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Home My WebLink About10-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. 126 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 2008/2009 • Held a successful Bond Election in November 2008 for future road and park projects. • Adopted the Parks and Recreation Element of the 2030 Comprehensive Plan to ensure the maintenance of 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 several ordinances including a Youth Curfew, Carnival Hours, Graffiti, Excessive Noise, Peddlers and Solicitors, and Vehicle Parking to ensure Georgetown is a safe and attractive community with a unique sense of place and a positive, identifiable image. • Adopted a new paperless agenda program to provide Georgetown’s citizens with internet access to City Council Agenda Packets so they are informed about the local government on key issues affecting the community. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Continue adherence to the City’s financial policy that promotes long-term financial responsibility to ensure future economic viability of the community. • Adopt an annual budget with no increase in property tax burden to the citizens of Georgetown. • Continue to work with the Georgetown Transportation Enhancement Corporation and the Georgetown Economic Development Corporation to attract and retain businesses that meet the City’s standards and economic development model to diversify and expand the community’s tax base away from residential properties and ensure the future economic viability of the community. • Continue to foster ongoing communication and cooperation with local, regional, state and federal representatives to nurture a healthy relationship between the City and these organizations for the betterment of the Georgetown Community. • Adopt Economic Development Plan Element of the Georgetown 2030 Plan. • Continue implementation of city-wide records management program by continuing to inventory and implement customized records retention schedules for every department. 127 CITY COUNCIL 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED City Secretary 1 1 1 1 1 Assistant City Secretary 1 1 1 1 1 TOTAL 2 2 2 2 2 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. # of agenda items processed/reviewed 775 727 800 840 850 2. # of hours spent in Council meetings 116 140 125 140 150 3. # of Council/special meetings posted 47 61 55 65 60 4. # of public meetings posted 337 290 350 330 350 5. # of elections held 2 2 2 2 1 PERFORMANCE MEASURES ACTUAL FY06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. % of citizens who rated the value received from City tax dollars to be excellent or good * N/A 68.5% N/A N/A 80% 2. City Council meeting minutes completed and approved in two weeks 100% 100% N/A 100% 100% * Bi-annual citizen’s survey DEPARTMENTAL BUDGET: GENERAL FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 157,473 236,596 221,156 Personnel 233,532 235,083 180,267 221,541 220,481 Operations 169,601 170,142 1,492 Capital 339,232 458,137 441,637 403,133 405,225 128 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 2008/2009 • Worked closely with the City Council and Finance to monitor and adjust the City’s operational budget in response to the impacts of this year’s economic climate. • Continued working with regional partners to develop funding strategies for future road projects, including Williams Drive, FM 971, and FM 1460. • Established a Communications Department, thus expanding the Public Information Program to increase and improve community awareness and understanding of City Services. • Continued implementation of an aggressive Code Enforcement and Property Maintenance Enforcement Program. • Established a designated records management position to oversee the continued implementation of the city- wide records management program. • Conducted Georgetown Citizen Academy classes and implemented a Community Outreach program to improve citizen awareness and understanding of City programs, services and issues and promote a positive public image of the City and organization. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Work with City Council to adopt an annual budget with no increase in property taxes. • Continue to work with local, regional, state, and federal partners to develop funding strategies for future road projects and to foster communication and cooperation for future planning. • Continue implementation of the Downtown Masterplan and the Williams Drive Gateway Masterplan for redevelopment. • Work closely with the U.S. Census Bureau to ensure an accurate population count during the 2010 Census for the City in preparation for the decennial redistricting process. 129 CITY MANAGER'S OFFICE 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED City Manager 1 1 1 1 1 Assistant City Manager 1 1 1 1* 1* Executive Assistant 1 1 1 1 1 Administrative Assistant III 1 1 1 0 0 Records Manager 0 0 0 1 1 Administrative Assistant I 1 1 1 1 1 Public Information Officer 1 1 1 0 0 Claims Specialist 1 0 0 0 0 Community Project Manager 0 1 1 0 0 Video Producer (P/T) 0.5 0.5 0.5 0.5 0.5 Mail Couriers (P/T) 0.5 0.5 0.5 0.5 0.5 TOTAL (FT/PT) 7/1 7/1 7/1 5/1 5/1 *Includes 1 “frozen” unfunded position. WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. # of Public Information Requests handled 773 801 800 755 800 2. # of Council/Special Meetings 47 61 55 65 60 3. # of press releases 183 171 200 150 200 4. # of media contacts 770 606 800 400 600 5. # of Public Service Announcements 406 361 500 350 400 PERFORMANCE MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. % of citizens who rated their customer service experience with city employees to be excellent or good * N/A 81% N/A N/A 85% * Bi-annual citizen’s survey DEPARTMENTAL BUDGET: GENERAL FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 659,749 706,413 564,888 Personnel 395,641 550,055 305,459 277,072 276,795 Operations 213,455 220,711 58,439 50,000 50,000 Capital 1,023,647 1,033,485 891,683 609,096 770,766 130 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 2008/2009 • Removed obstructions and relocated fence, east side of the runway 18 approach. • Removed obstructions to runway 11 approach. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Implement Airport Improvement Program (AIP) project to comply with the Federal Aviation Administration (FAA) regulations regarding runway approach obstructions to runway 36 and 29. • Construct road improvements included in the recently awarded FFA grant. 131 AIRPORT 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 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 (FT/PT) 2/3.5 2/3.5 2/3.5 2/3.5 2/3.5 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Jet fuel sold (gal.) 509,097 525,594 520,000 500,000 510,000 2. Avgas sold (gal.) 212,571 198,057 200,000 180,000 185,000 3. Based aircraft (est.) 265 265 265 265 265 4. Airport Operations (Annual) N/A N/A N/A 74,000 73,000 PERFORMANCE MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. Man hrs / 10 gal of fuel sold 2. Airport expenses/based aircraft 3. T-hangar occupancy rate .076 $1,510 100% .075 $1,766 100% .076 $1,585 100% .080 $1,928 100% .079 $1,950 100% * 2007/08 begins funding for Airport control tower operations. DEPARTMENTAL BUDGET: AIRPORT FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 249,337 250,579 245,506 Personnel 244,477 244,477 2,740,539 2,468,918 2,462,667 Operations 2,275,869 2,275,062 76,400 Capital 212,400 2,989,876 2,719,497 2,784,573 2,732,746 2,519,539 132 Management Services Communications Department DEPARTMENT DESCRIPTION The Communications Department informs the public and provides methods for interaction about City initiatives and programs through the City websites, social media sites, City Reporter resident newsletter, e-newsletters, news releases, cable access channel 10, and other mailings and advertisements. MAJOR DEPARTMENT GOALS • Inform Georgetown residents of City programs, initiatives, projects, events, and ballot measures. • Answer questions from the public and reporters. • Promote the City’s programs, initiatives, and services to the broader public through the media. • Encourage participation and engagement with City governance and programs. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009 • Led bond information campaign in November using the website, advertisements, news releases, mailers, and cable channel, resulting in voter approval of $81 million in parks and road bonds. • Launched City Facebook, Twitter, Flickr, and YouTube sites. • Created a Citywide Communication Team, to help develop communication policies and goals for the City. • Publicized water conservation and mandatory restrictions in multi-faceted media campaign. • Publicized opening of 2010 Census office in Georgetown and worked with Georgetown Complete Count Committee on local strategy to increase resident participation in the 2010 Census. • Recognized by the National Association of Government Webmasters for a top-three city website in the United States for cities with populations between 35,000 and 100,000. • Recognized by the Texas Association Convention and Visitor Bureaus as having the top tourism website in Texas for bureaus with operating budgets under $350,000. • Created new e-commerce sites for merchandise to raise money for the Bow Wow Bowl and the Fire Department Pink Heals Tour. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • Continue to work with Communication Team to develop and revise public communication and media policies and strategies to respond to the changing communication media environment. • Continue to work with Georgetown Complete Count Committee on local strategy to increase resident participation in census count in 2010. • Implement agreement with Suddenlink for new equipment to allow for broadcast of cable channel 10 programming from city office at 103 W. Seventh Street. • Develop capability to broadcast digital video files on channel 10 with new equipment. • Enhance mobile device platforms for City websites. • Look for new e-commerce opportunities on the City websites. • Continue to develop, encourage and expand recycling and other conservation type services through public education by increasing customer education through an aggressive advertisement and promotion program. 133 COMMUNICATIONS DEPARTMENT 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED Communications Director 0 0 0 1 1 Webmaster 0 0 0 1 1 TOTAL 0 0 0 2 2 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. # of press releases 183 171 200 150 200 2. # of media contacts 770 606 800 400 600 3. # of Public Service Announcements 406 361 500 350 400 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: This department was previously included in the City Manager’s Office. Performance Measures will be developed over the next year. 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE Personnel 138,599 155,906 Operations 61,225 61,225 199,824 217,131 134 Management Services Economic Development DEPARTMENT DESCRIPTION The Economic Development department leads and coordinates the community’s economic development efforts. The department works to improve the social, employment, and physical conditions of the City by increasing the City of Georgetown’s economic base and the availability of quality jobs. In addition, the department undertakes projects that will foster partnership among private and public entities, and implements economic development goals 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 in Georgetown. • 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. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2008/2009 • Attracted additional life sciences business to the Texas Life Sciences Commercialization Center (TLCC) and created a partnership with A & M medical school. • Worked heavily with retail, commercial, and industrial brokers to recruit and retain quality business and create partnership with brokerage community. • Developed relationships with state and federal agencies to gain access to the most up-to-date and accurate demographic and economic information. • Implemented the “Economic Development Brown Bag Lunch” series as a community outreach program. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2009/2010 • 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. • Continue to 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. • Implement a “buy local” campaign. • Develop and implement retention, redevelopment, and recruitment programs in the downtown overlay district. 135 ECONOMIC DEVELOPMENT 07/08 ACTUAL 08/09 ORIGINAL BUDGET 08/09 FINAL / ACTUAL 09/10 ADOPTED 10/11 PROPOSED Economic Development Director 1 1 1 1 1 Economic Development Program Mgr 1 1 1 1 1 Community Project Manager 1 0 0 0 0 Administrative Analyst 1 1 1 1 1 TOTAL 4 3 3 3 3 WORKLOAD MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. # of inquiries 50 70 70 70 70 2. # of proposals generated 51 50 50 50 50 3. # of Business Retention and Expansion (BRE) visits 4. # of website hits 40 100,000 12 100,000 12 100,000 12 125,000 24 125,000 PERFORMANCE MEASURES ACTUAL FY 06/07 ACTUAL FY 07/08 BUDGETED FY 08/09 PROJECTED FY 08/09 PROJECTED FY 09/10 1. # of prospects 15 20 20 20 20 2. # of site visits 10 12 12 12 12 3. # of new jobs generated within the community 1,500 1,000 1,000 1,500 1,000 DEPARTMENT BUDGET: JOINT SERVICES FUND 08/09 10/11 07/08 08/09 PROJECTED 09/10 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 239,472 268,788 268,523 Personnel 271,559 275,245 166,796 243,490 220,992 Operations 219,594 129,400 995 Capital 407,263 512,278 489,515 491,153 404,645