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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. Management Services Economic Development Page 130 Governmental Contracts Page 132 City Manager's Office Page 126 Airport Page 128 City Council Page 124 Human Resources Page 134 Information Technology Page 138 Legal Contract Page 142 06/07 06/07 07/08 PROPOSED BUDGET AMENDED PROJECTED NEW % BUDGET ACTUAL BASE PROGRAMS TOTAL CHANGE General Fund Gen. Govt. Contracts 2,858,341 2,843,726 3,305,685 40,833 3,346,518 (17.7%) City Manager's Office 1,106,725 973,261 965,399 54,509 1,019,908 (4.8%) City Council 475,422 451,193 364,081 364,081 (-19.3%) total General Fund 4,440,488 4,268,180 4,635,165 95,342 4,730,507 (10.8%) Other Enterprise Funds Airport 2,107,632 2,188,519 2,337,655 2,059 2,339,714 (6.9%) total Other Ent. Fund 2,107,632 2,188,519 2,337,655 2,059 2,339,714 (6.9%) Internal Service Funds Economic Development 377,689 376,702 372,226 18,191 390,417 (3.6%) HR - City-Wide Services 483,617 483,617 875,625 875,625 (81.1%) Human Resources 393,813 393,011 379,948 379,948 (-3.3%) Insurance 450,000 450,000 544,600 544,600 (21.0%) Legal Services 493,000 475,000 490,000 490,000 (3.2%) Information Technology 824,577 788,879 907,662 907,662 (15.1%) Info. Tech. ISF 939,280 939,280 871,790 71,654 943,444 (0.4%) total Internal Svc. Funds 3,961,976 3,906,489 4,441,851 89,845 4,531,696 (16.0%) Division Total 10,510,096 10,363,188 11,414,671 187,246 11,601,917 (12.0%) PERSONNEL SUMMARY PERSONNEL OPERATING CAPITAL TOTAL (FTE's) General Fund Gen. Govt. Contracts 397,161 2,949,357 3,346,518 City Manager's Office 688,771 275,257 55,880 1,019,908 8 City Council 141,904 222,177 364,081 2 total General Fund 1,227,836 3,446,791 55,880 4,730,507 10 Other Enterprise Funds Airport 251,582 2,088,132 2,339,714 5.5 total Other Ent. Fund 251,582 2,088,132 2,339,714 5.5 Internal Service Funds Economic Development 233,495 156,922 390,417 4 HR - City-Wide Services 650,625 225,000 875,625 Human Resources 318,003 61,945 379,948 5 Insurance 544,600 544,600 Legal Services 490,000 490,000 Information Technology 745,558 162,104 907,662 10.5 Info. Tech. ISF 11,285 505,458 426,701 943,444 total Internal Svc. Funds 1,958,966 2,146,029 426,701 4,531,696 20 Division Total 3,438,384 7,680,952 482,581 11,601,917 35.0 Uses & Expenses 07/08 PROPOSED BUDGET Management Services 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 2006/2007 • Approved the Economic Incentive package to bring Citicorp Data Center to Georgetown. • Approved policy and funding guidelines for Children’s and Youth Program Funding to ensure that the youth of the community have affordable access to youth programming. • Established an Affordable Housing Advisory Board to work with the Housing Coordinator and the City Council to develop the Housing Element of the City’s Comprehensive Plan. • Approved a Smoking Ordinance that prohibits smoking in public places and a more comprehensive enforceable Noise Ordinance to ensure the health, safety and quality of life for the citizens in the community. • Adopted a Heritage Tree Ordinance to preserve natural features and protect green space within the city, and preserve the character of the community. • Held a successful election in November 2006 to renew the ¼ cent sales tax for street maintenance to ensure dedicated funding to maintain the City’s street network. • Developed Public Art funding policy. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008 • Adopt development regulations to implement Transit Oriented Development. (Policy 1 / Priority A) • Approve and 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 redevelopment Master plan for the Leander Road/Austin Avenue Area to ensure that citizens and businesses enjoy an attractive community. (Policy 1 / Priority A) • Continue implementation of voluntary and involuntary annexation plans. (Policy 1 / Priority G) • Continue implementation of city-wide records management program by contracting with consultant to continue inventory and implement customized records retention schedules for every department. (Policy 16 / Priority D) • Adopt an Affordable Housing Masterplan and the Housing Element of the City’s Comprehensive Plan to ensure that all citizens in the community can afford to live, work and play in the community they live in. • Establish a Transportation Division within the City’s organizational structure to ensure that the transportation/traffic needs of the community are met. 125 CITY COUNCIL 05/06 ACTUAL 06/07 ORIGINAL BUDGET 06/07 FINAL / ACTUAL 07/08 ADOPTED 08/09 PROPOSED City Secretary 1 1 1 1 1 Assistant City Secretary 0 1 1 1 1 Affordable Housing Coordinator 0 1 1 0 0 TOTAL 1 3 3 2 2 WORKLOAD MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. # of agenda items processed/reviewed 791 728 800 828 850 2. # of hours spent in Council meetings 103 116 150 145 150 3. # of Council/special meetings posted 52 52 55 52 55 4. # of public meetings posted 192 288 300 288 300 5. # of elections held 3 1 2 1 2 PERFORMANCE MEASURES ACTUAL FY04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/8 1. % of citizens who rated the value received from City tax dollars to be excellent or good * N/A 66.3% N/A N/A 70% 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: Affordable Housing Coordinator was transferred to the Housing and Neighborhood Development department in Community Development for 2007/08. 06/07 08/09 05/06 06/07 PROJECTED 07/08 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 91,266 193,244 158,517 Personnel 141,904 141,915 156,679 278,628 289,128 Operations 222,177 216,177 3,550 3,548 Capital 247,945 475,422 451,193 364,081 358,092 126 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 2006/2007 • Coordinated the development of an economic incentive package to bring a Citicorp Data Center to Georgetown to help expand the City’s tax base. • Assisted Code Enforcement in developing a more aggressive property maintenance and code enforcement program to ensure the health and safety of citizens in the Community. • Hired an Assistant City Secretary to assist in the continued implementation of the City’s Records Management Program, as well as assist the City Secretary to provide effective and efficient service to the City Council and community. • Worked with the Animal Services Task Force to prioritize recommendations from the Human Society of the United States to improve the operations of the Georgetown Animal Shelter. • Developed a Smoking Ordinance that prohibits smoking in public places and a more comprehensive enforceable Noise Ordinance to ensure the health, safety and quality of life for the citizens in the community. • Worked with local area governments to expand funding for Williamson County and City Health District by including the cities of Hutto and Liberty Hill in the cooperative agreement. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008 • Construct gateway signage for north end of downtown on Austin Avenue to ensure that citizens and businesses enjoy an attractive community with a unique sense of place and a positive, identifiable image. (Policy 4 / Priority C) • Create a Community Redevelopment staff position to oversee Community Development Block Grants and other City redevelopment projects. (Policy 1 / Priority A) • 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. • Develop funding alternatives for housing rehabilitation and property maintenance to ensure that citizens live in safe and clean neighborhoods. • 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. • Continue implementation of the Williams Drive Master Plan for redevelopment. (Policy 1 / Priority A) 127 CITY MANAGER'S OFFICE 05/06 ACTUAL 06/07 ORIGINAL BUDGET 06/07 FINAL / ACTUAL 07/08 ADOPTED 08/09 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 1 1 1 1 Video Producer (P/T) 0 0 0 0.5 0.5 Mail Couriers (P/T) 0.5 0.5 0.5 0.5 0.5 TOTAL 6/.5 7/.5 7/.5 7/1 7/1 WORKLOAD MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. # of Public Information Requests handled 616 786 650 800 800 2. # of Council/Special Meetings 52 52 55 52 55 3. # of press releases 131 140 150 183 200 4. # of media contacts 360 472 400 770 700 5. # of Public Service Announcements 502 578 650 406 600 PERFORMANCE MEASURES ACTUAL FY04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. % of citizens who rated their customer service experience with city employees to be excellent or good * N/A 86.6% N/A N/A 87% Bi-annual citizen’s survey DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 06/07 08/09 05/06 06/07 PROJECTED 07/08 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 541,831 646,767 646,763 Personnel 688,771 695,691 229,458 339,958 323,908 Operations 275,257 276,981 98,892 120,000 2,590 Capital 55,880 870,181 1,106,725 973,261 1,019,908 972,672 128 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 2006/2007 • Completed construction of the Airport Control Tower. • Installed 4-Box Precision Approach Path Indicator (PAPI) to Runway 18 approach. • Restriped Runway 18 and associated taxiways. • Installed Airport Gateway signs. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008 • Resolve runway approach obstruction issues with the Federal Aviation Administration (FAA) and implement project to comply. (Policy 9 / Priority L) • Begin operation of Airport Control Tower. BASED AIRCRAFT 250 252 254 256 258 260 262 264 266 03/04 04/05 05/06 06/07 *07/08 *Projected 129 AIRPORT 05/06 ACTUAL 06/07 ORIGINAL BUDGET 06/07 FINAL / ACTUAL 07/08 ADOPTED 08/09 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 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. Jet fuel sold (gal.) 612,088 553,082 600,000 500,000 600,000 2. Avgas sold (gal.) 230,136 220,259 240,000 210,000 240,000 3. Based aircraft (est.) 265 265 265 265 265 PERFORMANCE MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. Man hrs / 10 gal of fuel sold 2. Airport expenses/based aircraft 3. T-hangar occupancy rate .05 $1,471 100% .059 $1,520 100% .054 $1,470 100% .064 $1,517 100% .054 $1,500 100% DEPARTMENTAL BUDGET: AIRPORT FUND MAJOR BUDGET CHANGES/ISSUES: 06/07 08/09 05/06 06/07 PROJECTED 07/08 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 224,794 239,510 231,297 Personnel 251,582 252,022 2,136,591 1,818,122 1,818,122 Operations 2,088,132 1,838,846 1,721,907 50,000 139,100 Capital 4,083,292 2,107,632 2,188,519 2,339,714 2,090,868 130 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 2006/2007 • Attracted high wage, high investment companies to the area including Citigroup, a large commercial data center that is one of the highest valued projects in the state. • Helped to create 1,500 new jobs in Georgetown. • Won the International Economic Development Council’s international award for special purpose websites. • Successfully worked to retain and allow for the expansion of AirBorn, Inc. • Worked to create a Life Sciences Business Park, with City model being used by the state of Texas as a prototype for other communities. • Retained a biotech consultant who recruited and helped relocate several new businesses for the Life Sciences Business Park. • Worked heavily with retail, commercial, and industrial brokers to recruit and retain quality business and create partnership with brokerage community. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008 • Focus recruitment program by marketing directly to our target sectors and responding only to leads generated by the state and the Austin Chamber that fall in our target sectors. • Meet with owners and senior staff of 12 businesses per year through the Business Retention and Expansion (BRE) Program. • 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 that utilize the latest technology and industry trends. • Develop and maintain relationships with brokers, developers, and business owners to facilitate the development and redevelopment projects in Georgetown. 131 ECONOMIC DEVELOPMENT 05/06 ACTUAL 06/07 ORIGINAL BUDGET 06/07 FINAL / ACTUAL 07/08 ADOPTED 08/09 PROPOSED Economic Development Director 1 1 1 1 1 Economic Development Program Mgr 1 1 1 1 1 Community Project Coordinator 0 0 0 1 1 Administrative Analyst 1 1 1 1 1 TOTAL 3 3 3 4 4 WORKLOAD MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. # of inquiries 70 70 50 70 70 2. # of proposals generated 59 59 65 60 50 3. # of Business Retention and Expansion (BRE) visits 4. # of website hits 15 N/A 15 100,000 40 100,000 12 125,000 12 125,000 PERFORMANCE MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. # of prospects N/A 15 15 15 20 2. # of site visits 12 10 10 12 12 3. # of new jobs generated within the community 75 1,000 1,000 1,500 1,000 DEPARTMENT BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: 06/07 08/09 05/06 06/07 PROJECTED 07/08 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 217,875 230,201 229,214 Personnel 233,495 289,367 126,187 147,488 147,488 Operations 156,922 121,422 344,062 377,689 376,702 390,417 410,789 132 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 2006/2007 • The City Council approved 15 Social Service and 3 Youth and Children’s Programming Contracts. • Applied for Community Development Block Grants and have been recommended to receive funding for street and drainage improvements on Leander Street related to Habitat for Humanity and Old Mill Village. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008 • Continue to ensure that community and social services providers and youth and children’s program providers meet their results-oriented performance objectives and prevention issues, and form service partnerships as appropriate. • Continue to support the Williamson County and Cities Health District to ensure the health and safety of the citizens of the community. • Continue commitment to funding equal to 1% of General Fund operating budget for social services. • Committed to funding equal to .125% of General Fund operating budget for Children’s and Youth Program Funding. • 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 03/04 04/05 05/06 06/07 *07/08 *Projected 133 WORKLOAD MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. Contracts developed and monitored 2. Amount spent on Social Services Funding 3. Amount spent on Youth and Children’s Program Funding 13 $275,075 $0 13 $279,571 $0 18 $345,135 $25,000 18 $357,135 $25,000 18 $357,135 $34,000 PERFORMANCE MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 05/06 PROJECTED FY 07/08 1. % of contracts with prevention objectives 4 4 6 6 6 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: The Cities of Georgetown, Cedar Park, Round Rock, and Leander and Williamson County have been working with the Williamson County and Cities Health District (WCCHD) to formulate a consistent source for population estimates, as well as calculating annual contributions from each member of the Cooperative. Additionally, the regional partners have been working with the WCCHD to encourage other Cities in Williamson County to join the District to ensure the success of the WCCHD’s health and safety initiatives. 06/07 08/09 05/06 06/07 PROJECTED 07/08 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 220,000 272,000 272,000 Social Services Contributions 293,790 315,000 200,262 473,743 459,128 Operations 680,299 670,532 420,262 745,743 731,128 974,089 985,532 134 Management Services Human Resources DEPARTMENT DESCRIPTION The Human Resources (HR) Department provides employee and organizational support to attract and retain and develop 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 2006/2007 h Continued development of a new Human Resources Information System (HRIS) in order to increase efficient processing/maintenance of employee data/records – focused on electronic accounting of Termination comments. h Beta tested online Benefits Management System for small employee group to enhance efficiencies and provide better employee access. h Implemented plan to increase compensation to 95% of Round Rock’s pay plan. h Worked on development of merit based pay plan to reward non-public safety employees for their performance. h Developed Standard Operating Procedures (SOP) for handling of accidents including documentation checklist for departments. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008 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 Implement online Benefits Management System to enhance efficiencies and provide better employee access. h Review staffing levels for non-public safety departments. h Implement merit-based pay plan for non-public safety employees. h Complete and implement development of supervisor and administrative assistant resource manuals. h Develop Supervisor monthly HR Advisor newsletter. h Implement citywide incentive pay for bilingual skills. h Develop on-going funding plan to fully implement market compensation for employees that matches 100% of City of Round Rock compensation for like positions. (Policy 12 / Priority J) TURNOVER RATE 12.0% 14.0% 13.0% 12.0% 10% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 03/04 04/05 05/06 06/07 *07/08 *Projected 135 HUMAN RESOURCES 05/06 ACTUAL 06/07 ORIGINAL BUDGET 06/07 FINAL / ACTUAL 07/08 ADOPTED 08/09 PROPOSED Human Resources Director 1 1 1 1 1 Human Resources Generalist 2 2 2 3 3 Administrative Assistant III 1 1 1 1 1 TOTAL (FT/PT) 4 4 4 5 5 WORKLOAD MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. Application/resumes processed 2,430 2,177 3,000 2,900 2,500 2. Employee training hours provided (per employee) 25 45 30 30 30 3. Employee relations issues 43 72 75 75 100 4. # Civil Service Commission mtgs. 3 4 4 4 4 5. # of worker’s compensation claims processed 34 38 40 35 40 PERFORMANCE MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 05/06 PROJECTED FY 07/08 1. # of disciplinary actions appealed to City Manager 4 3 4 2 3 2. Average # of open positions 15 12 15 12 15 3. Turnover rate 14% 13% 12% 12% 10% 4. # of work injuries/illness requiring medical attention 25 31 35 26 25 DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: 06/07 08/09 05/06 06/07 PROJECTED 07/08 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 258,138 277,276 276,474 Personnel 318,003 356,943 132,593 116,537 116,537 Operations 61,945 60,945 390,731 393,813 393,011 379,948 417,888 136 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: 06/07 08/09 05/06 06/07 PROJECTED 07/08 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 309,039 340,000 340,000 Merit Bonus 400,000 29,606 76,717 76,717 Benefits/Market 250,625 256,025 58,170 66,900 66,900 Operations 225,000 219,600 396,815 483,617 483,617 Subtotal-Department 875,625 475,625 332,454 350,000 350,000 Insurance 444,600 444,600 29,621 100,000 100,000 Insurance Deductible 100,000 100,000 758,890 933,617 933,617 1,420,225 1,020,225 138 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 2006/2007 • Maintained 99.8+% uptime for all IT-related network and application systems. • Completed major systems upgrades to the financial system, fire and code enforcement software, as well as, upgraded to a new storage area network (SAN). • Completed the installation of a fax server for city-wide department use. • Completed the installation of Utility Billing’s RemitPlus35 system. • Completed the installation of a Blackberry BES Enterprise System and 40+ Blackberry devices. • Completed upgrade of 100+ PCs with Windows 2000 operating system to Windows XP. • Implemented dynamic content, XML, on all City websites. • Implemented in-house Texas Law Enforcement Telecommunications System (TLETS) system. • Deployed point-to-point wireless system for disaster recovery failover network and telephone use. • Successfully deployed 55 new PCs, notebooks, and Toughbooks. • Successfully relocated IT-related systems to new Library and Fire Station #1 facilities. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2007/2008 • Complete relocation to new IT datacenter. • Complete priority systems failover project at Georgetown Municipal Complex (GMC). • 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, including Invision and phone system. • 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 03/04 04/05 05/06 06/07 *07/08 *Projected 139 INFORMATION TECHNOLOGY 05/06 ACTUAL 06/07 ORIGINAL BUDGET 06/07 FINAL / ACTUAL 07/08 ADOPTED 08/09 PROPOSED 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 2 2 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) 1 1 1 0.5 0.5 TOTAL (FT/PT) 9/1 9/1 9/1 10/.5 10/.5 WORKLOAD MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. Help desk calls received 3,250 3,370 2,500 1,900 1,900 2. Computers replaced/purchased* 0 0 293 55* 15* 3. # of computer users 349 349 410 417 435 4. # of servers managed 40 40 55 62 60 5. # of training sessions conducted 150 150 120 25 100 PERFORMANCE MEASURES ACTUAL FY 04/05 ACTUAL FY 05/06 BUDGETED FY 06/07 PROJECTED FY 06/07 PROJECTED FY 07/08 1. % Help Desk calls resolved within service level standards 90% 75% 80% 85% 90% 2. # of hits to web site 4,000,000 4,000,000 4,500,000 4,000,000 4,000,000 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. 99.5% $2,931 99.5% $2,931 99.8% $2,989 99.8% $3,000 99.8% $3,000 * Now reporting new, purchased PC/Laptops/Toughbooks DEPARTMENTAL BUDGET: INFORMATION SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: 06/07 08/09 05/06 06/07 PROJECTED 07/08 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 626,987 697,717 662,019 Personnel 756,843 757,403 130,638 129,860 129,860 Operations 162,104 162,613 757,625 827,577 791,879 918,947 920,016 140 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: 06/07 08/09 05/06 06/07 PROJECTED 07/08 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 424,551 456,533 456,533 Operating 505,458 505,458 661,289 479,747 479,747 Capital 426,701 231,427 1,085,840 936,280 936,280 932,159 736,885 Information Technology Internal Service Fund Services 07/08 08/09 09/10 10/11 11/12 First Contact meetings 1,200 1,200 1,200 1,200 1,200 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 414,758 414,758 456,234 501,857 552,043 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 35,000 35,000 35,000 35,000 35,000 Contingency 13,500 13,500 13,500 13,500 13,500 Total Services 505,458 505,458 546,934 592,557 642,743 Capital Outlays and Projects Replacement Desktop Hardware 144,651 * 425,000 ** Replacement Network Hardware 282,050 231,427 216,273 237,900 261,690 Total Capital Replacement 426,701 231,427 641,273 237,900 261,690 Total IT Internal Service Fund 932,159 736,885 1,188,207 830,457 904,433 Number of Computers Added 36 360 *Based upon purchase of new equipment for service level and program needs ** Replace existing computers (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: 06/07 08/09 05/06 06/07 PROJECTED 07/08 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 329,459 418,000 400,000 Operations 415,000 415,000 93,747 75,000 75,000 Legal Contingency 75,000 75,000 423,206 493,000 475,000 490,000 490,000