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, Main Street, Information Technology, and the Airport.
Sources of funding for the division include the General Fund (City Manager’s Office, City Council), Joint Services
Fund (Human Resources, Economic Development and Main Street), Information Technology (through Information
Technology Internal Service Fund) and the Airport Fund.
Management Services
Economic Development
Page 134
Governmental Contracts
Page 136
City Manager's Office
Page 130
Airport
Page 132
City Council
Page 128
Information Technology
Page 138
Legal Contract
Page 143
Main Street
Page 144
Human Resources
Page 146
07/08 07/08 08/09 PROPOSED BUDGET
AMENDED PROJECTED NEW % CHANGE
BUDGET ACTUAL BASE PROGRAMS TOTAL (PROJ. ACTUAL)
General Fund
Gen. Govt. Contracts 3,112,058 3,044,155 3,352,160 3,352,160 10.1%
City Manager's Office 1,144,438 1,144,437 1,033,485 1,033,485 -9.7%
City Council 409,361 409,355 458,137 458,137 11.9%
total General Fund 4,665,857 4,597,947 4,843,782 4,843,782 5.3%
Other Enterprise Funds
Airport 2,339,714 2,337,063 2,719,497 2,719,497 16.4%
total Other Ent. Fund 2,339,714 2,337,063 2,719,497 2,719,497 16.4%
Internal Service Funds
Economic Development 430,037 430,027 503,278 503,278 17.0%
Main Street*99,994 20,000 119,994 (N/A)
HR - City-Wide Services 747,695 747,686 1,158,732 1,158,732 55.0%
Human Resources 408,448 405,228 542,897 542,897 34.0%
Insurance 494,600 494,600 544,600 544,600 10.1%
Legal Services 490,000 490,000 500,000 500,000 2.0%
Information Technology 932,442 932,437 963,758 963,758 3.4%
Info. Tech. ISF 702,444 702,444 1,176,220 1,176,220 67.4%
total Internal Svc. Funds 4,205,666 4,202,422 5,489,479 20,000 5,509,479 31.1%
Special Revenue Funds
Main Street Façade 16,680 16,680 69,574 69,574 317.1%
Main Street *179,986 179,980 -100.0%
FEMA **237,787 36,339 36,339 -84.7%
196,666 434,447 105,913 105,913 -75.6%
Division Total 11,407,903 11,571,879 13,158,671 20,000 13,178,671 13.9%
*Main Street moved from Community Services Division as a Special Revenue Fund.
**Year end budget amendment will be taken to City Council.
PERSONNEL
SUMMARY
PERSONNEL OPERATING CAPITAL TOTAL (FTE's)
General Fund
Gen. Govt. Contracts 264,961 3,087,199 3,352,160
City Manager's Office 715,413 268,072 50,000 1,033,485 8
City Council 266,596 191,541 458,137 2
total General Fund 1,246,970 3,546,812 50,000 4,843,782 10
Other Enterprise Funds
Airport 250,579 2,468,918 2,719,497 5.5
total Other Ent. Fund 250,579 2,468,918 2,719,497 5.5
Internal Service Funds
Economic Development 254,788 248,490 503,278 3
Main Street 64,123 55,871 119,994 1
HR - City-Wide Services 897,582 261,150 1,158,732
Human Resources 459,272 83,625 542,897 6
Insurance 544,600 544,600
Legal Services 500,000 500,000
Information Technology 758,341 205,417 963,758 10.5
Info. Tech. ISF 11,285 602,623 562,312 1,176,220
total Internal Svc. Funds 2,445,391 2,501,776 562,312 5,509,479 20.5
Special Revenue Funds
Main Street Façade 69,574 69,574
FEMA 36,339 36,339
105,913 105,913
Division Total 3,942,940 8,623,419 612,312 13,178,671 36
Uses & Expenses
08/09 PROPOSED BUDGET
Management Services
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 goals and objectives it establishes.
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 2007/2008
Approved the Economic Incentive package to bring the Texas Life Sciences Commercialization Center and
Orthopuetics to Georgetown to help expand the City’s tax base.
Approved the City’s updated Comprehensive Plan (Georgetown 2030 Plan) to guide development, to preserve
natural features and protect green space within the city, and preserve the character of the community.
Adopted an updated Parks and Recreation Master Plan to maintain a high quality park system that is
recognized at both the state and national level, and ensure natural areas are preserved and maintained for
future generations.
Adopted conservation subdivision and landscape ordinances to guide development, to preserve natural
features and protect green space within the city, and preserve the character of the community.
Adopted development regulations to implement Transit Oriented Development to work toward establishing a
vibrant, livable, walkable community with character that supports a transit system.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2008/2009
Continue adherence to the City’s financial policy that promotes long-term financial responsibility to ensure
future economic viability of the community.
Adopt the Transit System Masterplan to meet the community’s multiple transportation needs.
Hold a Bond Election in November 2008 for future Road Projects, funding for Garey Park, and the purchase of
additional parkland for West Side Park.
Continue to foster ongoing communication and cooperation with the elected officials for Georgetown
Independent School District, Williamson County and Southwestern University officials and to nurture a healthy
relationship between the City and these organizations for the betterment of the Georgetown Community.
Continue implementation of voluntary and involuntary annexation plans.
Continue implementation of city-wide records management program by continuing to inventory and implement
customized records retention schedules for every department.
128
CITY COUNCIL
06/07
ACTUAL
07/08
ORIGINAL
BUDGET
07/08
FINAL /
ACTUAL
08/09
ADOPTED
09/10
PROPOSED
City Secretary 1 1 1 1 1
Assistant City Secretary 1 1 1 1 1
Affordable Housing Coordinator 1 0 0 0 0
TOTAL 3 2 2 2 2
WORKLOAD MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 06/07
BUDGETED
FY 07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. # of agenda items processed/reviewed 728 775 850 720 800
2. # of hours spent in Council meetings 116 116 150 106 125
3. # of Council/special meetings posted 52 47 55 54 55
4. # of public meetings posted 288 337 300 336 350
5. # of elections held 1 2 2 1 2
PERFORMANCE MEASURES
ACTUAL
FY05/06
ACTUAL
FY 06/07
BUDGETED
FY 07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. % of citizens who rated the value
received from City tax dollars to be
excellent or good *
66.3%
N/A
70%
68.5%
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
07/08 09/10
06/07 07/08 PROJECTED 08/09 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
152,816 184,063 184,057 Personnel 266,596 266,886
244,244 225,298 225,298 Operations 191,541 191,541
10,751 Capital
407,811 409,361 409,355 458,137 458,427
129
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 2007/2008
Created a Transportation Division and established a Director of Transportation position to improve the City’s
response to transportation related issues.
Reorganized the Community Development Division and the Main Street and CVB Departments to enhance the
City’s ability to streamline projects, issues, and items to be more responsive to Community needs.
Worked with Community Development, the Council, and consultants to complete the Georgetown 2030 Plan.
Worked with the Conservation Subdivision Task Force to develop conservation subdivision and landscape
ordinances to guide development, to preserve natural features and protect green space.
Worked with Community Development to create development regulations to implement Transit Oriented
Development to work toward establishing a vibrant, livable walkable community that supports a transit system.
Worked with Housing Department to develop funding alternatives for housing rehabilitation and property
maintenance.
Participated in planning and implementation of the Williamson County Radio Communications System, which is
a county-wide public communication system to meet regional safety needs.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2008/2009
Continue to work with regional partners to develop funding strategies for future road projects.
Continue to develop a long-range facilities plan to more efficiently utilize the City’s current resources to their
most economical use.
Continue development of educational programs to encourage and expand recycling and other conservation
type services through public education. (Policy Principal 4.0 G / Priority Area I)
Continue to work with the Capital Area Rural Transportation System (CARTS) to develop and implement a
Transit System Master Plan to meet the community’s transportation needs. (Policy Principal 3.0 / Priority Area B)
Continue expansion of the Public Information Program to increase and improve community awareness and
understanding of City Services.
Continue implementation of the Downtown Masterplan and the Williams Drive Gateway Masterplan for
redevelopment. (Policy Principal 2.3 B / Priority Area A)
130
CITY MANAGER'S OFFICE
06/07
ACTUAL
07/08
ORIGINAL
BUDGET
07/08
FINAL /
ACTUAL
08/09
ADOPTED
09/10
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 III 0 0 1 1 1
Administrative Assistant II 1 1 0 0 0
Administrative Assistant I 1 1 1 1 1
Public Information Officer 1 1 1 1 1
Claims Specialist 1 1 1 0 0
Community Project Manager 0 0 0 1 1
Video Producer (P/T) 0 0.5 0.5 0.5 0.5
Mail Couriers (P/T) 0.5 0.5 0.5 0.5 0.5
TOTAL 7/.5 7/1 7/1 7/1 7/1
WORKLOAD MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 06/07
BUDGETED
FY 07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. # of Public Information Requests
handled
786
773
800
720
800
2. # of Council/Special Meetings 52 47 55 54 55
3. # of press releases 140 183 200 183 200
4. # of media contacts 472 770 700 770 800
5. # of Public Service Announcements 578 406 600 406 500
PERFORMANCE MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 06/07
BUDGETED
FY 07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. % of citizens who rated their
customer service experience with
city employees to be excellent or
good *
86.6%
N/A
87%
81%
N/A
* Bi-annual citizen’s survey
DEPARTMENTAL BUDGET: GENERAL FUND
07/08 09/10
06/07 07/08 PROJECTED 08/09 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
638,679 685,221 685,221 Personnel 715,413 731,587
242,080 271,637 271,636 Operations 268,072 268,072
14,620 187,580 187,580 Capital 50,000
895,379 1,144,438 1,144,437 1,033,485 999,659
131
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. The City also supports an Air Traffic
Control Tower, with staffing funded through the Federal
Aviation Administration (FAA). 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 and the Air Traffic Control Tower.
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 2007/2008
Began full-time operation of Airport control tower.
Completed Rehab of three Airport Entrance Gates.
Resolved runway approach obstruction issues with the FAA.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2008/2009
Implement Airport Improvement Program (AIP) project to comply with the Federal Aviation Administration (FAA)
regulations regarding runway approach obstructions.
132
AIRPORT
06/07
ACTUAL
07/08
ORIGINAL
BUDGET
07/08
FINAL /
ACTUAL
08/09
ADOPTED
09/10
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 05/06
ACTUAL
FY 06/07
BUDGETED
FY 07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. Jet fuel sold (gal.) 553,082 509,097 600,000 520,000 520,000
2. Avgas sold (gal.) 220,259 212,571 240,000 200,000 200,000
3. Based aircraft (est.) 265 265 265 265 265
PERFORMANCE MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 06/07
BUDGETED
FY 07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. Man hrs / 10 gal of fuel sold
2. Airport expenses/based aircraft
3. T-hangar occupancy rate
.059
$1,520
100%
.076
$1,510
100%
.054
$1,500
100%
.076
$1,566
100%
.076
$1,585
100%
* 2007/08 begins funding for Airport control tower operations.
DEPARTMENTAL BUDGET: AIRPORT FUND
07/08 09/10
06/07 07/08 PROJECTED 08/09 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
239,291 251,582 251,654 Personnel 250,579 250,949
1,971,810 2,088,132 2,085,409 Operations 2,468,918 2,318,918
148,887 Capital
2,359,988 2,339,714 2,337,063 2,719,497 2,569,867
133
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 business recruitment and retention/expansion programs, redevelopment, and community
promotion.
MAJOR DEPARTMENT GOALS
Promote the elements commonly held as the most important contributors to quality of life of our community.
Identify owners of property in the downtown district and work with them to lease available space and maintain
quality and viability of businesses in the district.
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 2007/2008
Provided information to Fortune magazine on the City’s accomplishments in recruitment and retention resulting
in Georgetown’s designation as the 2nd best place in America to Live and Launch.
Won the Texas Economic Development Council Community of the Year award.
Attracted additional life sciences business to the Texas Life Sciences Commercialization Center (TLCC).
Assisted in creating 1,500 new jobs in Georgetown.
Worked heavily with retail, commercial, and industrial brokers to recruit and retain quality business and create
partnership with brokerage community.
Worked with the Economic Development Advisory Board to conduct a survey of City leaders and held a
successful Summit to reveal and discuss the results.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2008/2009
Continue to 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.
Work with the Economic Development Board to expand on the Survey process and continue communication
with City leaders and organizations.
Develop and implement retention, redevelopment, and recruitment programs in the downtown overlay district.
134
ECONOMIC DEVELOPMENT
06/07
ACTUAL
07/08
ORIGINAL
BUDGET
07/08
FINAL /
ACTUAL
08/09
ADOPTED
09/10
PROPOSED
Economic Development Director 1 1 1 1 1
Economic Development Program Mgr 1 1 1 1 1
Community Project Manager 0 1 1 0 0
Administrative Analyst 1 1 1 1 1
TOTAL 3 4 4 3 3
WORKLOAD MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 06/07
BUDGETED
FY 07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. # of inquiries 70 50 70 70 70
2. # of proposals generated 59 51 50 50 50
3. # of Business Retention and
Expansion (BRE) visits
4. # of website hits
15
100,000
40
100,000
12
100,000
12
125,000
12
125,000
PERFORMANCE MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 06/07
BUDGETED
FY 07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. # of prospects 15 15 20 20 20
2. # of site visits 10 10 12 12 12
3. # of new jobs generated within the
community 1,000 1,500 1,000 1,500 1,500
DEPARTMENT BUDGET: JOINT SERVICES FUND
07/08 09/10
06/07 07/08 PROJECTED 08/09 ESTIMATED BUDGET ADOPTED BASEACTUALACTUAL
135
254,788225,675 244,615 244,605 Personnel 255,302
248,490 143,761 185,422 185,422 Operations 248,490
3,500 Capital
372,936 430,037 430,027 503,278 503,792
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
Insure all citizens have access to services which enable them to live safe, healthy, and productive lives.
Provide resources necessary for community agencies to operate in Georgetown.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2007/2008
• Awarded 13 Social Service and 6 Youth and Children’s Programming Contracts, as well as provided funding for
a Crib Program and a Home Repair Program.
• Applied for Community Development Block Grants for the Leander Street project which includes streets,
sidewalks, and drainage improvements to various streets and property within the area.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2008/2009
• 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 an amount equal to 1% of General Fund operating budget for social services,
as well as, an additional .25% 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.
136
WORKLOAD MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 06/07
BUDGETED
FY 07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. Contracts developed and
monitored
2. Amount spent on Social Services
Funding
3. Amount spent on Youth and
Children’s Program Funding
13
$279,571
$0
18
$357,135
$25,000
18
$345,135
$25,000
19
$386,985
$54,000
19
$354,871
$44,359
PERFORMANCE MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 06/07
BUDGETED
FY 07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. % of contracts with prevention
objectives
4
4
6
7
7
DEPARTMENTAL BUDGET: GENERAL FUND
07/08 09/10 06/07 07/08 PROJECTED 08/09 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
220,602244,561 248,861 Personnel 264,961
311,331272,000 293,790 250,250 Social Services Contributions 311,331
1,093,142 2,573,707 2,545,044 Operations 2,700,8682,820,227
1,365,142 3,112,058 3,044,155 3,352,160 3,277,160
137
Management Services
Information Technology
DEPARTMENT DESCRIPTION
The Information Technology Department (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 2007/2008
Completed major systems upgrades to the financial system, fire and code enforcement software, as well as,
upgraded to a new storage area network (SAN).
Continued deployment of fax server for city-wide department use.
Successfully relocated all systems to the new Georgetown Communication and Technology (GCAT) Building.
Successfully implemented failover, dual-core network infrastructure.
Completed Emergency Operations Center (EOC) response plan.
Started the initial phase of the Business Impact Analysis and Continuity plan for the City.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2008/2009
Complete priority systems failover project at Georgetown Municipal Complex (GMC).
Upgrade Microsoft Office 2003 to Office 2007.
Complete the Intranet System.
Review overall use of laser printers, possibly reduce device count by 30%.
Expand Fax Server program to all departments.
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.
138
INFORMATION TECHNOLOGY
06/07
ACTUAL
07/08
ORIGINAL
BUDGET
07/08
FINAL /
ACTUAL
08/09
ADOPTED
09/10
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
Technical Support Specialist I 0 0 1 1 1
Network Manager 1 2 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) 1 0.5 0.5 0.5 0.5
TOTAL (FT/PT) 9/1 10/.5 10/.5 10/.5 10/.5
WORKLOAD MEASURES
ACTUAL
FY 05/06
BUDGETED
FY 06/07
ACTUAL
FY 06/07
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. Help desk calls received 3,370 2,500 1,900 1,900 1,900
2. Computers replaced/purchased* 0 293 55* 17* 53*
3. # of computer users 349 410 417 452 475
4. # of servers managed 40 55 62 60 56
5. # of training sessions conducted 150 120 25 100 100
PERFORMANCE MEASURES
ACTUAL
FY 05/06
BUDGETED
FY 06/07
ACTUAL
FY 06/07
PROJECTED
FY 07/08
PROJECTED
FY08/09
1. % Help Desk calls resolved within
service level standards
75%
80%
85%
90%
90%
2. # of hits to web site 4,000,000 4,500,000 4,000,000 2,800,000** 2,800,000**
3. % users with basic training in core
applications
95%
95%
95%
95%
95%
4. Network uptime
5. Cost of service per user/per yr.
99.5%
$2,931
99.8%
$2,989
99.8%
$3,000
99.8%
$3,000
99.9%
$3,100
* Now reporting new, purchased PC/Laptops/Toughbooks
** Revised numbers reflects more accurate reporting system
DEPARTMENTAL BUDGET: INFORMATION SERVICES FUND
07/08 09/10
06/07 07/08 PROJECTED 08/09 ESTIMATED
ADOPTED BASEACTUALBUDGETACTUAL
139
758,341658,880 734,601 734,596 Personnel 759,785
205,417135,244 197,841 197,841 Operations 205,417
794,124 932,442 932,437 963,758 965,202
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
07/08 09/10
06/07 07/08 PROJECTED 08/09 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE
140
1 1,285 11 ,285 1 1,285 Personnel 1 1,285 439,142 505,458 505,458 Operating 590,981602,623
644,947 185,701 185,701 Capital 631,231562,312
1,084,089 702,444 702,444 1,176,220 1,233,497
Information Technology
Internal Service Fund
Services 08/09 09/10 10/11 11/12 12/13
First Contact meetings 1,200 1,200 1,200 1,200 1,200
Software 10,821 5,000 5,000 5,000 5,000
Technology Training 12,000 12,000 12,000 12,000 12,000
Annual Contracts 466,181 477,466 525,213 577,734 635,507
Printer/Switch Replacements 43,100 43,100 43,100 43,100 43,100
Desktop Operations 5,000 5,000 5,000 5,000 5,000
Network Operations 45,000 45,000 45,000 45,000 45,000
Contingency 13,500 13,500 13,500 13,500 13,500
Total Services 596,802 602,266 650,013 702,534 760,307
Capital Outlays and Projects
Replacement Desktop Hardware 93,931 * 425,000 **
Replacement Toughbooks 185,000 185,000
Replacement Network Hardware 252,666 203,641 224,005 246,406 271,046
Total Capital Replacement 531,597 628,641 224,005 246,406 456,046
Total IT Internal Service Fund 1,128,399 1,230,907 874,018 948,939 1,216,353
Number of Computers Added 60 360
*Based upon purchase of new equipment for service level and program needs
** Replace existing computers (4 year replacement)
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, as well as,
Municipal Court prosecution.
LEGAL CONTRACT BUDGET: JOINT SERVICES FUND
07/08 09/10 06/07 07/08 PROJECTED 08/09 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE
415,542 450,000 450,000 Operations 425,000 425,000
48,747 40,000 40,000 Legal Contingency 75,000 75,000
464,289 490,000 490,000 500,000 500,000
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City Manager’s Office
Main Street Program
DEPARTMENT DESCRIPTION
The Main Street program focuses on downtown revitalization
within the context of historic preservation to help diversify the
economic base of the community. Georgetown Main Street
works to enhance the unique character of downtown
Georgetown through historic preservation and community
involvement, while at the same time promoting the Downtown
Overlay District, providing educational and technical
assistance to business and property owners, and maintaining
the beauty of Georgetown. The overall goal is to help provide
opportunities to enhance the downtown for citizens and
tourists. Oversight is provided through the Economic
Development department.
MAJOR DEPARTMENT GOALS
Promote a positive image of the downtown and its cultural and historical attributes to locals and visitors.
Enhance the unique character of the Downtown Overlay District through partnerships and community
involvement.
Maintain and increase the aesthetic appeal of the Downtown Overlay District by promoting historic preservation
and high quality design through educational and technical assistance to business and property owners.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2007/2008
Won the Texas Downtown Association’s (TDA) President’s Award for “Best Marketing Program” for “Sincerely
Yours” campaign and received media coverage from Austin Business Journal and The Williamson County Sun.
Awarded Main Street Facade Grants to six downtown property/business owners totaling over $21,300.
Partnered with Downtown Georgetown Association (DGA), Georgetown Heritage Society (GHS) and
Williamson County Historical Museum (WCHM) on increasing awareness of May as National Preservation
Month, as well as received media coverage from Community Impact newspaper and Texas Comptroller of
Public Accounts newsletter on Georgetown Main Street’s 25th Anniversary in 2007.
Worked with Support Services to install first phase of the downtown wayfinding signage including downtown
directory and public parking signs, as well as the new downtown native landscaping around the square.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2008/2009
Apply for additional TDA Awards for Best Restoration, Best Rehabilitation, Best New Construction and Best
Adaptive Reuse.
Produce economic incentives brochure to provide one-stop information for applicants who submit a building
permit in the Downtown Overlay District.
Work closely with city staff liaisons of Historical and Architectural Review Commission (HARC), Planning &
Development, and Economic Development to streamline new downtown businesses’ permit and application
process.
Review and look at options for improving downtown pedestrian environment around the square including tree
replacement, tree uplighting on the corners and other year-round lighting.
Increase participation in the Facade Grant program through added funding opportunities. (Policy Principal 1.1 B / Priority Area C)
Utilize consultant to determine retail mix for downtown and aid with recruitment. (Policy Principal 2.2 / Priority Area C)
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MAIN STREET
06/07
ACTUAL
07/08
ORIGINAL
BUDGET
07/08
FINAL /
ACTUAL
08/09
ADOPTED
09/10
PROPOSED
Main Street Manager .5 .5 .5 1 1
TOTAL 0 0 0 1 1
WORKLOAD MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 06/07
BUDGETED
FY 07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. # of special events held in the Main
Street area
28
28
28
28
30
2. # of training/educational seminars
hosted
3
3
3
3
4
PERFORMANCE MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 06/07
BUDGETED
FY 07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. Special downtown event attendance 85,000 85,000 85,000 85,000 95,000
2. Amount of reinvestment in downtown
3. # of downtown businesses openings
$1,000.000
8
$1,000,000
8
$4,000,000
9
$6,000,000
9
$5,000,000
9
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
07/08 09/10
06/07 07/08 PROJECTED 08/09 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
79,644 87,391 84,678 Personnel 64,123 64,487
18,766 77,595 75,469 Operations 55,871 35,871
15,000 19,833 Capital
98,410 179,986 179,980 119,994 100,358
MAJOR BUDGET CHANGES/ISSUES:
Prior to 2008/09, the Main Street Manager was partially shared with the Convention and Visitor’s Bureau (CVB).
This year, the Main Street program has been reassigned as part of Economic Development, focusing on the historic
downtown.
145
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
Provide services, tools and open communication to create an environment where individuals are treated fairly
and consistently.
Attract, retain, and develop a quality workforce.
Provide each employee with a safe work environment.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2007/2008
Implemented online Applicant Tracking system to increase the pool of applicants and enhance efficiencies.
Implemented a Wellness program to begin to change employee behavior and improve focus on healthy
lifestyles.
Contracted with a Benefits Consultant to enhance the benefits program.
Implemented online Benefits Management System to enhance efficiencies and provide better employee
access.
Implemented citywide incentive pay for bilingual skills.
Completed revision of City Personnel Policies and Procedures
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2008/2009
Identify areas in need of increased workforce diversification.
Review staffing levels for non-public safety departments.
Continue the development of a merit-based pay plan for non-public safety employees.
(Policy Principal 4.0 D / Priority Area J)
Complete and implement development of supervisor and administrative assistant resource manuals.
Develop Supervisor monthly HR Advisor newsletter.
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 Principal 4.0 D / Priority Area L)
146
HUMAN RESOURCES
06/07
ACTUAL
07/08
ORIGINAL
BUDGET
07/08
FINAL /
ACTUAL
08/09
ADOPTED
09/10
PROPOSED
Human Resources Director 1 1 1 1 1
Human Resources Generalist 2 3 2 3 3
Human Resources Technician 0 0 1 1 1
Administrative Assistant III 1 1 1 1 1
TOTAL (FT/PT) 4 5 5 6 6
WORKLOAD MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 06/07
BUDGETED
07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. Application/resumes processed 2,177 2,562 3,100 2,862 3,500
2. Employee training hours provided
(per employee)
45
43.3
50
45
50
3. Employee relations issues 72 85 75 80 90
4. # Civil Service Commission mtgs. 4 4 4 5 5
5. # of worker’s compensation claims
processed
38
47
40
45
50
PERFORMANCE MEASURES
ACTUAL
FY 05/06
ACTUAL
FY 06/07
BUDGETED
07/08
PROJECTED
FY 07/08
PROJECTED
FY 08/09
1. # of disciplinary actions appealed
to City Manager
3
1
2
2
3
2. Average # of open positions 12 12 15 15 15
3. Turnover rate 13% 12% 10% 13% 15%
4. # of work injuries/illness requiring
medical attention
31
37
35
30
35
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
07/08 09/10 06/07 07/08 PROJECTED 08/09 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE
262,789 346,503 343,215 Personnel 459,272 460,322
171,343 61,945 62,013 Operations 83,625 83,625
434,132 408,448 405,228 542,897 543,947
MAJOR BUDGET CHANGES/ISSUES:
A generalist position has been transferred into the department to manage the City’s safety program.
147
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
07/08 09/10
06/07 07/08 PROJECTED 08/09 ESTIMATED
ADOPTED BASEACTUALBUDGETACTUAL
450,000324,171 353,071 353,071 Merit Bonus
97,128 154,727 154,727 Benefits/Market 347,982447,582
72,879 239,897 239,888 Operations 261,150261,150
1,158,732494,178 747,695 747,686 Subtotal-Department 609,132
444,600293,844 444,600 444,600 Insurance 444,600
24,425 50,000 50,000 Insurance Deductible 100,000100,000
1,703,332812,446 1,242,295 1,242,286 1,153,732
148