HomeMy WebLinkAbout11 - Management ServicesManagement Services
Safety Manager conducts training
to City employees, promoting on and off the job safety.
City Council and City Manager in workshop.
Mayor and City Council in City Council meeting.
Management Services
Management Services
City Council
Page 176
City Manager's Office
Page 178
Legal Services
Page 180
Employee & Organizational
Services (HR)
Paae 182
Safety Services
Page 186
MANAGEMENT SERVICES
Management Services includes the City Council, City Manager's Office, City Secretary, Legal Services, and
Employee and Organizational Services. The City Manager's office functions as the central communication link
between the Council and the City organization, and manages City operations and services. The City Secretary
maintains official records and coordinates all municipal elections. The Legal Services Department provides in-house
legal services for City operations. The City Attorney serves as the legal advisor to the City Council. Employee and
Organizational Services, through Administration, Human Resources, and Safety Services, provides employee and
organizational support to attract and retain quality employees.
DIVISION FINANCIAL SUMMARY:
City Council
Legal Services
City Manager's Office
Employee & Organizational Svcs
City-wide Services
Safety Services
W611t�L
Employees - Full Time Equivalents
5.25 City Mgr's Office
5 Emp.& Org. Svcs
Services
2 Safety Services
_ 7.25 Total Employees
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 169
97/98
96/97
97/98
Projected
98/99
99/00
Actual
Budget
Actual
Adopted
Projected Base
94,527
90,700
79,200
94,207
94,207
343,401
366,784
355,595
378,378
378,378
294,728
538,847
517,397
518,476
518,476
361,016
384,872
384,322
371,216
371,216
138,768
354,509
254,177
970,507
1,520,505
103,361
110,307
109,732
387,291
387,291
1,335,801
1846 019
1,700,423
2,720,075
3,270,073
Employees - Full Time Equivalents
5.25 City Mgr's Office
5 Emp.& Org. Svcs
Services
2 Safety Services
_ 7.25 Total Employees
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 169
ENDS & MEANS
Economic Development
Policy End I.O. Georgetown's economy is self-sustaining through diversified growth, abroad tax base with
minimal impact from economic fluctuation, enhanced business opportunity, and job creation.
Focus End 1.1 Existing undeveloped sites in Georgetown are put to beneficial use.
Means (97-01) Provide legal services to release assessments along IH -35 Frontage Road as properties
develop, particularly San Gabriel Village and River Oaks IH -35 Business Park. (Legal Services)
Focus End 1.3 The City, the Georgetown Industrial Foundation, the Chamber of Commerce, and local
business and industry work together to promote an aggressive commercial/industrial
retention and expansion program.
Means (98-03) Update the business incentive package for businesses that can generate substantial sales
tax revenues. (City Manager's Office)
Focus End 1.7 The City provides financial and nonfinancial incentives to promote economic
development.
Means (97-99) Complete Texas Capital Fund Grants for Hewlett Chevrolet, Advanced Cable, Alu-Cut
International, Texas Electric Cooperative Transformer Division, Water Park, Gantt Aviation and
Presidio in the Rivery. (Legal Services, City Manager's Office)
Focus End 1.11 The tourism industry in Georgetown is developed and promoted, while preserving the
community's small-town charm.
Means (97-99) Work with the Georgetown Convention and Visitors Bureau and the Georgetown
Industrial Foundation to develop an incentive package to attract entertainment facilities and other
large sales tax generators to the community. (City Manager's Office)
Means (98-02) Work with Convention & Visitors Bureau, Williamson County, the County Development
District, and the Central Texas Sports & Recreation Foundation to develop the Williamson County
Special Event & Exposition Center and other related developments. (City Manager's Office, Legal
Services)
Means (98-99) Pursue state legislative changes on auditorium/expo center ownership to allow joint City
and County ownership. (Legal Services)
Education
Policy End 2.0 Diverse and comprehensive educational opportunities are available through public and
private cooperative efforts.
Means (97-02) Assist the Georgetown Independent School District in developing school sites. (City
Council, City Manager's Office)
MANAGEMENT SERVICES
170 ANNUAL OPERATING PLAN ELEMENT 1998/99
Means (98-03) Provide support to the various groups seeking to recruit a junior/community college
satellite campus in Georgetown. (City Manager's Office)
Environmental and. Resource Conservation
Policy End 3.0 The physical qualities that make Georgetown attractive are protected.
Means (97-02) Support voluntary efforts to educate and encourage Central Texans to maintain clean air
standards. (City Council)
Focus End 3.1 Georgetown's water resources system provides a sufficient water supply of high quality
to meet future City needs, to meet economic development and recreational requirements, and
to conserve wildlife.
Means (97-00) Establish and expand a cooperative partnership with Chisholm Trail Special Utility
District (CTSUD); including modifying service area boundaries, and providing wastewater
services. (City Council, City Manager's Office, Legal Services, Community Owned Utilities)
Means (98-00) Secure effluent reuse permit from Texas Natural Resource Conservation Commission to
provide for effluent reuse at Sun City, Southwestern University, Georgetown Country Club, and
area parks facilities. (Legal Services)
Facilities and. Services
Policy End 4.0 The City provides for the safety of its citizens and supports the responsive delivery of
coordinated services by the City and other public agencies.
Means (98-99) Acquire property for Library expansion and/or Public Safety Facility. (City Manager's
Office, Legal Services)
Focus End 4.2 The City has a high level of employee satisfaction and retention.
Means (96-99) Implement strategies for process improvement in Employee & Organizational Services,
in the areas of recruitment, staffing and payroll administration. (Employee & Organizational
Services)
Means (98-99) Prepare Request for Proposals, solicit bids, and award contract to provider with the best
proposal to act as the City's benefits broker. (Employee & Organizational Services)
Means (98-00) Target recruiting efforts to ensure diversity in the applicant pool and compatibility with
core values for every City position. (Employee & Organizational Services)
Means (98-00) Implement action plans, based on results from an employee satisfaction survey, to ensure
delivery of valued services that will attract and retain quality employees. (Employee &
Organizational Services)
Means (98-00) Develop an employee handbook summarizing employee benefits, programs, committees
and all other value added services. (Employee & Organizational Services)
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 171
Focus End 4.6. The City provides appropriate, well managed information technology and services that
support city operations and citizen access to information.
Means (97-99) Enhance interactive communication with citizens through the Internet web site. (City
Manager's Office)
Focus End 4.9. Georgetown's fire protection is adequate and equitable throughout the City.
Means (99-01) Provide legal support to draft revisions to building code and zoning ordinances to
designate and enforce specific fire districts. (Legal Services)
Focus End 4.10 Georgetown is prepared to respond to large scale natural and technological emergencies.
Means (98-00) Coordinate with Information Resources to develop and implement a plan to achieve Year
2000 compliance for City systems by December 31, 1999. (City Manager's Office)
Finance
Policy End 5.0 All municipal operations are conducted in an efficient, business -like manner and
sufficient financial resources for both current and future needs are provided.
Means (97-99) Serve on Texas Municipal League's interim legislative study committee on franchise fees,
right-of-way issues, and electric deregulation. (City Manager's Office)
Governmental Affairs
Policy End 6.0 A high level of cooperation and involvement exists among Georgetown's citizens and
governmental organizations.
Focus End 6.1 All citizens actively participate in governmental functions.
Means (98-00) Coordinate 2000 Census responsibility for the City and coordinate an Election Team to
facilitate the redistricting of City election districts and support the creation of related address
database and mapping. (City Council, City Manager's Office)
Means (98-00) Recruit volunteers into the established Volunteer Program relative to defined task needs.
(City Manager's Office, Police Services, Georgetown Information and Volunteer Exchange)
Means (98-03) Coordinate and align efforts of advisory boards and commissions through joint meetings
of board and commission chairpersons. (City Council, City Manager's Office)
Means (98-03) Revise single -member election districts to incorporate newly -annexed areas. (Legal
Services)
Focus End 6.2 The City develops and coordinates service delivery policies with Williamson County, the
Georgetown Independent School District, and other organizations that provide services to
Georgetown.
MANAGEMENT SERVICES
172 ANNUAL OPERATING PLAN ELEMENT 1998/99
Means (97-99) Review intergovernmental support of service delivery between the City and Williamson
County. (City Manager's Office)
Focus End 6.3 The City is a strong and visible participant in developing comprehensive solutions to
issues of concern on a regional level.
Means (97-03) Cooperate and coordinate with the Williamson County Unified Road District to provide
an organized transportation roadway system. (City Manager's Office, Community Owned Utilities)
Means (97-03) Cooperate and coordinate with State agencies and other utilities and entities as an active
participant in issues and solutions related to regional water supply and electric deregulation. (City
Manager's Office, Community Owned Utilities)
Means (98-03) Continue to foster relationships with area cities and other governmental entities to
facilitate solving common regional problems and concerns. ( City Manager's Office, City Council,
Development Services)
Means (98-03) Maintain Council authorization to work with elected and appointed local, state, and
federal officials in representing and protecting the City's interests regarding legislative and
regulatory matters. (City Manager's Office)
Growth and. Physical Development
Policy End 7.0 Georgetown's land uses support economic, cultural, and social activities for all residents,
businesses, and organizations, and the City's development process encourages new and infill
development.
Means (98-99) Develop a Public Improvement District (PID) for Georgetown Village. (City Manager's
Office, Legal Services)
Means (98-99) Draft amendment to Zoning Ordinance so that it is clear that the most restrictive district
governs the use of the property when a property is split by zoning districts. (Legal Services)
Focus End 7.2 Annexation procedures and standards benefit the community.
Means (97-02) Implement the City's annexation policy. (City Manager's Office, Legal Services)
Means (98-00) Prepare for possible annexation of appropriate areas prior to the 2000 Census. (City
Council, City Manager's Office, Legal Services)
Health and Human Services
Policy End 8.0 Comprehensive, affordable health and human services are available through public and
private organizations.
— Means (96-99) Provide funding and support for the Georgetown Project. (City Council, City Manager's
Office)
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 173
Means (98-99) Work with Georgetown Project to educate City staff on youth and family issues. (City
Manager's Office)
Historic Preservation
Policy End 9.0 Prehistoric, historic, and cultural resources are preserved, protected, and promoted
Means (98-99) Support private efforts to renovate the "shotgun" house. (City Council)
Means (98-99) Conduct research on the preservation of archaeological sites. (City Manager's Office)
Means (98-00) Provide legal support to provide for the protection, maintenance, and enhancement of
Georgetown's historic cemeteries. (Legal Services)
Housing
Policy End 10.0 The City cooperates with builders, developers, and property owners to provide safe and
adequate housing opportunities for all citizens.
Means (97-02) Work with the Rural Development Administration to provide loan guarantees for
affordable housing subdivisions. (Legal Services, City Council, City Manager's Office)
Recreation and Cultural Affairs
Policy End 11.0 All citizens actively participate in community -wide social, cultural, and recreational
activities.
Focus End 11.2 The City's park facilities and recreational programs meet the leisure needs of citizens.
Means (97-99) Acquire the Berry Creek Racquet Club. (Legal Services)
Means (98-99) Provide legal support for design and construction of Hike and Bike Trail, Phase III.
(Legal Services)
Means (98-99) Develop and implement a policy regarding private commercial ventures on public
parkland that would enhance the recreational quality of the existing parkland. (City Council, City
Manager's Office, Legal Services)
Means (92-03) Acquire parkland as new development occurs, or processing for placement for future use
within Texas Parks and Wildlife grants. (Legal Services)
Transportation
Policy End 12.0 Georgetown's transportation system provides for the safe and efficient movement of traffic,
promotes the economic interests of the community, and adequately serves the needs of
individuals.
Means (97-03) Revise Traffic Ordinance to establish appropriate traffic controls on City streets as growth
and redevelopment occur. (Legal Services)
MANAGEMENT SERVICES
174 ANNUAL OPERATING PLAN ELEMENT 1998/99
Means (98-00) Abandon River Oaks Drive through enforcement of terms, development agreement, and
recovery of costs. (City Manager's Office, Legal Services)
Focus End 12.1 The City maintains a Transportation Functional Plan that includes all modes of
transportation.
Means (98-99) Implement Master Transportation Plan. (City Council, City Manager's Office)
Focus End 12.2 The City supports an area -wide transportation effort through coordination with other
public and private organizations.
Means (97-02) Work with Williamson County on the alignment of Inner Loop and D. B. Wood roads
and the construction of a bridge below the dam at Lake Georgetown. (City Manager's Office)
Means (98-03) Work with the Texas Department of Transportation and the Federal Highway
Administration to obtain funding for the extension of State Highway 130. (City Council, City
Manager's Office)
Focus End 12.5 The City has continuous frontage roads along Interstate Highway 35 through
Georgetown.
Means (98-03) Work with the Texas Department of Transportation to construct the remaining frontage
roads along Interstate Highway 35 in the Georgetown area. (City Manager's Office)
Urban Design
Focus End 13.0 Georgetown has a positive, identifiable image and an attractive appearance.
Means (98-99) Provide legal support to take enforcement action needed to strongly enforce existing
codes including removal of sub -standard structures within the City. (City Council, City Manager's
Office, Legal Services)
Utilities / Energy
Policy End 14.0 Georgetown's utility systems provide safe and reliable service which meets the needs of all
citizens and promotes the economic health of the community.
Means (96-99) Provide legal support for development of an operation and maintenance contract for the
Customer Choice and Control System (CCC). (Legal Services, Community Owned Utilities)
Means (97-00) Create additional rate structures and electric service contract options, and provide
additional service options to customers and maintain the City's electric utility. (Legal Services)
Means (98-99) Renegotiate the gas franchise agreement with Lone Star Gas Company. (City Manager's
Office, Legal Services)
Means (98-99) Continue to be actively involved in long-range water supply strategies with Lower
Colorado River Authority, Brazos River Authority, Trans -Texas, and Senate Bill 1. (City Council,
City Manager's Office, Community Owned Utilities)
For an explanation of the Ends & Means, seepages one and two in the City Summary section.
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 175
WHAT WE DO:
The City Council is composed of a Mayor, elected at
large, and seven Council members elected from
districts. The Mayor presides over City Council
meetings, but votes only in the case of a tie. The
Mayor does not possess veto power. Items to be
considered by the Council in their meetings are listed
on an agenda which is posted on the City bulletin
board located outside the Council Chambers.
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 who carries
out the laws, implements policies, and administers the
government of the City. The Council also appoints the
City Secretary, City Attorney, and Municipal Judge.
In addition, the Council appoints citizens to various
advisory boards, commissions, and committees.
WHAT WE ACCOMPLISHED IN 1997/98:
• Coordinated various traffic improvements
including the widening of Interstate 35, the
"flipping" of the entrance and exit ramps on the
west side of Interstate 35 from State Highway 29
north to Williams Drive, and the conversion of
the frontage roads along Interstate 35 to one way.
• Established an outdoor emergency early warning
system.
=I_I • Appointed a citizen committee to develop the
T Urban Design Element of the Georgetown
Century Plan, and adopted that Plan.
• Continued formal policy workshops to deal with
major issues facing the City: 150th birthday
celebration, downtown parking, transportation,
electric deregulation, long-term water supply,
telecommunications, utility line extensions, code
enforcement, and urban design.
• Amended the Manufactured Home Ordinance
• Negotiated an incentive -based solid waste and
recycling service contract.
176
• Completed and adopted the Airport Master Plan.
• Negotiated a service agreement with Chisholm
Trail Special Utility District (CTSUD).
WHAT WE PLAN TO ACCOMPLISH IIT 1998/99:
• Provide legislative support (testimony and bill
analysis) to the Texas Municipal League.
• Secure passage of local legislation to assist in
development of the Expo Center.
• Work with the County and the County
Development District (CDD) on a long-term
financing plan for the Expo Center.
• Lead public campaign to ensure full count in 2000
Census.
• Ensure adequate preparation in anticipation of
electric deregulation.
• Develop and adopt a Housing Plan.
• Implement the Urban Design Plan.
• Adopt an Urban Roadway Management System
Plan.
• Implement the incentive -based solid waste and
recycling service contract.
• Implement downtown parking improvements
plan.
• Work with neighborhood on final placement and
use of the "shotgun" house.
• Develop and adopt a mid-range facilities use and
development plan.
• Update sign ordinance.
• Update the Policy Governance Manual.
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
96/97 97/98 Projected
Actual Budget Actual
N/A N/A N/A Personnel
94,527 90,700 79,200 Operations
94,527 90,700 79,200
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99
98/99
ACTUAL
BUDGETED
PROJECTED
PROPOSED
ACTIVITY INDICATORS
FY 96/97
FY 97/98
FY 97/98
FY 98/99
1) Hours spent in Council meetings
123.5
119
117
125
2) Posted Council Meetings
31
35
33
36
CITIZEN SURVEY
3) Percentage of citizens:
a) Satisfied with City overall
N/A
N/A
53%
50%
b) Delighted with City overall
N/A
N/A
41%
40%
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
96/97 97/98 Projected
Actual Budget Actual
N/A N/A N/A Personnel
94,527 90,700 79,200 Operations
94,527 90,700 79,200
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99
98/99
99/00
Adopted
Projected Base
(% Change *)
(% Change **)
22,607 (N/A)
22,607 (0.0°io)
71,600 (-9.6%)
71,600 (0.0%)
94,207 (18.9%)
94,207 (0.0%)
177
WHAT WE DO:
The City Manager's Office includes the City Manager,
Assistant City Manager, Assistant to the City
Manager, City Secretary, and Administrative Assistant
to the Assistant City Manager. The City Manager,
appointed by Council, is the chief administrative and
executive officer of the City. Responsibilities of the
City Manager include appointment and removal of all
City employees (except Council appointees, i.e., City
Secretary, Municipal Judge, and City Attorney) and
management of all City divisions and activities. The
City Manager actively participates in economic
development efforts, coordinating them with -the
Georgetown Industrial Foundation and the Chamber
of Commerce. In addition, the City Manager's office
maintains the quarterly City Letter and the InfoLine,
and is responsible for emergency management
oversight. The City Secretary maintains official City
records and conducts City elections.
WHAT WE ACCOMPLISHED IN 1997/98:
• Produced a quarterly City newsletter, City Letter,
to citizens emphasizing the history and heritage
of Georgetown and current events.
• Completed Texas Capital Fund economic
development grants on behalf of Advanced Metal
systems, Advanced Cable, Xycarb Ceramics
USA, Schunk Quartz, Alu-Cut International, and
Texas Electric Cooperative Transformer
Division.
• Assisted in the interim legislative study on
franchise fees and right-of-way issues.
• Completed an agreement with Pedernales Electric
Cooperative to obtain the remainder of the Sun
City electric service area and establish franchise
fees.
• Enhanced City processes, services, and
organizational structure.
• Created the City's interactive web site.
178
WHAT WE PLAN TO ACCOMPLISH IN 1998/99:
• Implement a complaint tracking/work order
system to improve customer responses and
internal coordination.
• Implement a marketing strategy for electric
deregulation.
• Complete Texas Capital Fund Grant for Hewlett
Chevrolet, Oldsmobile, Buick, Inc., Water Park,
Presidio in the Rivery and Gantt Aviation.
• Apply for the Texas Quality Award and
implement criteria.
• Coordinate quarterly meetings with chairpersons
of advisory boards.
• Update the Business Incentive Plan to include
provisions for large sales tax generating
companies.
• Pursue local legislation on funding for the
City/County Expo Center.
• Update the Policy Governance Manual.
• Implement Urban Design Plan.
• Revise current sign ordinance to align with Urban
Design Plan.
• Participate in legislative session through Texas
Municipal League's Fiscal Impact Analysis Team,
Electric Restructuring Committee, and Franchise
and Right -of -Way Committee.
• Review and clarify the Ends language within the
Century Plan.
• Work with Georgetown Project to educate City
staff on youth and family issues.
• Develop and implement an action plan, based on
results of citizen survey, to ensure delivery of
high quality City services.
• Expand availability of Council meeting agendas
through local newspaper, cable TV, etc.
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99
ACTIVITY INDICATORS
1) Agenda items processed/reviewed
2) Legal postings
3) Percentage of delighted citizens
CITIZEN SURVEY
3) Percentage of citizens:
a) Satisfied with City overall
b) Delighted with City overall
c) Satisfied or better with attracting
retail, commercial or industrial
business
d) Satisfied or better with
competent and helpful
City employees
e) Responsive City government
f) Communication about
government activities
ACTUAL
BUDGETED
PROJECTED
PROPOSED
FY 96/97
FY 97/98
FY 97/98
FY 98/99
846
775
806
839
178
170
180
186
N/A
N/A
41.3%
45%
N/A
N/A
53%
50%
N/A
N/A
41%
40%
N/A
N/A
73%
70%
N/A
N/A
95%
95%
N/A
N/A
81%
85%
N/A
N/A
78%
85%
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
96/97 97/98 Projected
Actual Budget Actual
3/0.25 4.75/0.25 4.5/0.25 # Employees
188,308 305,711 293,213 Personnel
106,420 233,136 224,184 Operations
294,728 538,847 517,397
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
98/99
99/00
Adopted
Projected Base
(% Change *)
(% Change **)
5/0.25
5/0.25
319,089 (9.8%)
319,089 (0.0%)
199,387 (-11.1%)
199,387 (0.0%)
518,476 (0.2%)
518,476 (0.0%)
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 179
WHAT WE DO:
The Legal Services Department provides in-house
legal services for the City Council, Staff, Boards and
Commissions and supervises the provision of legal
services by outside counsel. This department acquires
real property, easements and rights-of-way for utility
and transportation capital improvements projects;
prepares and/or reviews contracts, development
agreements, ordinances, pleadings, policies, and
procedures; provides training to other departments on
legal issues and assists in Teen Court training. The
Legal Services Department represents the City in
litigation matters and before State agencies, and assists
in Code Enforcement efforts.
The City Attorney issues legal opinions to interpret the
City Charter, City Ordinances and policies and
procedures, and provides annual ethics training for the
City Council. The City Attorney serves as a key
specialist for the Development Process Core Team.
WHAT WE ACCOMPLISHED IN 1997/98:
• Provided legal support for economic
development projects: Advanced Cable, Alu-Cut,
Hewlett Chevrolet, Texas Electric Cooperative,
Campbell Company/ DiCotec/ HEB and Embree
Group; and negotiations with Nash Ranch and
Georgetown Village.
• Provided legal support to revise or enact
ordinances concerning: City building codes for
facilities over 100,000 square feet; energy codes;
impact fees; Urban Design element of the
Century Plan; and Subdivision Regulations.
• Acquired property for right-of-way for
connection from Oakcrest to DB Wood Road,
wastewater easement along Highway 29 West,
Phase III of Hike and Bike Trail, and Country
Club Road.
• Closed sale of the Rivery acreage.
• Extended Lone Star Gas and Williamson County
Cablevision franchises; completed Williamson
County Cablevision telecommunications and
Pedernales Electric Cooperative franchises.
• Prepared purchase power agreements with
Texas -New Mexico Power.
• Provided legal support for Code Enforcement
actions; demolitions, and various sign ordinance
enforcements.
WHAT WE PLAN TO ACCOMPLISH IINT 1998/99:
• Renegotiate Lone Star Gas Franchise.
• Provide legal support to revise/ enact/ enforce
ordinances concerning: commercial/
manufacturing zoning designations; traffic;
alcohol consumption in parks and recreation areas
which cater to youth; Housing element of Century
Plan; and Sign Ordinance.
• Acquire property: Berry Creek Racquet Club,
Leander Road extension; Library expansion
and/or Public Safety Facility; fire station; and
additional parkland.
• Represent the City before State agency to
complete permit for Pecan Branch WWTP, allow
effluent re -use at Sun City and Georgetown
Country Club, and provide legal support for
regional water partnership with Chisholm Trail
Special Utility District.
• Provide legal support for economic development
projects and major land development projects
including Stonewater and Georgetown Village.
• Conduct training on Open Meetings Act and
Public Information Act for employees who
prepare agendas or are records custodians.
• Prepare to implement 2000 Census, coordinate
Election Team to facilitate redistricting of City
Election districts, and support creation of related
address database and maps.
• Pursue state legislative changes on
auditorium/expo center ownership to allow joint
City and County ownership
• Establish Georgetown Village Public
Improvement District.
MANAGEMENT SERVICES
180 ANNUAL OPERATING PLAN ELEMENT 1998/99
ACTIVITY INDICATORS
1) Staff requests for legal services
2) Public Information requests processed
3) Pending lawsuits and administrative fillings
4) Percent of informal opinion rendered
within one (1) day
*Trackingforperformance measure initiated last quarter
FY 1997/98.
ACTUAL
FY 96/97
785
103
23
N/A
BUDGETED PROJECTED PROPOSED
FY 97/98
FY 97/98
FY 98/99
Projected Base
(% Change *)
1,040
1,459
1,500
130
80
100
27
16
12
N/A
95*
95
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
97/98
96/97 97/98 Projected
Actual Budget Actual
4/0.5 4/1 5/0 # Employees
220,698 234,704 229,080 Personnel
115,767 132,080 126,515 Operations
6,936 0 0 Capital
343,401 366,784 355,595
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
98/99
99/00
Adopted
Projected Base
(% Change *)
(% Change **)
5/0
5/0
238,812 (4.2%)
238,812 (o.o%)
139,566 (10.3%)
139,566 (o.o%)
0 (N/A)
0 (N/A)
378,378 (6.4%)
378,378 (0.0%)
SIGNIFICANT CHANGES/OTHER COMMENTS:
The City also has a $130,000 litigation contingency account in the General Government department to be used for
outside counsel and claims settlement as needed.
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 181
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WHAT WE DO:
The division, through Administration, Human
Resources, and Safety Services, provides employee &
organizational support to attract and retain quality
employees. The Director of Employee and
Organizational Services works with all divisions to
improve internal processes and continually develop the
City's values -based culture. The division also provides
services to employees, applicants, City departments,
and other cities in the areas of employment, employee
benefits, employee relations, human resource
management, training and development, payroll
processing, performance appraisal, personnel records,
policy interpretations, compensation administration, and
employee recognition programs.
The Employee & Organizational Services budget
includes funds for city-wide programs such as merit
increases, employee bonuses, city-wide training, and
process improvement consultation.
WHAT WE ACCOMPLISHED IN 1997/98:
• Completed revision of Personnel Policies and
Procedures Manual and conducted employee
training on new policies.
• Completed third phase of Leadership Development
and began preparation for fourth and final phase
(front-line) to take place fall of 1998.
• Completed advanced Leadership Development
Training for Division Directors, Department
Heads, and Administrative Assistants.
• Coordinated a City-wide blood drive with Central
Texas Regional Blood and Tissue Center that will
allow employees access to blood supply in cases of
emergency.
• Assisted with the implementation of a new
development process model by providing
facilitation/consultation services to the
Development Process Team, and an evaluation and
incentive system that supports a team structure.
182
• Coordinated the delivery of City-wide sexual
harassment training which emphasized valuing
employees.
• Coordinated a committee which researched the
issues relating to a Human Resources Information
System to automate human resources services and
improve our payroll system.
• Developed a system to track applicant race
information to guide recruiting efforts toward
attracting a more diverse applicant pool.
• Developed Request for Proposals, convened an
Employee Benefits Committee, reviewed
proposals, and awarded contracts to the best
health, dental, vision, disability, and life insurance
providers.
• Conducted a City-wide employee satisfaction
survey and developed an action plan to improve
satisfaction and retention from survey results.
WHAT WE PLAN TO ACCOMPLISH IN 1998/99:
• Complete fourth and final phase (front-line) and
implement an on-going Leadership Development
program.
• Redesign the staffing function including: targeting
recruiting efforts to ensure diversity in the
applicant pool; centralized hiring; and, selection of
employees based on compatibility with core values
as well as technical skills.
• Use results from an organizational assessment to
determine the type of training the City should
provide.
• Develop a supervisor's manual to help answer
questions regarding payroll, staffing, benefits and
compensation.
• Purchase and install a Human Resources
Information System to automate human resources
services and provide better customer service.
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99
This department has two components, the department and staff operating costs (Employee & Organizational Services)
and the city-wide merit salary increase, training and other costs (City -Wide Services). Each component is presented
separately for comparison purposes.
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
EMPLOYEE & ORGANIZATIONAL SERVICES
97/98
96/97 97/98 Projected
Actual Budget Actual
5/0 5/0 5/0 # Employees
195,068 207,328 207,028 Personnel
163,796 176,170 175,976 Operations
2,152 1,374 1,318 Capital
361,016 384,872 384,322
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99
98/99
ACTUAL
BUDGETED
PROJECTED
PROPOSED
ACTIVITY INDICATORS
FY 96/97
FY 97/98
FY 97/98
FY 98/99
1) Payroll Checks Issued
8,706
9,126
9,260
9,900
2) New Hires & Terminations Processed
234
267
232
252
3) Performance Evaluation Average Points
2.44
2.49
2.48
2.52
4) Turnover Rate
18%
10%
13%
10%
EMPLOYEE SURVEY
5) Percentage of employees:
a) Satisfied with City overall
N/A
N/A
43%
40%
b) Delighted with City overall
N/A
N/A
52%
57%
This department has two components, the department and staff operating costs (Employee & Organizational Services)
and the city-wide merit salary increase, training and other costs (City -Wide Services). Each component is presented
separately for comparison purposes.
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
EMPLOYEE & ORGANIZATIONAL SERVICES
97/98
96/97 97/98 Projected
Actual Budget Actual
5/0 5/0 5/0 # Employees
195,068 207,328 207,028 Personnel
163,796 176,170 175,976 Operations
2,152 1,374 1,318 Capital
361,016 384,872 384,322
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99
98/99
99/00
Adopted
Projected Base
(% Change *)
(% Change")
5/0
5/0
215,966 (4.3%)
215,966 (0.0%)
155,250 (-11.80/.)
155,250 (o.o%)
0 (-100.0%)
0 (N/A)
371,216 (-3.4%)
371,216 (o.o%)
183
CITY-WIDE SERVICES
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
SIGNIFICANT CHANGES:
The City-wide Services budget includes funds for staff salary increases and market adjustments. The distribution of
salary increases will be determined and distributed later in the fiscal year to the appropriate departments. Employee
raises will be merit based for individual and team performance.
Original 1997/98 budget for salary items transferred during the year:
4
Merit Increases $309,609
Benefits $ 90,274
MANAGEMENT SERVICES
184 ANNUAL OPERATING PLAN ELEMENT 1998/99
97/98
98/99
99/00
96/97
97/98
Projected
Adopted
Projected Base
Actual
Budget
Actual
(% Change *)
(% Change **)
0
35,150
5,150
Merit Increases
319,502 (6103.9%)
789,526 (147.10/6)
57,543
60,000
60,000
Bonuses
55,725 (-7.1%)
55,725 (0.0%)
0
77,132
14,800
SalaryAdjs
343,350 (2219.9%)
343,350 (0.0%)
8,160
48,311
40,311
Benefits
116,423 (188.8%)
196,397 (68.7%)
67,147
132,112
132,112
Operations
135,507 (2.6%)
135,507 (0.0%)
5,918
1,804
1,804
Capital
0 (-100.0°i0)
0 (N/A)
138,768
354,509
254,177
970,507 (281.8%)
1,520,505 (56.7%)
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
SIGNIFICANT CHANGES:
The City-wide Services budget includes funds for staff salary increases and market adjustments. The distribution of
salary increases will be determined and distributed later in the fiscal year to the appropriate departments. Employee
raises will be merit based for individual and team performance.
Original 1997/98 budget for salary items transferred during the year:
4
Merit Increases $309,609
Benefits $ 90,274
MANAGEMENT SERVICES
184 ANNUAL OPERATING PLAN ELEMENT 1998/99
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MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99 185
WHAT WE DO:
The efforts of the Safety Services Department, in
cooperation with all City employees, have resulted in
maintaining one of the lowest insurance premium rates
in the state. The Safety Services Department manages
the City's Workers' Compensation, Property and
Liability Insurance policies including re -bids and
annual renewals. The department coordinates city-wide
loss prevention efforts; processes claims filed against
the City, and administers the Workers' Compensation
Program including a Modified Duty Program. Safety
Services administers the Safety Shoe Program and the
City's Fitness for Duty Program; and coordinates the
Hepatitis -B and Tetanus Vaccination Program for at -
risk employees. The department promotes City-wide
safety awareness through the Safety Incentive Award
Program, monthly safety committee meetings, accident
investigations and monthly accident summary
newsletters.
The Safety Services Department reports to the Director
of Employee and Organizational Services.
WHAT WE ACCOMPLISHED IN 1997/98:
• Coordinated a wellness program to promote
healthy lifestyles for employees.
• Conducted training for City employees on the
City's Fitness for Duty Policy.
• Conducted a Hazard Communication training
teaching employees how to identify hazardous
chemicals, what precautions to take to avoid
exposure, and what emergency actions to take in
case of accidental exposure.
• Coordinated CPR and First Aid training for City
employees and members of the community.
• Coordinated Defensive Driving training for City
vehicle operators.
• Increased frequency of on-site surveys to monitor
safety compliance and heighten safety awareness.
186
• Increased frequency of on-site task related training
to promote safety awareness.
• Re -negotiated city-wide liability insurance
contracts.
WHAT WE PLAN TO ACCOMPLISH IIT 1998/99:
• Revise. and expand the Safety Services
Department's section of the City's New Employee
Orientation Program.
• Develop and conduct employee workplace security
and safety awareness training.
• Develop a hands-on driving course and a driver's
check list.
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99
ACTIVITY INDICATORS
1) Workers' Compensation Injuries
2) Workers' Compensation
Experience Modifier
3) Claims filed against the City
4) Lost Duty Days*
5) Lost Duty Days Cases*
* New measures in FY 1997198
ACTUAL
FY 96/97
24
BUDGETED
FY 97/98
18
PROJECTED
FY 97/98
25
PROPOSED
FY 98/99
25
0.49
0.49
0.47
0.45
40
26
20
30
41
N/A
173
45
7
N/A
11
9
1998/99 ADOPTED BUDGET AND 1999/00 PROJECTED BUDGET:
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99
98/99
99/00
97/98
Projected Base
96/97
97/98
Projected
Actual
Budget
Actual
77,174 (o.o%)
43,617 (28.2%)
2/0
2/0
2/0
# Employees
71,407
76,135
75,708
Personnel
31,954
34,172
34,024
Operations
N/A
N/A
N/A
Insurance
N/A
N/A
N/A
Insurance Deductible
103.361
110,307
109,732
Employees: full time / part time FTE's
* Percent change of 98/99 Adopted from 97/98 Projected Actual
** Percent change of 99/00 Projected Base from 98/99 Adopted
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1998/99
98/99
99/00
Adopted
Projected Base
(% Change *)
(% Change **)
2/0
2/0
77,174 (1.9%)
77,174 (o.o%)
43,617 (28.2%)
43,617 (o.o%)
1305000 (N/A)
130,000 (o.o%)
136,500 (N/A)
136,500 (o.o%)
387,291 (252.9%)
387,291 (o.o%)
187
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MANAGEMENT SERVICES
188 ANNUAL OPERATING PLAN ELEMENT 1998/99