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Home My WebLink About11-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 Economic Development, Information Technology, and the Airport. Sources of funding for the division include the General Fund (City Manager’s Office and City Council), Joint Services Fund (Human Resources and Economic Development), Information Technology (through Information Technology Internal Service Fund) and the Airport Fund. Management Services Economic Development Page 134 Governmental Contracts Page 136 City Manager's Office Page 130 Airport Page 132 City Council Page 128 Human Resources Page 138 Information Technology Page 142 Legal Contract Page 146 80 Management Services 03/04 05/06 02/03 03/04 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE City Council 200,683 258,518 248,189 267,177 (7.7%)257,177 City Manager's Office 574,183 976,438 818,083 869,335 (6.3%)696,335 Airport 1,274,607 1,278,224 1,278,161 2,584,250 (102.2%)1,362,028 Economic Development 275,195 331,892 299,574 352,734 (17.7%)352,734 General Govt. Contracts 207,981 249,595 251,795 284,262 (12.9%)285,191 Human Resources 343,135 363,454 363,454 373,940 (2.9%)373,940 City-wide Services 539,192 733,900 733,900 771,780 (5.2%)476,500 Information Technology 641,293 665,463 665,463 732,401 (10.1%)732,401 Information Tech Capital 501,242 689,330 664,476 773,123 (16.4%)595,532 Legal Contracts 356,990 480,000 405,000 410,000 (1.2%)410,000 Division Total 4,914,501 6,026,814 5,728,095 7,419,002 (29.5%)5,541,838 * Percent change of 04/05 Adopted from 03/04 Projected Actual 04/05 ADOPTED (% Change*) 2,584,250 771,780 267,177 284,262 352,734 373,940 410,000 1,505,524 869,335 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 City Council Gen. Govt. Cont. Eco Devo Human Resources Legal Contracts City-wide Svcs. City Mgr.'s Office Info Technology Airport Capital 25% Operations 45% Personnel 30% 02/03 03/04 03/04 05/06 ACTUAL ORIGINAL FINAL / PROJECTED PERSONNEL SUMMARY BUDGET ACTUAL City Council 1 1 1 1 City Manager's Office 5/.5 5/.5 6/.5 6/.5 Airport 2/3.5 2/3.5 2/3.5 2/3.5 Economic Development 3 3 3 3 Human Resources 4 4 4 4 Information Technology 8 8 8 9 Total (FT/PT)23/4 23/4 24/4 25/4 1 6/.5 2/3.5 04/05 ADOPTED 3 4 9 25/4 128 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 a City Manager who 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 Court 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 that 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 2003/2004 • Approved the Economic Incentive package to bring Tasus Texas Corporation to Georgetown to help expand the City’s tax base. • Approved the San Gabriel River Place Partners, Ltd. Development Agreement for the development of River Place, which will set the tone for development in the downtown. • Approved major amendments to the Unified Development Code (UDC) to insure the continued consistency of the City’s development ordinances to preserve the character of the community. • Adopted a Downtown Parking Program to enhance the economic opportunity for downtown business owners and purchased the Hewlett Parking Lot to increase the available parking and help insure the success of the program. • Appointed an Airport Master Plan Planning Committee to update the Airport Master Plan to ensure that airport operations are conducted in an efficient manner while also ensuring safety and quality of life for the community. • Increased Social Service Funding as a % of General Fund Budget to ensure that services for basic physical needs, such as food, medical care, shelter, safety, and transportation are available to the citizens of the community. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Develop an Affordable Housing Program to ensure access to safe, sanitary, and affordable housing and facilitate self-sufficiency for targeted populations within the community. • Expand Records Management Program to increase the efficiency and accessibility of public records. • Hold an election to seek voter response regarding the: (1) adoption of a one-fourth of one percent sales and use tax to be used for the promotion and development of new and expanded business enterprises (2) regarding the adoption of the Police Civil Service Law and (3) facilities including a Library, Recreation Center and Community Center. • Continue implementation of the Downtown Master Plan to guide development and public improvements in a manner that promotes the economic interest of the downtown and overall community. • Continue adherence to the City’s financial policy that promotes long-term financial responsibility to ensure economic viability of the community. CITY COUNCIL 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 PROJECTED City Secretary Total 1 1 1 1 1 1 1 1 1 1 129 WORKLOAD MEASURES ACTUAL FY01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. # of agenda items processed/reviewed 855 639 700 799 850 2. # of hours spent in Council meetings 345 151 200 144 200 3. # of Council/special meetings posted 60 53 60 57 65 4. # of public meetings posted 288 306 325 240 275 5. # of elections held 3 2 2 3 2 PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. % of citizens who rated the value received from City tax dollars to be excellent or good 50%60%N/A 62%70% 2. City Council meeting minutes completed and approved in two weeks 100%100%100%100%100% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: The Operations budget varies in 2004/05 due to the rollforward of Council Contingency funds for a 2004 project that will not occur until the new year. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 77,531 82,141 82,141 Personnel 85,226 85,226 123,152 176,377 166,048 Operations 181,951 171,951 200,683 258,518 248,189 267,177 257,177 130 Management Services City Manager’s Office DEPARTMENT DESCRIPTION The City Manager’s Office is responsible for the administration of all 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 2003/2004 • Worked with the Council and Economic Development Department to bring Tasus Texas Corporation to Georgetown to expand the city’s tax base. • Completed a long-range facilities plan to determine the City’s current and long-range facility needs and worked with Citizen Bond Committee to bring recommendations to Council for a proposed Bond Election. • Expanded Public Information Program to improve community understanding of City Services by publishing a City Newsletter -City Reporter on a monthly basis. • Developed and implemented a city-wide customer service initiative to ensure the delivery of quality service to internal and external customers of the city. • Worked with San Gabriel River Place Partners, Ltd. to finalize a Development Agreement for the development of River Place, which will set the tone for development in the downtown. • Revised the City's organizational structure to ensure the delivery of quality services to citizens through effective management and efficient administration. • Developed a City Manager’s Newsletter that is distributed to all City employees identifying major issues of operational and organizational importance. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Continue expansion of the Public Information Program to increase and improve community awareness and understanding of City Services, including the implementation of a "Government for the People". • Continue to develop a long-range facilities plan to more efficiently utilize the City’s current resources to their fullest and most economical use and work with the Citizen Bond Committee to educate the public about the upcoming bond election. • 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 Community Services 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. • Work with Community Development and Finance to develop a Master Plan and Tax Increment Financing District for the corridor from Northwest Boulevard to the corner of Williamson Drive and IH 35. • Work with Airport Master Plan Planning Committee and the City Council to update the Airport Master Plan to ensure that airport operations are conducted in an efficient manner. CITY MANAGER’S OFFICE 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 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 1 .5 5/.5 1 1 1 1 1 .5 5/.5 1 1 1 2 1 .5 6/.5 1 1 1 2 1 .5 6/.5 1 1 1 2 1 .5 6/.5 131 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. # of Public Information Requests handled 565 545 500 700 750 2. # of Council/Special Meetings 60 53 60 57 65 3. # of Press Releases N/A N/A N/A 110 150 4. # of Media Contacts NA NA 200 300 350 5. # of Public Service Announcements NA NA 480 500 550 PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. % of citizens who rated their experience with city employees to be excellent or good 80%81%N/A 85%85% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: The 2004/05 budget includes funding for the second phase of the Downtown Master Plan implementation. A Staff Assistant was transferred from Community Development Administration at Mid Year 2004 to provide clerical support to the Assistant City Manager. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 413,794 450,746 450,746 Personnel 514,758 514,758 160,389 177,441 177,441 Operations 166,577 166,577 348,251 189,896 Capital 188,000 15,000 574,183 976,438 818,083 869,335 696,335 132 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 5,000-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 • Minimize the environmental impact of the Airport. • Operate the Airport as a self-supporting enterprise, whereby costs are minimized with maximum efficiency. • Ensure the safety of the flying public. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004 • Received grant to construct Air Traffic Control Tower. • Began Airport Master Plan Update. • Submitted Noise Study to Federal Aviation Administration (FAA) for review. • Started Runway 11-29 and Game Fence Rehab Project. • Started Airport Street Rehab Project. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Construct Air Traffic Control Tower following FAA grant requirements. • Complete Airport Master Plan Update and begin implementing its recommendations. AIRPORT 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 PROJECTED Airport Manager Airport Staff Assistant 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 245 250 255 260 265 270 275 00/01 01/02 02/03 03/04 04/05* *Projected 133 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Jet fuel sold 449,854 389,570 450,000 445,000 450,000 2. Avgas sold 259,440 220,138 230,000 206,585 220,000 3. Based aircraft 4. Take off or landings 268 90,000 est. 256 100,000 est. 276 95,000 est. 260 125,000 265 130,000 PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Man hrs / 10 gal of fuel sold 2. Airport expenses/based aircraft 3. Airport expenses/aircraft operations 4. T-hangar occupancy rate .08 $1,477 $4.40 100% .077 $1,354 $3.47 100% .08 $1,434 $4.17 100% .07 $1,517 $3.16 100% .07 $1,321 $2.69 100% DEPARTMENTAL BUDGET: AIRPORT FUND MAJOR BUDGET CHANGES/ISSUES: Capital in 2004/05 includes the construction of an air traffic control tower. This project is 90% funded by a Texas Department of Transportation grant, using Federal Aviation Administration funds. The details of this project are located in the Capital Improvements Program section of this document. Operating expenses vary as a direct result of the level of fuel sales and other expenses at the Airport. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 204,409 198,030 198,015 Personnel 206,436 206,436 1,070,198 1,080,194 1,080,146 Operations 1,130,592 1,130,592 76,796 Capital 1,247,222 25,000 1,274,607 1,278,224 1,278,161 2,584,250 1,362,028 134 Management Services Economic Development DEPARTMENT DESCRIPTION The Economic Development department leads and coordinates 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 availability of quality jobs. In addition, the department undertakes projects that 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 include business development, City and regional industrial recruitment and retention/expansion programs, community promotion. MAJOR DEPARTMENT GOALS • Promote the elements commonly held as the most important contributors to quality of life of our community. • Work to create a positive business environment for the expansion of community wealth. • 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. • Encourage dialogue and promote positive relationships with local industries for business retention within the community. • 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 2003/2004 • Successfully recruited the first Toyota Tier 2 supplier, Tasus Corporation, with potential capital investment of $16,000,000 and potential for a 150 new manufacturing jobs over a five year period. • Achieved full staffing based on current budget allocations. • Began development of a business database of the largest businesses and industries in Georgetown, developers in Texas, banks, financial institutions and real estate brokers in Texas. • Strengthened our presence in Central Texas by participation in regional economic development events. • Developed and implemented a highly successful PR/Advertising campaign based on the Tasus announcement. • Developed and implemented a targeted marketing plan. • Attended targeted national trade shows including the National BioTech and SAE Auto Supplier shows. • Redesigned web site to make it more user and site selector/developer friendly. • Initiated a comprehensive retention/expansion visitation program with the thirty largest employers in Georgetown. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Implement business retention program with Georgetown Chamber of Commerce. • Develop strategic marketing program/package to include demographic, workforce, incentives, quality of life information that can be used in piece or whole for proactive marketing, answering requests for proposals, answering requests for specific information, and on our website as a printable brochure. • Strengthen Georgetown’s role in regional economic development by working with and offering leadership to the Austin Regional Partners and the Williamson County Alliance economic development groups. • Proactively market targeted industry segments as identified in the Economic Development Action Plan. ECONOMIC DEVELOPMENT 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 PROJECTED Economic Development Director 1 1 1 1 1 Economic Development Program Specialist 1 1 1 1 1 Administrative Assistant 1 1 1 1 1 Total 3 3 3 3 3 135 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. # of inquiries 10 34 35 52 65 2. # of prospects 2 6 15 21 30 3. # of proposals generated N/A N/A N/A 20 25 PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. # of jobs created 2. # of business retention assistance # of articles in local, regional, state and national newspapers and magazines 4. Economic Development site visits 50 1 3 3 50 5 10 9 75 5 10 9 75 5 20 10 125 30 25 12 DEPARTMENT BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: The City Council may place the 4A sales tax on a ballot in 2005. If adopted by the voters, this funding stream could be available to implement programs as are outlined in the departmental action plan. The variance in Personnel 2004 projected actual and the 2005 budget occurs due to the delay in hiring of the Program Specialist in 2004. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 132,738 192,733 160,415 Personnel 208,695 208,695 142,457 139,159 139,159 Operations 144,039 144,039 275,195 331,892 299,574 352,734 352,734 136 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. In 2004/05, Council adopted the policy that allocates an amount equal to one percent of its General Fund operating budget for this program. 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 Insure all citizens have access to services which enable them to live safe, healthy, and productive lives. h Provide resources necessary for community agencies to operate in Georgetown. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004 • Developed thirteen contracts for services provided by non-profit agencies. • Applied for and received approval for federal grant funds through the Williamson County HUD Entitlement Program for utilities and sidewalks for houses built by Habitat for Humanity in the City of Georgetown. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • 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 00/01 01/02 02/03 03/04 04/05* *Projected 137 WORKLOAD MEASURES ACTUAL FY 02/03 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Contracts developed and monitored 2. Amount spent on Social Services 9 $142,900 11 $189,500 11 $244,650 11 $244,650 13 $275,075 PERFORMANCE MEASURES ACTUAL FY 02/03 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. % of contracts with prevention objectives N/A 4 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 was increased by $7,914 in 2005 due to an increase from $1.50 per capita, as well as in estimated population. Funding for Social Services has been increased by $25,000 in 2004/05, and will be reviewed for additional increases in each budget cycle in order to maintain the one percent of General Fund operating budget funding criteria established in the City’s Fiscal and Budgetary Policy. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 189,500 232,950 232,950 Social Services Contributions 265,864 266,793 18,481 16,645 18,845 Operations 18,398 18,398 207,981 249,595 251,795 284,262 285,191 138 Management Services Human Resources DEPARTMENT DESCRIPTION The Human Resources 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 and benefits administration, employment, employee relations, performance management, policy interpretation, and risk management. It is the department’s goal to provide exceptional customer service to both internal and external customers. MAJOR DEPARTMENT GOALS h Provide services, tools and open communication to create an environment where individuals 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 2003/2004 h Completed final draft and adoption of Personnel Policies and Procedures to ensure compliance with federal employment law and consistency in administration of employee relations. h Implemented first 2 modules and continued development and implementation of Human Resource Information System (HRIS) to be fully integrated with the City’s financial information system. h Revised and updated all safety program policies and procedures to support the safety program. h Achieved HIPAA compliance and made changes to Cafeteria Plan based on recent law. h Brought health insurance brokerage services in-house. h Identified City-wide training needs, as well as supported completion of City-wide Customer Service training h Adopted local rules for civil service. h Completed new hire and staff promotional Civil Service testing in accordance with the local Civil Service rules. h Provided Safety recognition luncheon to 100% participation/compliance with Safety Program. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 h Continue development and implementation of additional modules for HRIS in order to increase efficient processing/maintenance of employee data/records. h Complete and implement development of supervisor and administrative assistant resource manuals to provide guidance on policy administration, safety processes, staffing/payroll procedures, benefits, and compensation. h Provide City-wide communication and education regarding the roles, responsibilities and support services of Human Resources. h Expand customer service by extending Human Resources work hours to better service field and shift workers. h Assist in the development of a streamlined and standardized claims reporting and management process. HUMAN RESOURCES/ SAFETY SERVICES 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 PROJECTED Director of Human Resources 1 1 1 1 1 Administrative Assistant 1 1 1 1 1 Human Resource Generalist 1 2 2 2 2 Safety Coordinator 1 0 0 0 0 Total 4 4 4 4 4 TURNOVER RATE 8.8% 9.8% 8% 12.0% 10.00% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 00/01 01/02 02/03 03/04 04/05* *Projected 139 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Application/resumes processed 2,000 2,948 2,500 2,500 (1896 YTD)2,600 2. Supervisor training hours (per employee) 20 27 20 20 25 3. Employee relations issues 20 20 15 27 (22 YTD)30 4. # Civil Service hearings N/A N/A 5 4 (3 YTD)5 5. # of liability claims processed 79 157 75 60 (24 YTD)50 6. # of worker’s compensation claims processed 61 36 35 32 (22 YTD)30 PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. # of disciplinary actions appealed to City Manager 0 1 3 4 4 2. Average # of open positions 15 14 15 18 22 3. Turnover rate 9.82%8%10%12%10% 4. # of work injuries/illness requiring medical attention 53 29 25 25 (20 YTD)25 DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: A major focus for the upcoming year will be movement towards the implementation of the full capacity of the Human Resources information System (HRIS). The enhanced features of the HRIS should make for better efficiencies of the department and increased service delivery. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 224,865 238,586 238,586 Personnel 255,339 255,339 118,270 124,868 124,868 Operations 118,601 118,601 343,135 363,454 363,454 373,940 373,940 140 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: Based on feedback from the internal customer service survey, a major focus for the department will be providing organizational training in various areas. This will further support the goal to attract, retain, and develop a quality workforce. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 146,887 260,655 260,655 Merit Bonus 272,000 20,342 62,045 62,045 Benefits 78,880 30,800 77,853 68,200 68,200 Operations 67,900 67,700 245,082 390,900 390,900 Subtotal-Department 418,780 98,500 234,545 258,000 258,000 Insurance 280,000 280,000 59,565 85,000 85,000 Insurance Deductible 73,000 98,000 539,192 733,900 733,900 771,780 476,500 142 Management Services Information Technology DEPARTMENT DESCRIPTION The Department of Information Technology (IT) provides information and technology management services in support of all City divisions. This includes: 1) Information Technology Administration; and 2) Information Technology functional services that include Network Administration, Technology Training, Website Management, Computer and Peripheral Support, Replacement, and Maintenance, Telephone System Management and Support, and Systems Administration. The department also manages the Information Technology Internal Services (ISF) Fund. MAJOR DEPARTMENT GOALS • Assist all City divisions in streamlining work processes through the use of technology. • Provide timely and accurate public information via the City’s websites. • Increase citywide employee efficiency and effectiveness through technology training. • Provide cost-effective information technology management services. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2003/2004 • Completed City-wide Voice over Internet Protocol (VoIP) phone system. • Completed deployment of a wireless access point system in all City facilities. • Upgraded all of the Novell servers’ operating systems to Netware version 6.5. • Deployed online Geographic Information System (GIS) application. • Deployed ePolicy Orchestrator for automated systems and antivirus updates to all desktop personal computers. • Deployed Chameleon database application for Animal Services. • Deployed the Mapped/ALI application for the Police department for 911 cell phone location identification • Completed the citywide deployment of the service software application. • Maintained 99.5+% uptime for all IT-related network and applications systems. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2004/2005 • Upgrade Lotus Notes Email to version 6.5. • Assist in the upgrade project for Incode Invision version 3.1 and implementation of Invision Data Warehousing. • Deploy Microsoft Office 2003 Suite and Windows XP Operating System to all personal computer systems. • Continue to develop disaster recovery and redundancy system for all IT systems, applications, and networks to provide recovery capability in the event of disaster or major systems failures. • Enhance the City’s intranet site to provide centralized access to electronic forms and information for City employees. • Implement action plan to address needs outlined in the internal customer service survey. • Identify and pursue possible outsourcing partnership for management of the City’s core systems to provide cost-effective technology and services. INFORMATION RESOURCES 02/03 ACTUAL 03/04 ORIGINAL BUDGET 03/04 FINAL / ACTUAL 04/05 ADOPTED 05/06 PROJECTED Division Director 1 1 1 1 1 System Support 3 3 3 3 3 Webmaster 1 1 1 1 1 Technical Support 2 2 2 4 4 Project Manager / Training Coordinator Total 1 8 1 8 1 8 0 9 0 9 NUMBER OF COMPUTER USERS 0 50 100 150 200 250 300 350 400 99/00 00/01 01/02 02/03 03/04 04/05* *Projected 143 WORKLOAD MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. Help desk calls received *2,800 3296 3580 2000 2000 2. Computers replaced 41 293 0 0 0 3. # of computer users 320 332 342 342 365 4. # of servers managed N/A 33 37 40 40 5. # of training sessions conducted N/A 925 1,000 745 800 6. * Change in tracking system PERFORMANCE MEASURES ACTUAL FY 01/02 ACTUAL FY 02/03 BUDGETED FY 03/04 PROJECTED FY 03/04 PROPOSED FY 04/05 1. % Help Desk calls resolved within service level standards 73%81%83%77%90% 2. # of hits to web site 3,250,000 772,477 *926,723 *3,500,000 5,000,000* 3. % users with basic training in core applications N/A 95%95%95%95% 4. Network up time 5. Cost of service per user/per yr. ** N/A N/A 99.5% $2,746 99.5% $2,854 99.5% $2,854 99.5% $2,931 * Change in tracking system. **Combined Administration and ISF Operations DEPARTMENTAL BUDGET: INFORMATION SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: A technical support position was transferred from the Police Department in 2004/05. The training coordinator position is reallocated to technical support in 2004/05. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 523,565 538,486 538,486 Personnel 607,852 607,852 117,728 126,977 126,977 Operations 124,549 124,549 641,293 665,463 665,463 732,401 732,401 144 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 Capital budget increased due to the expense to upgrade to Microsoft Office 2000, as well as increased system upgrades and replacements. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 290,019 416,531 393,677 Operating 386,030 380,030 211,223 272,799 270,799 Capital 387,093 215,502 501,242 689,330 664,476 773,123 595,532 Information Technology Internal Service Fund 04/05 05/06 06/07 07/08 08/09 Services First Contact incentive 3,000 3,000 3,000 3,000 3,000 Software 5,000 5,000 5,000 5,000 5,000 Technology Training 9,000 9,000 9,000 9,000 9,000 Annual Contracts 313,530 313,530 344,883 379,371 417,308 Printer Replacements 22,000 22,000 22,000 22,000 22,000 Desktop Operations 5,000 5,000 5,000 5,000 5,000 Network Operations 18,000 18,000 18,000 18,000 18,000 Contingency 13,500 13,500 13,500 13,500 13,500 Total Services 389,030 389,030 420,383 454,871 492,808 Capital Outlays and Projects Replacement Desktop Hardware 125,817 125,817 * Replacement Network Hardware 109,838 89,685 119,007 40,113 114,865 Office 2000 Upgrade 70,000 Bond Funded System Upgrades 50,000 Total Capital Replacement 355,655 215,502 119,007 40,113 114,865 Total IT Internal Service Fund 744,685 604,532 539,390 494,984 607,673 Number of Computers Added 0 293 0 0 0 *3 year leasing with Gateway 146 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 2001/02. 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. 03/04 05/06 02/03 03/04 PROJECTED 04/05 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 333,837 380,000 330,000 Operations 335,000 335,000 23,153 100,000 75,000 Legal Contingency 75,000 75,000 356,990 480,000 405,000 410,000 410,000