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Home My WebLink About09-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. 05/06 07/08 04/05 05/06 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE City Council 263,714 275,830 275,768 475,422 (72.4%)435,475 City Manager's Office 712,424 933,880 934,000 1,055,225 (13.0%)912,130 Airport 2,257,452 3,624,875 3,967,152 2,057,632 (-48.1%)2,176,990 Economic Development 338,795 367,402 366,712 377,689 (3.0%)376,582 General Govt. Contracts 818,609 610,977 610,977 549,863 (-10.0%)559,860 Human Resources 361,783 400,533 387,201 393,813 (1.7%)392,684 City-wide Services 781,041 761,640 750,900 933,617 (24.3%)618,617 Information Technology 713,189 794,803 776,998 827,577 (6.5%)826,277 Information Tech Capital 774,916 1,064,393 1,063,959 746,280 (-29.9%)638,023 Legal Contracts 342,824 410,000 410,000 475,000 (15.9%)475,000 Division Total 7,364,747 9,244,333 9,543,667 7,892,118 (-17.3%)7,411,638 * Percent change of 06/07 Adopted from 05/06 Projected Actual Management Services 06/07 ADOPTED (% Change*) 1,055,225 1,573,857 549,863 475,422 475,000 393,813 377,689 933,617 2,057,632 0 300,000 600,000 900,000 1,200,000 1,500,000 1,800,000 Eco Devo Human Resources Legal Contracts City Council Gen. Govt. Cont. City-wide Svcs. City Mgr.'s Office Info Technology Airport Personnel 34% Operations 61% Capital 5% PERSONNEL SUMMARY 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 ADOPTED City Council 1 1 1 3 3 City Manager's Office 6/.5 6/.5 6/.5 7/.5 7/.5 Airport 2/3.5 2/3.5 2/3.5 2/3.5 2/3.5 Economic Development 3 3 3 3 3 Human Resources 4 4 4 4 4 Information Technology 9 9/1 9/1 9/1 9/1 TOTAL 25/4 25/5 25/5 28/5 28/5 124 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 2005/2006 • Expanded the City’s current records management process by adopting a city-wide records management program to increase the efficiency and accessibility of public records. • Adopted an updated Airport Master Plan that ensures that airport operations are conducted in an efficient manner while also ensuring safety and quality of life for the community. • Created an Affordable Housing Advisory Board based on recommendations of the Affordable Housing Task Force to assist with the development of an affordable Housing Master Plan. • Funded fee waivers for the Habitat for Humanity housing redevelopment project located on 17th Street. • Completed involuntary annexation of 4,666 acres in various locations contiguous to the current city limits. • Implemented Georgetown Economic Development Corporation (GEDCO) to manage funds generated by 4A economic development sales tax approved by the voters in May 2005. • Finalized the 9th Amendment to the Del Webb Development Agreement regarding Del Webb's Sun City Texas. • Finalized the transfer agreement regarding the City’s cable franchise between Cox Communications and Cebridge Acquisitions Co., LLC. in order to ensure the continuation of quality service to the City and its citizens. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Adopt development regulations to implement Transit Oriented Development and approve an update the City’s Comprehensive Plan to guide development, to preserve natural features and protect green space within the city, and preserve the character of the community. • Adopt a conservation subdivision and landscape ordinance that will encourage the preservation of green space. • Adopt a master plan for the Leander Road/Austin Avenue Area and continue implementation of the Williams Drive Gateway Redevelopment Master Plan to ensure that citizens and businesses enjoy an attractive community with a unique sense of place and a positive, identifiable image. • Continue implementation of voluntary and involuntary annexation plans. (Policy 1/Priority Q) • Continue implementation of city-wide records management program by contracting with consultant to continue inventory and implement customized records retention schedules for every department. 125 CITY COUNCIL 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED City Secretary 1 1 1 1 1 Assistant City Secretary 0 0 0 1 1 TOTAL 1 1 1 2 2 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. # of agenda items processed/reviewed 641 791 800 728 800 2. # of hours spent in Council meetings 136.5 103 150 116 150 3. # of Council/special meetings posted 54 52 55 52 55 4. # of public meetings posted 235 192 250 288 300 5. # of elections held 4 3 1 1 2 PERFORMANCE MEASURES ACTUAL FY03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. % of citizens who rated the value received from City tax dollars to be excellent or good * 62% N/A 70% 66.3% N/A 2. City Council meeting minutes completed and approved in two weeks 100% 100% 100% 100% 100% * Bi-annual citizen’s survey DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: An Assistant City Secretary is added to increase efficiency and provide assistance in records management. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 82,474 93,751 93,689 Personnel 196,794 234,232 181,240 182,079 182,079 Operations 278,628 201,243 263,714 275,830 275,768 475,422 435,475 126 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 City and organization. • Promote revitalization and future economic growth of the underdeveloped areas within the city. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2005/2006 • Began implementation of the Master Plan for the Williams Drive Gateway redevelopment project to ensure that citizens and businesses enjoy an attractive community with a unique sense of place and a positive, identifiable image. • Began implementation and expansion of the wayfinding and signage program to promote Georgetown as a tourist destination. • Worked with Del Webb/Pulte to finalize the 8th Amendment to the Del Webb Development Agreement regarding Del Webb's Sun City Texas. • Finalized and began implementation of the Airport Master Plan to ensure that airport operations are conducted in a safe and efficient manner. • Worked with Cox Communications and Cebridge Acquisitions Co., LLC. to finalize a transfer agreement regarding the City’s Cable Franchise in order to ensure the continuation of quality service to the City and its citizens. • Expand the public information program by developing a Georgetown Citizen’s Academy to provide the citizens of Georgetown the opportunity to receive an in depth education about the City’s services and operations. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Develop funding alternatives for housing rehabilitation and property maintenance. (Policy 4/Priority H) • Construct gateway signage for north end of downtown on Austin Avenue. (Policy 4/ Priority A) • Create a redeveloped master plan for the Leander Road/Austin Avenue Area and continue implementation of the Williams Drive Gateway Redevelopment Master Plan to ensure that citizens and businesses enjoy an attractive community with a unique sense of place and a positive, identifiable image. • Continue to work with Community Development to update the City’s Comprehensive Plan, develop conservation subdivision and landscape ordinances, and create development regulations to implement Transit Oriented Development to guide development, to preserve natural features and protect green space within the city, and preserve the character of the community. • Assist Code Enforcement in developing a more aggressive property maintenance and code enforcement program. • Continue to develop a long-range facilities plan to more efficiently utilize the City’s current resources to their most economical use. • Develop and implement a Transit System Master Plan. (Policy 9/Priority B) • Continue participation in planning county-wide public communication system to meet regional safety needs. • (Policy 7/Priority E) • Hire an Affordable Housing Coordinator to develop an Affordable Housing Master Plan. (Policy 5/Priority H) • Seek state and federal funding for affordable housing programs. (Policy 5/Priority H) 127 CITY MANAGER'S OFFICE 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED City Manager 1 1 1 1 1 Assistant City Manager for Operations 1 1 1 1 1 Executive Assistant 1 1 1 1 1 Administrative Assistant II 1 1 1 1 1 Administrative Assistant I 1 1 1 1 1 Public Information Officer 1 1 1 1 1 Claims Specialist 0 0 0 1 1 Affordable Housing Coordinator 0 0 0 1 1 Mail Couriers (P/T) 0.5 0.5 0.5 0.5 0.5 TOTAL 6/.5 6/.5 6/.5 8/.5 8/.5 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. # of Public Information Requests handled 702 616 750 650 650 2. # of Council/Special Meetings 54 52 55 52 55 3. # of Press Releases 105 131 150 150 150 4. # of Media Contacts 347 360 350 375 400 5. # of Public Service Announcements 536 502 400 600 650 PERFORMANCE MEASURES ACTUAL FY03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. % of citizens who rated their customer service experience with city employees to be excellent or good * 85% N/A 85% 86.6% 87% Bi-annual citizen’s survey DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: The Claims Specialist is transferred from GUS Administration in 2006/07. An Affordable Housing Coordinator is added to mange the City’s new Affordable Housing Program. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 482,143 550,344 551,386 Personnel 638,617 653,439 156,558 233,536 232,525 Operations 296,608 258,691 73,723 150,000 150,089 Capital 120,000 712,424 933,880 934,000 1,055,225 912,130 128 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 2004/2005 • Completed rehabilitation of Runway 11-29, Taxiway B and D, T-Hangar C and D Ramp, and 8-foot game fence. • Enlarged drainage culvert on S. Hangar Drive through Federal Aviation Administration (FAA) 90% grant. • Selected a design consultant for the control tower, and submitted a site selection to the FAA for review. • Completed the Airport Master Plan update. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2005/2006 • Complete construction of the air traffic control tower following FAA grant requirements. • Begin implementation of the Airport Master Plan update recommendations. • Construct an emergency access road from Fire Station No. 4 to the Airport. • Install 4-Box Precision Approach Path Indicator (PAPI) on Runway 18. BASED AIRCRAFT 250 252 254 256 258 260 262 264 266 02/03 03/04 04/05 05/06 *06/07 *Projected 129 AIRPORT 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Airport Manager 1 1 1 1 1 Administrative Assistant I 1 1 1 1 1 Airport Clerk (P/T) 0.5 0.5 0.5 0.5 0.5 Airport Attendant (P/T) 0.5 0.5 0.5 0.5 0.5 Airport Maintenance Worker (P/T) 2.5 2.5 2.5 2.5 2.5 TOTAL 2/3.5 2/3.5 2/3.5 2/3.5 2/3.5 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Jet fuel sold 389,570 470,009 450,000 590,300 600,000 2. Avgas sold 220,138 219,470 220,000 220,000 240,000 3. Based aircraft 256 260 265 265 265 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Man hrs / 10 gal of fuel sold 2. Airport expenses/based aircraft 3. T-hangar occupancy rate .077 $1,354 100% .079 $1,488 100% .07 $1,460 100% .067 $1,460 100% .065 $1,460 100% DEPARTMENTAL BUDGET: AIRPORT FUND MAJOR BUDGET CHANGES/ISSUES: 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 204,985 220,724 218,977 Personnel 239,510 239,510 1,794,537 1,618,976 1,933,119 Operations 1,818,122 1,937,480 257,930 1,785,175 1,815,056 Capital 2,257,452 3,624,875 3,967,152 2,057,632 2,176,990 130 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 and strategies listed herein and adopted by City Council. Operations of the department include business development, City and regional industrial recruitment and retention/expansion programs, and 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. • Maintain and 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. • Develop and maintain positive relationships with local businesses to assist and encourage their success and growth. • Develop and implement a marketing program using the latest technology and industry trends to ensure Georgetown’s competitive edge in attracting new businesses and retaining and expanding existing businesses in order to create new jobs and expand the tax base. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2005/2006 • Implemented a new Economic Development website including an available properties, demographics, workforce, and wage survey site. • Organized the formation of the Precision Machinist Training Program with the Georgetown Independent School District and local manufacturers. • Through the Business Retention and Expansion (BRE) Program, facilitated a new rail spur for Hope Lumber, a new building for D & L Printing, a zoning change for Airborn Inc. which will allow the expansion of their current building, and the Park Central Boulevard improvement. • Participated in marketing trips with the State and Opportunity Austin resulting in several strong leads for Georgetown. • Retention and recruitment efforts helped to create 125+/- new jobs for the community. • Worked the with the Economic Development Commission to redefine its purpose and restructure its membership to create a Board that will be knowledgeable and effective in assisting economic development efforts for the present and future of Georgetown. • Increased staff qualifications and knowledge of economic development programs and trends. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Develop and maintain up-to-date, in-depth information on Georgetown’s workforce, key economic indicators, business trends, business assistance programs, available properties, etc. to strengthen both the BRE and recruitment programs. • Identify, research, and implement advertising and marketing opportunities, latest technology, and industry trends. • Proactively market targeted industry segments. • Assist City Manager’s office in implementing the Williams Drive Gateway Master Plan. 131 ECONOMIC DEVELOPMENT 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROJECTED Economic Development Director 1 1 1 1 1 Economic Development Program Mgr 1 1 1 1 1 Administrative Analyst 1 1 1 1 1 TOTAL 3 3 3 3 3 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROPOSED FY 06/07 1. # of inquiries 65 70 50 70 80 2. # of proposals generated 59 59 65 70 70 3. # of Business Retention and Expansion (BRE) visits N/A 15 40 50 55 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROPOSED FY 06/07 1. # web site hits N/A N/A 100,000 125,000 125,000 2. # of prospects N/A N/A 15 15 20 3. # of site visits 9 12 10 12 12 4. # of new jobs generated within the community 50 75 125 125 125 DEPARTMENT BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 201,901 219,236 218,546 Personnel 230,201 230,201 136,894 148,166 148,166 Operations 147,488 146,381 338,795 367,402 366,712 377,689 376,582 132 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 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 2005/2006 • Developed thirteen contracts for services provided by non-profit agencies. • Applied for and received approval for federal grant funds in the amount of $85,000 in FY 2004-05 through the Williamson County HUD Entitlement Program for infrastructure improvements (water and wastewater lines, sidewalks, and drainage) on Leander Street from 17th Street to 21st Street in the City of Georgetown, to improve services to houses built by Habitat for Humanity and a proposed 100 unit apartment complex that will serve low to moderate income adults, age 55+, as well as decrease the incidence of flooding in this area. Obtained membership in the Austin San Antonio Commuter Rail District so the City can participate in the decision making process for developing a regional commuter rail passenger service that would connect internal transit and transportation systems of Georgetown, Austin, San Antonio and other Corridor cities to take passengers to their desired locations, as well as in the development of a more efficient corridor for some of Union Pacific’s through- freight operation east of State Highway 130. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Continue to ensure that community and social services providers meet their results-oriented performance objectives and prevention issues, and form service partnerships as appropriate. • Continue commitment to funding equal to 1% of General Fund operating budget for social services. • Continue to apply for Community Development Block Grants (CDBG) and other housing grants to encourage the construction of affordable housing units for the Citizens of Georgetown. SOCIAL SERVICE FUNDING $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 02/03 03/04 04/05 05/06 *06/07 *Projected 133 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 05/06 1. Contracts developed and monitored 2. Amount spent on Social Services 11 $244,650 13 $275,075 13 $279,571 13 $279,571 13 $293,135 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. % of contracts with prevention objectives 4 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 Social Service contributions equal 1% of the General Fund budget and therefore increases are reflective of the overall growth of the budget. 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. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 201,750 220,000 220,000 Social Services Contributions 272,000 277,000 616,859 390,977 390,977 Operations 277,863 282,860 818,609 610,977 610,977 549,863 559,860 134 Management Services Human Resources DEPARTMENT DESCRIPTION The Human Resources (HR) 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 2005/2006 h Coordinated the Classification review of all non Civil Service positions over the course of 5 months, which resulted in a new 19 grade pay structure, reduced from 40+ grades. h Conducted a review of Round Rock’s current pay structure and devised a system for Georgetown Public Safety and Non-Public Safety employees that was on average within 95% of their overall structure. h Extend Human Resources work hours to better service field and shift workers. h Implemented City-wide training calendar based on employee needs. h Implemented 2005/06 Employee Benefit Plan, which included increasing employee retirement contribution from 6% to 7% and increasing the City’s contribution to employee dependent and family health insurance. h Adopted updates to local rules for civil service to include Police and completed new hire and staff promotional Civil Service testing in accordance with the local Civil Service rules. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 h Continue development of a new Human Resources Information System (HRIS) in order to increase efficient processing/maintenance of employee data/records. h Identify areas in need of increased workforce diversification. h Work on a staffing level needs assessment. h Develop online Benefits Management System to enhance efficiencies and provide better employee access. (Policy 13/Priority L) h Develop on-going funding plan to implement market compensation for non-public safety employees. (Policy 12/Priority J) h Review staffing levels for non-public safety departments. (Policy 12/Priority J) h Develop plan to increase public safety compensation toward 100% of Round Rock’s pay plan. (Policy 7 / Priority F) TURNOVER RATE 8.0% 12.0% 14.0% 12.0% 10.0% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 02/03 03/04 04/05 05/06 *06/07 *Projected 135 HUMAN RESOURCES 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROPOSED Human Resources Director 1 1 1 1 1 Human Resources Generalist 2 2 2 2 2 Administrative Assistant III 1 1 1 1 1 TOTAL (FT/PT) 4 4 4 4 4 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. Application/resumes processed 2,840 2,430 3,500 2,100 2. Employee training hours provided (per employee) 22 25 30 45 75 3. Employee relations issues 25 43 40 75 100 4. # Civil Service Commission mtgs. 3 3 4 5 4 5. # of worker’s compensation claims processed 32 34 35 35 30 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROJECTED FY 06/07 1. # of disciplinary actions appealed to City Manager 4 4 4 2 1 2. Average # of open positions 18 15 18 18 15 3. Turnover rate 12% 14% 10% 12% 10% 4. # of work injuries/illness requiring medical attention 25 25 26 26 25 DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 233,598 269,390 256,058 Personnel 277,276 277,276 128,185 131,143 131,143 Operations 116,537 115,408 361,783 400,533 387,201 393,813 392,684 136 Human Resources City-Wide 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 City-wide issues, such as supervisory training and safety are also included here, as is property and liability insurance. CITY-WIDE SERVICES BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: Budget line items increase to include expenses for Civil Services supplies and legal services. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 271,019 320,000 320,000 Merit Bonus 340,000 76,450 36,740 26,000 Benefits/Market 76,717 76,717 80,572 51,900 51,900 Operations 66,900 66,900 428,041 408,640 397,900 Subtotal-Department 483,617 143,617 280,000 280,000 280,000 Insurance 350,000 375,000 73,000 73,000 73,000 Insurance Deductible 100,000 100,000 781,041 761,640 750,900 933,617 618,617 138 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 2005/2006 • Maintained 99.5+% uptime for all IT-related network and applications systems. • Completed major systems upgrades: Netware v6.5, Invision v3.1, QED CAD v4.0, FireRMS, Issue Manager, Lotus Notes v6.5, ZenWorks 7.0, AutoCite Traffic Ticket System, and CADmapper 911 Cellphone Location Identification Phase Two. • Redesigned all seven City websites to provide dynamic content. • Implemented LaserFiche Document Imaging System for Municipal Court. • Implemented public safety Criminal Justice Information Systems (CJIS) security upgrades as required by FBI and State of Texas DPS. • Implemented in-house Texas Law Enforcement Telecommunications System (TLETS) system. • Deployed point-to-point wireless system for disaster recovery failover use. • Successfully deployed 293 new PCs and notebooks as replacement for existing equipment. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2006/2007 • Implement Invision Data Warehouse system to improve system reporting and provide customer information options. • Expand LaserFiche imaging program, as outlined in the City-wide Records Management Program. • Coordinate Business Impact Analysis (BIA) Plan and Business Continuity Plan (BCP) for the City. • Complete all major systems upgrades as required. • Assist in the design of the new technology data center. • Prepare a city-wide information technology disaster recovery plan. (Policy 13/Priority L) NUMBER OF COMPUTER USERS 0 50 100 150 200 250 300 350 400 450 02/03 03/04 04/05 05/06 *06/07 *Projected 139 INFORMATION DIRECTOR 04/05 ACTUAL 05/06 ORIGINAL BUDGET 05/06 FINAL / ACTUAL 06/07 ADOPTED 07/08 PROJECTED IT Director 1 1 1 1 1 Technical Support Supervisor 1 1 1 1 1 Technical Support Specialist II 1 1 1 1 1 Network Manager 1 1 1 1 1 Network Administrator 1 1 1 1 1 Lotus Notes Administrator 1 1 1 1 1 Webmaster 1 1 1 1 1 Systems Analyst 1 1 1 1 1 Helpdesk Specialist 1 1 1 1 1 Technical Support Specialist I (P/T) 0 1 1 1 1 TOTAL (FT/PT) 9 9/1 9/1 9/1 9/1 WORKLOAD MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROPOSED FY 06/07 1. Help desk calls received 2,170 3,250 3,370 2,500 2,500 2. Computers replaced 293 0 0 293 0 3. # of computer users 342 349 349 410 410 4. # of servers managed 40 40 40 55 55 5. # of training sessions conducted 745 150 150 120 200 PERFORMANCE MEASURES ACTUAL FY 03/04 ACTUAL FY 04/05 BUDGETED FY 05/06 PROJECTED FY 05/06 PROPOSED FY 06/07 1. % Help Desk calls resolved within service level standards 83% 90% 75% 80% 85% 2. # of hits to web site 3,562,382 4,000,000 4,000,000 4,500,000 5,000,000 3. % users with basic training in core applications 95% 95% 95% 95% 95% 4. Network up time 5. Cost of service per user/per yr. 6. Internal Customer Service rating of satisfied or better 99.5% $2,854 N/A 99.5% $2,931 60% 99.5% $2,931 60.5% 99.8% $2,989 N/A * 99.8% $3,000 72% * The Internal Customer Service Survey was not conducted in 2005/06. DEPARTMENTAL BUDGET: INFORMATION SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 587,865 667,929 650,124 Personnel 697,717 697,717 125,324 126,874 126,874 Operations 129,860 128,560 713,189 794,803 776,998 827,577 826,277 140 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: 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 384,915 430,798 430,798 Operating 456,533 456,533 390,001 633,595 633,161 Capital 289,747 181,490 774,916 1,064,393 1,063,959 746,280 638,023 Information Technology Internal Service Fund Services 06/07 07/08 08/09 09/10 10/11 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 384,033 384,033 422,436 464,680 511,148 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 459,533 459,533 497,936 540,180 586,648 Capital Outlays and Projects Replacement Desktop Hardware 103,881 * 20,000 20,000 ** 416,000 *** 20,000 Replacement Network Hardware 135,658 173,490 174,473 191,920 211,112 Total Capital Replacement 239,539 193,490 194,473 607,920 231,112 Total IT Internal Service Fund 699,072 653,023 692,409 1,148,100 817,760 Number of Computers Added 29 10 10 355 10 *Based upon purchase of new equipment for service level improvement needs **Based upon purchase of new machines for additional staff needs *** Replace all existing (4 year replacement) 142 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. 05/06 07/08 04/05 05/06 PROJECTED 06/07 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 313,180 335,000 335,000 Operations 400,000 400,000 29,644 75,000 75,000 Legal Contingency 75,000 75,000 342,824 410,000 410,000 475,000 475,000