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Home My WebLink About10 - Management ServicesManagement 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 Human Resources, Animal Services, Library and the Airport. U Management Services Percent change of 01/02 Adopted from 00/01 Projected Actual Airport 99/00 ACTUAL 00/01 BUDGET 00/01 PROJECTED ACTUAL „ 01/02 ADOPTED '/o Chan e* _ 02/03 ESTIMATE _ BASE City Council 75,033 348,803 317,762 368,802 (16.1%) 318,802 City Manager's Office 602,677 551,378 510,259 540,979 (6.o%) 540,979 Airport 1,108,858 1,128,900 1,258,177 1,226,064 (-2.6%) 1,269,364 Animal Services 246,658 296,674 282,351 302,748 (7.2%) 304,248 Animal Services SRF 10,000 (N/A) 10,000 General Govt. Contracts 248,865 252,113 275,987 514,601 (86.5%) 589,244 Legal Contracts 411,587 496,243 470,191 347,698 (-26.1'0) 347,698 Human Resources 510,813 470,798 430,455 365,269 (-15.1%) 365,269 City-wide Services 329,131 679,069 455,653 457,456 (0.4%) 482,332 Library 767,396 840,535 831,707 846,594 (1.8%) 846,594 Library Donations 25,091 54,644 54,644 44,431 (-18.7%) 21,100 Division Total 4,326,109 5,119,157 4,887,186 5,024,642 (2.8'0) 5,095,630 Percent change of 01/02 Adopted from 00/01 Projected Actual Airport ._. _..-: _._..._. ----- - - 1,226,064 Library 891,025 City Mgr.'s Office - - ._. -. 540,979 Gen. Govt. Cont. 514,601 City-wide Svcs. Y 457,456 City Council 368,802 Human Resources .__.^`� _ _-__ 365,269 Legal Contracts _ _ 347,698 Operat Animal Services312,748 64°r 0 200,000 400,000 600,000 800,000 1,000,0001,200,0001,400,000 115 Capital 2% sonnel 34% 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 the City Manager 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 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 polices which 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 2000/2001 • Utilized a special citizen's committee to review possible funding sources that resulted in a voter -approved sales tax increase dedicated for transportation improvements. • Reviewed and revised the sign ordinance and subdivision regulations as they relate to the Urban Design Plan. • Provided guidance in the implementation of economic development goals for the community. • Contracted with Williamson County to administer all municipal elections to increase election efficiency. • Developed standard by-laws for Council appointed boards and commissions. • Upgraded and consolidated code enforcement efforts, providing consistency in program administration. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Adopt a long-term financial and business plan for the City to ensure future economic viability of the community. • Revise by-laws and operating procedures of the Georgetown 4B to reflect new transportation responsibilities. • Review the Charter for possible updates, changes and voter approval. • Implement the Redistricting Plan for future elections. • Conduct a Special Bond Election for Library and City Hall expansion, and renovation of the Community Center to meet the needs of the growing community. • Implement an improved records management program to increase efficiency and accessibility. • Implement Downtown Business District recommendations to preserve historic Georgetown. 116 99/00 00/01 00/01 01/.02 02/03 CITY COUNCIL ACTUAL BUDGET ACTUAL ADOPTED PROJECTED City Secretary 0 1 1 1 1 Total 0 1 1 1 1 116 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. # of agenda items processed/reviewed 784 980 975 1,500 1,600 # of Hours Spent in Council Meetings 84.5 158 150 255 275 2. Posted Council/Special Meetings 37 60 100 135 150 3. # of Public Meetings Posted 190 325 350 350 350 4. # of Elections Held 2 1 1 11 1 2 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Requests for assistance responded to within 72 hours 96% 98% 98% 98% 98% 2. City Council meeting minutes ADOPTED BASE 23,559 74,787 73,368 completed and approved in 99% 98% 100% 100% 100% two weeks 75,033 348,803 1 368,802 318,802 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Council's Contingency funds were increased by $50,000 in 2001/02 to handle costs for several one-time projects, including risk management and the charter review. 117 00/01 02/03 99/00 00/01 PROJECTED 01/02 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 23,559 74,787 73,368 Personnel 75,475 75,475 51,474 274,016 244,394 Operations 293,327 243,327 75,033 348,803 317,762 368,802 318,802 MAJOR BUDGET CHANGES/ISSUES: Council's Contingency funds were increased by $50,000 in 2001/02 to handle costs for several one-time projects, including risk management and the charter review. 117 Management Services City Manager's Office DEPARTMENT DESCRIPTION The City Manager's Office is responsible for the administration of City affairs and serves as the liaison between the policymaking and administrative branches of City Government. The City Manager, appointed by 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. 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 organization. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 • Coordinated efforts with Police Department to study the feasibility of a countywide law enforcement training center to enhance training opportunities within Williamson County. • Began implementation of the recommendations for community economic development envisioned by the Economic Development Task Force. • Coordinated the Special Election in which voters approved an increase in the sales tax in the City of Georgetown for transportation improvements. • Worked with Finance and Administration to complete the first two phases of the Competitive Fee Analysis to identify cost of service for utilities and other governmental operations. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Develop a Public Information Program to improve community understanding of City services. • Create a tracking system for City leases and contracts for management efficiency. • Provide a mechanism to track projects that provides status information to the City Council. • Finalize a long-term financial and business plan for the City to ensure on-going financial stability. • Review departmental efficiency and identify areas for possible outsourcing while maintaining high levels of service. • Provide management oversight to departments previously under Community Services. • Revise organizational structure to oversee City operations. CITY MANAGER'S OFFICE 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED City Manager 1 1 1 1 1 1 Assistant City Manager for Operations 1 1 1 1 1 Administrative Assistant/Deputy City Secretary 1 1 1 1 Staff Assistant/Receptionist 1 1 1 1 1 0 Assistant to City Manager 1 1 1 0 0 City Secretary 1 0 0 0 1 Public Information Officer 0 0 0 1 Mail Couriers (PT) Total (Fr/P .5 6/.5 .5 5/.5 .5 5/.5 .5 5/.5 .5 1 5/.5 118 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. # of Public Information Requests FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 handled 79 80 N/A 100 100 2. # of requests for assistance N/A N/A N/A N/A 1,000 # of agenda items processed/ 24,197 Capital reviewed 784 980 975 1,500 1,600 3. # of Council/Special Meetings 37 60 50 135 150 DEPARTMENTAL BUDGET: JOINT SERVICES FUND ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED PERFORMANCE MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. Citizen inquiries resolved upon ADOPTED BASE 398,712 336,776 321,952 Personnel request 98% 98% 98% 98% 98% 2. Requests for assistance 24,197 Capital responded to in 72 hours 98% 98% 98% 98% 98% DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: With the restructure and disollution of the Community Services Division, the Assistant City Manager will now oversee operations of the Airport, Animal Services, and the Library. During 2001/02, the City Manager will develop a revised organizational structure to more adequately oversee City operations. 11 00/01 02/03 99/00 00/01 PROJECTED 01/02 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 398,712 336,776 321,952 Personnel 402,042 402,042 179,768 214,602 188,307 Operations 138,937 138,937 24,197 Capital 602,677 551,378 510,259 540,979 540,979 MAJOR BUDGET CHANGES/ISSUES: With the restructure and disollution of the Community Services Division, the Assistant City Manager will now oversee operations of the Airport, Animal Services, and the Library. During 2001/02, the City Manager will develop a revised organizational structure to more adequately oversee City operations. 11 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 5000 -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. BASED AIRCRAFT Sam "M 00mi 011or MAJOR DEPARTMENT GOALS Minimize the environmental impact of the Airport. Operate the Airport so as to minimize costs and maximize efficiency. Ensure the safety of the flying public. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 • Rehabilitated various airport assets to extend their useful life. • Began construction on Terminal remodel/addition project to upgrade historical facility. • Converted AvGas system to self-service to maximize efficiency of airport operations. • Received State and Federal approval for an air traffic control tower to address safety issues at the airport. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 Complete F.A.R. Part 150 Noise Study and implement recommendations to address neighborhood concerns. Continue planning for the Air Traffic Control Tower for safety purposes at the airport. Complete construction of the Airport Terminal Building, improving services for airport customers. AIRPORT 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED Airport Manager 1 1 1 1 1 1 Airport Support 1 1 1 1 Ground Maintenance (PT) .5 .5 .5 .5 .5 Bookkeeper (PT) .5 .5 .5 .5 .5 Fuel Attendants (PT) 3.25 3.25 2.5 2.5 2.5 Total (FT/PT) 2/4.25 2/4.25 2/3.5 213.5 2/3.5 120 DEPARTMENTAL BUDGET: AIRPORT FUND ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED WORKLOAD MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. Jet fuel sold 170,198 342,295 300,000 400,000 450,000 2. AvGas sold 209,120 289,082 275,000 275,000 300,000 3. Based aircraft 201 268 300 300 325 4. Takeoff or landings N/A 1 81,432 1 91,155 91,155 98,751 DEPARTMENTAL BUDGET: AIRPORT FUND ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED PERFORMANCE MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. Man hours/10 gallon fuel sold .24 .14 .16 .12 .08 2. Airport expenses/ based aircraft $1,299 $1,171 $1,139 $1,067 $1,000 3. Airport expenses/ aircraft operations No Data 3.85 3.75 3.51 3.29 4. T -hangar occupancy rate 100% 100% 100% 100% 100% DEPARTMENTAL BUDGET: AIRPORT FUND 1,108,858 1,128,900 1,258,177 MAJOR BUDGET CHANGES/ISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE Personnel 202,355 202,355 Operations 1,023,709 1,067,009 1,226,064 1,269,364 Capital improvements to the Airport are approved by Council through grant applications for funding and through the budget process. Review of available resources and consideration of on-going costs are required before each project is approved. 121 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 159,374 174,551 164,043 949,484 954,349 1,094,134 1,108,858 1,128,900 1,258,177 MAJOR BUDGET CHANGES/ISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE Personnel 202,355 202,355 Operations 1,023,709 1,067,009 1,226,064 1,269,364 Capital improvements to the Airport are approved by Council through grant applications for funding and through the budget process. Review of available resources and consideration of on-going costs are required before each project is approved. 121 Management Services Animal Services DEPARTMENT DESCRIPTION Animal Services protects the health and safety of persons in Georgetown from animal nuisances and dangers and promotes animal welfare in our community. A primary responsibility is protecting people ANIMAL SERVICE CALLS from the threat of rabies, accomplished mainly through the enforcement of various laws and ordinances, including vaccination requirements for 2,8W dogs and cats and the "leash law" for dogs, and providing information 2,00 and education. Officers patrol the City, proactively enforcing City Code 2.0 relating to animals and responding to a variety of calls for service, and 1•800 are on call 24 hours a day for emergencies involving animals. The ' a°° Department assists residents with animal nuisance control, with -an --4W o emphasis on providing information on methods of peaceful coexistence ° 97/98 WM "M awl with wildlife rather than eradication of a valuable resource. Animal Services shelters stray and homeless pets, reuniting lost pets with their families and placing homeless pets in loving, responsible homes. MAJOR DEPARTMENT GOALS • Ensure that no pets" in Georgetown are killed only because they are homeless. • Eliminate any significant threat of people contracting Rabies in Georgetown. • Promote the value of wildlife and peaceful coexistence except in extreme circumstances. • Ensure that persons walking on public property in the City are free of reasonable concern for being threatened by dogs running at large. Pets meaning cats and dogs. nee.inR nFPARTL4FNT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 • Implemented an animal safety and humane education program to promote animal welfare. • Expanded the Animal Shelter's adoption program by increasing the Shelter's volunteer base. • Increased data management capabilities by adding a computer to the Animal Services' office. • Expanded Animal Services capabilities in investigating animal abuse and neglect and taking action in such cases by having an Animal Control Officer become certified as an Animal Cruelty Investigator. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Continue to increase percentage of pets adopted from the animal shelter through the use of volunteer labor and marketing strategies. • Mark with identification microchips, pets adopted from the Animal Shelter to help in license tracking of animals. • Develop an educational program for wildlife nuisance issues. • Promote citizen awareness of City Code relating to animals. • Assist in design of the City's new Animal Shelter to provide more adequate facilities and expand services within the community. 122 99/00 00/01 00/01 01/02 02/03 ANIMAL SERVICES ACTUAL BUDGET ACTUAL ADOPTED PROJECTED Animal Services Director Animal Services Coordinator 1 .75 1 .75 1 .75 1 .75 1 .75 Animal Control Officer Animal Shelter Attendant 3 1.75 3 1.75 3 1.75 3 1.75 3 1.75 Total Fr/PT) 6/.5 6/.5 6/.5 1 6/.5 1 6/.5 122 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. # of pets impounded 1,413 1,352 1,600 1,360 1,400 2. # of pets killed 424 192 288 187 168 3. # of pets leaving animal shelter 234,155 234,155 49,041 75,270 60,948 Operations alive 897 986 NA 1,034 1,092 4. # of pets impounded with current N/A N/A N/A N/A 10% licenses N/A N/A N/A N/A 140 5. # of wildlife nuisance complaints N/A N/A N/A N/A 1,000 6. # of traps delivered for wildlife nuisances N/A N/A N/A N/A 250 7. # of loose dog complaints N/A N/A N/A N/A 750 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. % of impounded pets killed 30% 14% 18% 14% 12% 2. % of impounded pets leaving the 63% 73% N/A 76% 78% animal shelter alive 234,155 234,155 49,041 75,270 60,948 Operations 3. % of impounded pets currently 70,093 246,658 296,674 282,351 302,748 licensed N/A N/A N/A N/A 10% 4. % of wildlife nuisance complaints resulting in traps delivered N/A N/A N/A N/A 25% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGESASSUES: Planning will be underway in 2001/02 for the expansion/remodel of the Animal Shelter. Utility costs are expected to increase slightly when Animal Services moves to their new location in 2003. Additional costs may be identified as the remodeling progresses. 123 00/01 02/03 99/00 00/01 PROJECTED 01/02 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 197,617 221,404 221,403 Personnel 234,155 234,155 49,041 75,270 60,948 Operations 68,593 70,093 246,658 296,674 282,351 302,748 304,248 MAJOR BUDGET CHANGESASSUES: Planning will be underway in 2001/02 for the expansion/remodel of the Animal Shelter. Utility costs are expected to increase slightly when Animal Services moves to their new location in 2003. Additional costs may be identified as the remodeling progresses. 123 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 To insure all citizens have access to services which enable them to live safe, healthy, and productive lives. To provide resources necessary for community agencies to operate in Georgetown. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 • Developed nine contracts for services provided by non-profit agencies. • Analyzed City relationships with non-profit organizations and other entities in categories of festivals and social events, leases, service contracts, and partnerships. • Prepared agreements for lease of City buildings and property maintenance arrangements. • Developed RFP for outsourcing legal services, increasing efficiency and availability of technical resources. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 Begin discussions and develop workshops for community and social services providers on results -oriented performance objectives and prevention issues, and form service partnerships as appropriate. Fully implement legal services contract providing services for the City's legal needs. 124 DEPARTMENTAL BUDGET: GENERAL FUND ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED WORKLOAD MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. Contracts developed and BUDGET ACTUAL ADOPTED BASE monitored 10 10 9 9 TBD DEPARTMENTAL BUDGET: GENERAL FUND ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED PERFORMANCE MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. % of contracts with prevention BUDGET ACTUAL ADOPTED BASE objectives N/A N/A N/A N/A 4 DEPARTMENTAL BUDGET: GENERAL FUND 248,865 252,113 275,987 Subtotal - Department 1,062,712 1,124,389 1,172,488 Intfd Nondept'I Chrg 1,311,577 1,376,502 1,448,475 Subtotal - Department 514,601 589,244 1,050,594 1,050,594 1,565,195 1,639,838 MAJOR BUDGET CHANGES/ISSUES: Each social service contribution is approved individually by Council as part of the budget process. The Williamson County Health department allocation, which is set by population in the City, is included in the base budget due to the City's on-going responsibility for this agency. Also included are funds for salary and merit adjustments that will be transferred to the General Fund departments in January 2002. 125 00/01 02/03 99/00 00/01 PROJECTED 01/02 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 8,664 5,363 5,363 Facilities Maintenance 5,744 5,744 83,000 103,750 103,750 Social Services Contributions 142,900 144,000 144,276 130,000 153,874 Special Svc & Legal 350,457 424,000 12,925 13,000 13,000 Utilities 15,500 15,500 248,865 252,113 275,987 Subtotal - Department 1,062,712 1,124,389 1,172,488 Intfd Nondept'I Chrg 1,311,577 1,376,502 1,448,475 Subtotal - Department 514,601 589,244 1,050,594 1,050,594 1,565,195 1,639,838 MAJOR BUDGET CHANGES/ISSUES: Each social service contribution is approved individually by Council as part of the budget process. The Williamson County Health department allocation, which is set by population in the City, is included in the base budget due to the City's on-going responsibility for this agency. Also included are funds for salary and merit adjustments that will be transferred to the General Fund departments in January 2002. 125 Management Services Human Resources & Safety Services DEPARTMENT DESCRIPTION The Human Resources and Safety Services Department provides employee and organizational support to attract and retain quality employees. The department works with all divisions to improve internal processes and continually develop programs to enhance employee satisfaction. In addition, the department facilitates citywide programs and services such as compensation administration, policy interpretation, and benefits administration. It is the department's goal to provide exceptional customer service to both internal and external customers. MAJOR DEPARTMENT GOALS TURNOVER RATE Provide services and tools to create an environment where employees 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 2000/2001 • Increased staffing support resulting in a 67% reduction in posted positions since the beginning of FY'01. • Implemented Benefits Committee recommendations, which included employer -paid dental, 20 -year retirement, 6% TMRS contribution, and modifications to longevity pay to further enhance the employee's total compensation/benefits package increasing employee satisfaction and retention. • Developed benefit issue resolution process to assist employee's with efficient resolution of benefits claim dispute. • Facilitated salary market adjustments, which resulted in pay increases for 141 employees currently compensated below market rates. • Expanded quarterly employee events program to increase employee participation and satisfaction and offer opportunities for employee/family interaction. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Revise Personnel Policies and Procedures to ensure compliance with federal employment law and consistency in administration of employee relations. • Develop and implement human resource information system to be fully integrated with the City's financial information system in order to increase efficient processing and maintenance of employee data/records. • Develop supervisor and administrative assistant resource manuals and training to provide guidance on policy administration, safety processes, staffing and payroll procedures, benefits, and compensation. • Develop a process to educate employees regarding the use and value of their employee benefits to include an annual Benefits/Health Fair and regularly scheduled benefits educational events. • Develop and implement a comprehensive safety program, which includes supervisor and employee training, to ensure that each employee is working in a safe environment. • Develop and administer bi-annual employee satisfaction survey to measure overall employee satisfaction. HUMAN RESOURCES/ SAFETY SERVICES 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED Director of Organizational Development 1 1 1 0 0 Director of Human Resources 1 1 1 1 1 Administrative Assistant (shared with IR) 1 .5 .5 .5 .5 Human Resource Generalist 1 2 2 2 2 Safety Coordinator 2 2 1 1 1 Total 1 6 1 6/.5 1 4.5 4/.5 4/.5 126 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Application/resumes processed N/A N/A N/A N/A 2,000 2. Training hours N/A N/A N/A N/A 1,500 3. Employee relations issues N/A N/A N/A N/A 20 4. # of general liability claims N/A N/A N/A N/A 75% processed N/A N/A N/A N/A 30 5. # of worker's compensation claims N/A N/A N/A N/A 85% processed N/A N/A N/A N/A 30 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. # of disciplinary actions appealed to City Manager N/A N/A N/A N/A 6 2. # of days required to fill a position N/A N/A N/A N/A 60 3. Employee satisfaction rating N/A N/A N/A N/A 75% 4. # of work injuriesfillness 31 47 N/A 32 35 5. % completed supervisor training N/A N/A N/A N/A 85% 6. Turnover rate 17.2% 23.5% 18% 14% 16% DEPARTMENTAL BUDGET: JOINT SERVICES FUND 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 340,072 295,768 279,945 Personnel 169,862 175,030 150,510 Operations 879 Capital 510,813 470,798 430,455 MAJOR BUDGET CHANGESIISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE 237,099 237,099 128,170 128,170 365,269 365,269 During 2001, the Director of Organizational Development position was eliminated, and a Safety Coordinator position was reassigned to Fire Services for implementation of the City's unified code enforcement effort. 127 Human Resources City -Wide Services This department represents the pooled funds available for salary adjustments for City staff and funds for the City's pay for performance system for departments in the Joint Services Fund. Training for City-wide issues, such as supervisory training and diversity training as well as the budget for employee events are also included here. CITY-WIDE SERVICES BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: Because most of the transfers for 2001 merit increases have already occurred, the 2001 budget reflects only the balance of the funds remaining in the pool. Funds for merit increases for 2002 will be transferred to Joint Services fund departments in January. 128 00/01 02/03 99/00 00/01 PROJECTED 01/02 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 183,876 75,000 Merit Increases 74,627 99,503 65,546 45,000 45,000 Bonuses 20,000 5,000 Salary Adjs 20,000 20,000 20,734 81,100 23,800 Benefits 16,400 16,400 95,671 110,618 93,378 Operations 36,429 36,429 181,951 440,594 242,178 Subtotal -Department 147,456 172,332 132,416 138,475 138,475 Insurance 210,000 210,000 14,764 100,000 75,000 Insurance Deductible 100,000 100,000 329,131 679,069 455,653 Total -Department 457,456 482,332 MAJOR BUDGET CHANGES/ISSUES: Because most of the transfers for 2001 merit increases have already occurred, the 2001 budget reflects only the balance of the funds remaining in the pool. Funds for merit increases for 2002 will be transferred to Joint Services fund departments in January. 128 _ 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 00/01 02/03 99/00 00/01 Projected 01/02 Estimated Actual Budget Actual Adopted Base 266,665 374,566 348,520 Personnel 144,922 121,677 121,671 Operations 347,698 347,698 411,587 4964243 470,191 347,698 347,698 'Previous cost of in-house legal services. MAJOR BUDGET CHANGESIISSUES: 2001/02 is the first year the City has contracted for legal services. Previously, the City had an in-house legal staff. The contract will be monitored throughout the year and an efficiency analysis to ensure quality services will be done at the end of the year. The contract is with Brown and Carls for 2001/02. 129 Management Services Library DEPARTMENT DESCRIPTION The Georgetown Public Library houses and administers a collection of more than 70,000 items, including popular fiction and non-fiction for adults, youth, and children; classics; large -print materials; reference; LIBRARY CIRCULATION books on cassette; videos; music CDs; books on CD; literacy materials; books in Spanish; newspapers and magazines, to meet the 325,000 life-long learning and reading interests of library users. Weekly story 30p000 75, hours, a summer reading program, reference services, and public zoo access to the Intemet are a few of the services provided without cost 225,0°° to the public. Also, under the TexShare program, library users may go �0W in person to borrow materials from other participating libraries in Texas. Inter -library loan service, to borrow materials from other ,25,000, libraries, is available at a small cost. Meeting room space is available 1000°° 9M7 97M S&W 99100 00,01 for organizations with educational aims. The library works in concert with other community organizations to provide solutions, within programming, to social and educational concerns. MAJOR DEPARTMENT GOALS Provide open and equal access to information. Create opportunities for life-long learning. Encourage a love of reading. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 • Completed needs assessment and feasibility study for library expansion to meet future citizen needs. • Added four public access Internet connections through a grant from the Gates Foundation to expand public internet access. • Separated the library's public access computers from the City s computer network through a grant from the Georgetown Library Foundation to improve security. • Added shelving to increase capacity for books on cassette and videos; rearranged placement of library collections to make them more accessible to users. • Focused Library Board, Library Foundation, and Friends of the Library on expansion project and possible options for resolving space issues. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 Work with the Library Advisory Board in creating a new long-range plan for the library. Create a new technology plan to improve operational efficiencies and public access. Seek grant funding for changeover of library's operating system software from Dynix to Horizon to upgrade to current available technology. LIBRARY 99/00 ACTUAL 00/01 BUDGET 00/01 ACTUAL 01/02 ADOPTED 02/03 PROJECTED Library Services Director 1 1 1 1 1 Asst. Library Director 1 1 1 1 1 Librarian 2 3 3 3 3 Supervisor 1 1 1 1 1 Children's Coordinator 1 1 1 1 1 Staff Assistant 1 1 1 1 1 Library Assistant 3 3 3 3 3 Library Assistant (PM 4 4 4 4 4 Library Page (P/T) .5 .5 .5 .5 .5 Total FT 10/4.5 11/4.5 11/4.5 11/4.5 11/4.5 130 WORKLOAD MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Circulation per year 240,319 276,000 295,000 300,000 318,000 2. New patron registrations per year 1,836 1,989 2,200 1,900 2,000 3. Books added per year 12,000 11,000 12,000 12,000 12,000 4. Children's program attendance/yr 9,014 11,000 16,000 12,000 12,000 5. Internet usage (persons/yr) N/A N/A N/A 12,000 14,000 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Books circulated per capita 8.3 9.53 10.17 10.3 11 2. Resident library cardholders/capita N/A N/A N/A .51 .55 3. GISD cardholders/student pop. N/A N/A N/A .21 .25 4. Presentations to community 99,016 99,062 99,062 Capital 90,250 90,250 groups N/A N/A WA 36 40 5. Special children's events 38 43 44 45 45 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Operational costs for the Library's computer system have increased due to the addition of more public access computers. 131 00/01 02/03 99/00 00/01 PROJECTED 01/02 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 455,724 528,363 519,535 Personnel 561,682 561,682 212,656 213,110 213,110 Operations 194,662 194,662 99,016 99,062 99,062 Capital 90,250 90,250 767,396 840,535 831,707 846,594 846,594 MAJOR BUDGET CHANGES/ISSUES: Operational costs for the Library's computer system have increased due to the addition of more public access computers. 131