HomeMy WebLinkAbout09-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