90,250 90,250 Capital 90,250 90,250
863,057 896,542 893,920 973,353 971,478