HomeMy WebLinkAbout11 - Management ServicesCity Council deliberates at a Budget Workshop.
Ij
Reviewing benefits with employee.
Legal Services staff meeting.
Management
Services
City Council
Page 190
City Manager's Office
Page 192
Employee &Organizational
Management Services Services (HR)
Page 196
Safety Services
Page 200
Legal Services
Page 194
MANAGEMENT SERVICES
Management Services consists of the Executive and governing functions of the City and 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 and also serves as the
legal advisor to the City Council and Boards and Commissions. Employee and Organizational Services, through
Human Resources and Safety Services, provides employee and organizational support to retain and attract quality
employees.
DIVISION FINANCIAL SUMMARY:
98/99
97/98 98/99 Projected 99/00 00/01
Actual Budget Actual Adopted Projected Base
City Council
86,605
94,207
80,560
92,607
90,207
Legal Services
348,941
387,700
379,655
393,148
393,148
City Manager's Office
557,283
524,095
524,095
596,731
593,478
Employee & Organizational Svcs
386,134
372,716
365,094
397,263
390,553
City-wide Services
227,331
340,994
215,118
765,799
908,724
Safety Services
109,572
394,795
311,495
392,453
392,453
TOTAL 1,715,866 2,114,507 1,876,017 2,638,001 2,768,563
Employees - Full Time Equivalents
6.75 City Mgr's Office
18.75 Total Employees
5 Emp.& Org. Svcs
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1999/00
Services
2 Safety Services
183
ENDS & MEANS
Economic Development
Policy End 1.00 Citizens of Georgetown experience a stable, self-sustaining economy with expanding job
opportunities.
Focus End 1.01 Existing undeveloped sites in Georgetown are put to beneficial use.
Means (97-01) Provide legal services to release assessments along IH -35 Frontage Road, particularly
San Gabriel Village and River Oaks IH -35 Business Park. (Legal Services)
Focus End 1.02 Small and mid-sized commercial and industrial firms find Georgetown a welcoming
business environment.
Means (99-00) Review and modify the business incentive package for business retention, expansion,
and recruitment. (City Council, City Manager's Office)
Focus End 1.06 Financial and non-financial barriers to economic development in the City are removed.
Means (97-00) Complete Texas Capital Fund Grants for Hewlett Chevrolet, County Road 115
extension, Rivery Boulevard and Advanced Metal. (City Manager's Office, Legal Services)
Focus End 1.07 The tourism industry in Georgetown is developed and promoted in a manner that
compliments the City's unique character.
Means (98-02) Work with Williamson County to develop the Williamson County Exposition Center
and show barn. (City Manager's Office, Convention & Visitor's Bureau)
Environmental and. Resource Conservation
Policy End 2.00 Georgetown's natural and physical resources are managed so that citizens enjoy the
benefits of economic and social development
Means (97-02) Support voluntary efforts to educate and encourage Central Texans to maintain clean
air standards and convert a percentage of City's fleet to compressed natural gas through the
Williamson and Travis County Clean Air Force. (City Council, City Manager's Office)
Focus End 2.01 Sufficient, high-quality water is available to meet the current and future needs of citizens
and businesses in Georgetown. Priority is given to:
1) human consumption
2) businesses
3) recreation
Means (98-02) Develop an irrigation/effluent utility ordinance and reuse policy. (City Council, City
Manager's Office, Legal Services, Community Owned Utilities (COU))
MANAGEMENT SERVICES
184 ANNUAL OPERATING PLAN ELEMENT 1999/00
Means (99-01) Review, make recommendations to Council and implement program, if appropriate, to
transfer Texas Natural Resource Conservation Commission water quality reviews from the state
to the City. (City Manager's Office, Development Services, COU)
Means (99-04) Work with the Brazos River Authority, the Chisholm Trail Special Utility District, and
the Jonah Special Utility District for regional water supply planning with the emphasis on
meeting future supply needs. (City Council, City Manager's Office, Legal Services, COU)
Focus End 2.02 Wildlife is conserved.
Means (99-04) Investigate mitigation plan alternatives for the proposed listing of the Georgetown
Salamander on the endangered species list. (City Manager's Office, Legal Services, COU,
Development Services)
Growth and Physical Development
Policy End 3.00 Citizens, business owners and organizations enjoy the benefits of well-planned land usage
in which conflicting needs are balanced.
Means (99-00) Research legal issues for reevaluation of City's election method in anticipation of 2000
census. (Legal Services)
Means (99-04) Analyze the provisions of the State's new annexation statute, evaluate its effect on
Georgetown's ability to annex property in the future and conduct a workshop with the City
Council to prepare a strategy to address these new requirements. (City Manager's Office, Legal
Services, Development Services)
Health and Human Services
Policy End 4.00 City owned, sponsored or managed health and human services enhance the quality of life
of the citizens of Georgetown.
Means (97-04) Provide funding and support for the Georgetown Project. (City Council, City
Manager's Office)
Means (99-01) Encourage the Williamson County and the Georgetown Health Care System to look at
needs on the allocation of the tobacco companies' settlement money. (City Council, City
Manager's Office)
Means (99-02) Work with the Georgetown Project to educate City staff on youth and family issues.
(City Manager's Office, Employment & Organizational Services (EOS))
Means (99-04) Promote developmental assets in all Georgetown children through programs that
strengthen youth and families, community partnerships and neighborhood activities. (City
Manager's Office, EOS, Legal Services, COU, Community Services, Fire Services, Parks &
Recreation, Police Services)
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1999/00
185
Historic Preservation
Policy End 5.00 Prehistoric and historic resources are preserved, protected and promoted for the benefit of
the citizens of Georgetown.
Means (98-00) Support private efforts to renovate the "shotgun" house. (City Council, City
Manager's Office)
Housing
Policy End 6.00 All citizens have access to safe and adequate housing opportunities.
Means (98-04) Review and adopt a Housing Plan Element. (City Council, City Manager's Office,
Legal Services)
Public Information and Education
Policy End 7.00 City owned, sponsored or managed public information and education services enhance the
quality of life of the citizens of Georgetown.
Focus End 7.01 Public education and information services meet the diverse needs and requirements of
citizens.
Means (98-00) Recruit volunteers into the established volunteer programs relative to defined task
needs. (City Manager's Office, Police Services, Georgetown Volunteer Exchange)
Means (98-00) Recruit volunteers through Georgetown Information and Volunteer Program (GIVE)
for city and community projects and services. (City Manager's Office, Community Services,
Parks & Recreation, Police Services, Public Library)
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 (99-00) Create and coordinate a City public information team to improve communications with
citizens. (City Manager's Office, Finance & Administration, Fire Services, Police Services)
Means (00-01) Coordinate a public campaign to ensure full count in the 2000 Census. (City Council,
City Manager's Office)
Focus End 7.02 Public information is accessible to all citizens.
Means (98-03) Enhance communication with citizens through the Internet web site. (City Council,
City Manager's Office)
Means (99-04) Maintain and promote the use of the Infoline. (City Manager's Office)
Means (99-04) Publish Council agendas in the Williamson County Sun. (City Manager's Office)
Means (99-04) Produce and distribute at least four issues of the City newsletter annually. (City
Manager's Office)
MANAGEMENT SERVICES
186 ANNUAL OPERATING PLAN ELEMENT 1999/00
�l
Means
Public Safety
(99-04) Teach a "Government 101" course educating citizens on the basics of City government
and finance. (City Manager's Office, Finance & Administration)
Policy End 8.00 Citizens of Georgetown feel safe and are well protected from crime and disorder, natural
disasters and emergencies.
Means (99-01) Investigate creation of afire district within the downtown historic district to guide and
enhance building codes and zoning. (Legal Services, Development Services, Fire Services)
Focus End 8.02 Public safety services extend sufficiently beyond the City limits to ensure through
governmental contracts that citizens in all parts of the City are adequately protected.
Means (99-00) Review intergovernmental support of service delivery between the City and
Williamson County. (City Manager's Office)
Focus End 8.04 Georgetown is prepared to respond to large-scale natural and technological emergencies.
Means (98-00) Provide coordinated, responsive City services through the century date change by
ensuring all City systems are ready and by preparing for possible community needs. (All
Divisions)
Transportation
Policy End 10.00 Citizens and commercial goods move safely and efficiently throughout all parts of the City.
Means (98-04) 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, Development Services)
Means (98-04) 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, City
Council, Development Services)
Means (99-01) Participate with Williamson County to ensure that the Georgetown area transportation
needs are addressed in the upcoming county bond election. (City Council, City Manager's
Office)
Means (99-04) Work with the Texas Department of Transportation on the redesign and widening of
Austin Avenue. (City Manager's Office, COU, City Council, Development Services)
Means (99-04) Work with Williamson County on the alignment of the Inner Loop and D. B. Wood
Road, the completion of the remaining segments of Inner Loop and Booty's Road, and the
construction of the following bridges: (I) below the dam at Lake Georgetown, (ii) between
Highway 29 and Leander Road, (iii) between Highway 29 and FM 971, and (iv) in San Gabriel
Park, and replace the bridges at Spring Valley Road bridge. (City Council, City Manager's
Office, COU, Development Services)
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1999/00
187
Urban Design
Policy End 11.00 Georgetown's citizens and businesses enjoy an attractive community with a unique sense
ofplace and a positive, identifiable image, at a cost which is consistent with other City social and
economic priorities.
Focus End 11.01 Georgetown's unique character is maintained and enhanced.
Means (99-03) Develop policies and programs which implement the Urban Design Plan and the
revision of subdivision and zoning ordinances. (City Council, City Manager's Office,
Development Services, Legal Services)
Focus End 11.08 The City is well maintained and citizens enjoy a high standard of community urban
design.
Means (99-00) Revise code enforcement process to implement a one-stop calling point and provide
more aggressive identification and correction of violations. (City Council, City Manager's
Office, Legal Services)
Utilities/Energy
Policy End 12.00 City owned, sponsored or managed utilities provide safe, adequate and reliable services
to all customers.
Means (97-00) Provide legal support to develop an operation and maintenance contract with Customer
Choice and Control System (CCC). (Legal Services, COU)
Means (99-02) Establish a partnership with a full service infrastructure provider. (City Manager's
Office, Legal Services, COU)
Facilities and services
Policy End 13.00 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 (98-04) Coordinate the adoption and implementation of the citywide 10 -year facilities plan that
contributes to the health of the central business district, promotes efficient and safe City
operations, improves access by citizens and exemplifies urban design standards. (City Council,
City Manager's Office, Finance & Administration)
Means (99-02) Create a database of City -owned property, identifying unused parcels for potential sale
or reuse by the City. (City Manager's Office, Legal Services)
Focus End 13.02 The City has a high level of employee satisfaction and retention.
Means (98-04) Target recruiting efforts to ensure diversity in the applicant pool and compatibility with
core values for every City position. (Employee & Organizational Services)
MANAGEMENT SERVICES
188 ANNUAL OPERATING PLAN ELEMENT 1999/00
Means (99-00) Prepare request for proposals, solicit bids, and award contract to the provider with the
best proposal for brokerage insurance services. (Employee & Organizational Services)
Means (99-02) Conduct an audit of human resources processes and use results to improve service
delivery and ensure compliance with employment law. (Employee & Organizational Services)
Means (99-02) Develop and implement individualized career development and city-wide succession
plans. (Employee & Organizational Services)
Means (99-02) Provide individualized support for team organizational development for the Development
Process Team and Community Owned Utilities. (Employee & Organizational Services)
Means (99-03) Develop and implement a telecommuting policy/program to allow eligible employees to
work from places other than their job sites. (Employee & Organizational Services, Information
Resources)
Focus End 13.03 The City provides appropriate, well managed information technology and services that
support City operations and citizen access to information.
Means (98-01) Develop requirements and request for proposals, evaluate options and implement an
integrated financial, human resources and utility customer information system. (Employee &
Organizational Services, COU, Finance & Administration, Information Resources)
Governmental Affairs
Policy End 15.00 A high level of cooperation and involvement exists among Georgetown's citizens and
governmental organizations.
Means (98-04) Revise single -member election districts to incorporate newly -annexed areas. (Legal
Services)
For an explanation of the Ends & Means, seepages one and two in the City Summary section.
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1999/00 189
of *--- �� : 1 •
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, in the
library, on the Infoline, on Cable TV, in the
newspaper and on the City's website. 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 1998/99:
• Secured passage of state legislation to assist in
the development of the Williamson County
Expo Center.
• Appointed full -count committee to administer
a public campaign to ensure full count in the
2000 Census.
• Worked with neighborhood on final placement
and use of the "shotgun" house.
• Developed and adopted a mid-range facilities
use and development plan.
• Finalized Chisholm Trail Special Utility
District Agreement.
• Provided policy direction on 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.
190
• Completed the Urban Design Element of the
Georgetown Century Plan, and adopted that
Plan.
• Instituted policy on interviewing and screening
applicants for Boards and Commissions.
• Provided policy direction on issues such as
alcohol sales, electric deregulation, water and
transportation.
• Celebrated the City's Sesquicentennial.
• Established the Main Street Facade Fund.
• Adopted a transportation policy.
• Established a Youth Advisory Board.
WHAT WE PLAN TO ACCOMPLISH IN 1999/00:
• Adopt ordinances to implement the Urban
Design Plan.
• Adopt a revised sign ordinance.
• Update the Policy Governance Manual.
• Work to secure a regional water supply plan.
• Adopt the ordinances necessary to implement
the Housing Plan Element.
• Adopt an annexation plan.
• Adopt a manufactured housing ordinance.
• Work with Williamson County to ensure that
the Georgetown area transportation needs are
fully addressed in their next bond election.
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1999/00
CITIZEN SURVEY
Percentage of citizens satisfied or
better with:
a) Responsive city government
b) Cooperation among local
government groups (City,
county & school)
c) Citizen & City relationship -
overall
d) Community image & feel -
overall
e) Attractive and clean buildings
& neighborhoods
f) Responsible management of
growth & development
g) City Services - overall
h) Safety - overall
I) Recreation and Culture -
overall
ACTUAL
ACTUAL
BUDGETED
ACTUAL
PROPOSED
FY 96/97
FY 97/98
FY 98/99
FY 98/99
FY 00
92,607 (15.0%)
90,207 (-2.6%)
N/A
81%
N/A
79%
80%
N/A
88%
N/A
86%
87%
N/A
93%
N/A
89%
90%
N/A
97%
N/A
96%
97%
N/A
93%
N/A
92%
93%
N/A
84%
N/A
78%
79%
N/A
97%
N/A
96%
97%
N/A
98%
N/A
99%
99%
N/A
98%
N/A
95%
96%
1999/00 ADOPTED BUDGET AND 2000/01 PROJECTED BUDGET:
98/99
97/98 98/99 Projected
Actual Budget Actual
N/A 22,607 16,960 Personnel
86,605 71,600 63,600 Operations
86,605 94,207 80,560
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base from 99/00 Adopted
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1999/00
99/00
00/01
Adopted
Projected Base
(% Change *)
(% Change **)
22,607 (33.3%)
22,607 (o.o%)
70,000 (1o.i%)
67,600 (-3.4%)
92,607 (15.0%)
90,207 (-2.6%)
191
WHAT WE DO:
The City Manager's Office includes the City Manager,
Assistant City Manager, Assistant to the City
Manager, City Secretary, and an Administrative
Assistant. The City Manager, appointed by Council,
is the chief administrative and executive officer of the
City. Responsibilities of the City Manager include
management of all city divisions and activities, and the
appointment and removal of all City employees
(except Council appointees, i.e., City Secretary,
Municipal Judge, and City Attorney). The City
Manager makes presentations to local groups, service
organizations and businesses and takes an active lead
with professional observations on regulations. The
City Manager actively participates in economic
development efforts, coordinating them with the
Georgetown Industrial Foundation and the Chamber
of Commerce, as well as implementing marketing
strategies for electric deregulation. In addition, the
City Manager's office coordinates the quarterly City
Letter, the InfoLine, Teen Court, the Youth Advisory
Board, the boards and commissions appointment
process, and citizen feedback, as well as serving on the
Board for the Georgetown Project. The City Secretary
maintains official City records, conducts City elections
and provides administrative support to the City
Manager.
WHAT WE ACCOMPLISHED IN 1998/99:
• Published and mailed out five issues of the City
newsletter to citizens.
• Completed Texas Capital Fund economic
development grants on behalf of the Texas
Electric Cooperatives, Inc., Advanced Cable
Systems, Advanced Metal Systems, and Xycarb/
Schunk.
• Obtained state legislation on funding for the
city/county Expo Center.
• Participated in the legislative session through
Texas Municipal League's Fiscal Impact
Analysis Team, Electric Restructuring
Committee, and Franchise & Right -of -Way
Committee.
192
• Coordinated efforts for the approval of the
Chisohn Trail Special Utility District Agreement
and Escalera Ranch Development Agreement.
WHAT WE PLAN TO ACCOMPLISH IN 1999/00:
• Coordinate quarterly meetings with advisory
boards.
• Update the Business Incentive Plan for business
retention, expansion and attraction.
• Implement the Urban Design Plan.
• Revise current sign ordinance to align with Urban
Design Plan.
• Work on economic development grants on behalf
of Hewlett Chevrolet and Presidio Restaurant.
• Develop public awareness of city issues through
increased awareness and use of the City's website
and Infoline.
• Update Policy Governance manual.
• Publish at least four issues of the City Letter.
• Sponsor a course on the basics of city government
operations.
• Provide information on City programs and future
plans to community service organizations and
civic clubs.
• Create and coordinate a City public information
team to improve communications with citizens.
• Review, make recommendations to Council and
implement program, if appropriate, to transfer
Texas Natural Resource Conservation
Commission water quality reviews from the state
to the City.
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1999/00
BUDGETED PROJECTED PROPOSED
FY 98/99 FY 98/99 FY 00
839
ACTUAL
ACTUAL
ACTIVITY INDICATORS
FY 96/97
FY 97/98
1) Agenda items
264
275
processed/reviewed
846
813
2) Legal postings
178
196
3) Citizen Feedback
N/A
63*
CITIZEN SURVEY
5/0.25
5/0.25
4) Percentage of citizens satisfied or
6/0.75
6/0.75
better with:
324,708
324,708
a) City overall
N/A
94%
b) Attracting retail, commercial
199,387
199,387
or industrial business
N/A
73%
c) Competent and helpful City
0
0
employees
N/A
95%
d) Responsive City government
N/A
81%
e) Communication about
596,731 (13.9%)
593,478 (-o.5%)
government activities and
events
N/A
78%
f) Ethical behavior of city
** Percent change
of 00/01 Projected Base from 99/00 Adopted
elected officials and staff
N/A
N/A
*The citizen feedback measurement started with the last quarter of 1997/98.
BUDGETED PROJECTED PROPOSED
FY 98/99 FY 98/99 FY 00
839
735
750
186
170
185
N/A
264
275
90%
92%
93%
70%
73%
74%
95%
92%
93%
85%
79%
80%
85%
81%
82%
N/A
84%
85%
1999/00 ADOPTED BUDGET AND 2000/01 PROJECTED BUDGET:
SIGNIFICANT CHANGES:
A full time City Hall receptionist position is added in 1999/00. The part time mail couriers and related expenses
have been transferred to this department beginning in 1999/00.
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1999/00
193
98/99
99/00
00/01
97/98
98/99
Projected
Adopted
Projected Base
Actual
Budget
Actual
(% Change *)
(% Change **)
4.5/0.25
5/0.25
5/0.25
# Employees
6/0.75
6/0.75
318,526
324,708
324,708
Personnel
378,744 (16.6%)
377,991 (-0.2%)
237,657
199,387
199,387
Operations
212,987 (6.8%)
215,487 (1.2%)
1,100
0
0
Capital
5,000 (N/A)
0 (-100.0%)
557,283
524,095
524,095
596,731 (13.9%)
593,478 (-o.5%)
Employees: full time / part time FTE's
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change
of 00/01 Projected Base from 99/00 Adopted
SIGNIFICANT CHANGES:
A full time City Hall receptionist position is added in 1999/00. The part time mail couriers and related expenses
have been transferred to this department beginning in 1999/00.
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1999/00
193
WHAT WE DO:
• Pursued state legislative changes on
The Legal Services Department provides in-house auditorium/expo center ownership to allow joint
legal services for the City Council, staff, boards and City and County ownership.
commissions and supervises the provision of legal
services by outside counsel. This department acquires • Established Georgetown Village Public
real property, easements and rights-of-way for utility Improvement District.
and transportation capital improvements projects;
prepares and/or reviews contracts, development • Drafted amendment to Zoning Ordinance to
u� agreements, ordinances, pleadings, policies, and prohibit alcohol sales near public schools,
procedures; provides training to other departments on churches, and public hospitals.
legal issues and assists in Teen Court training. The
1y Legal Services Department represents the City in
j' litigation matters and before State agencies, and assists WHAT WE PLAN TO ACCOMPLISH IN 1999/00:
Vin Code Enforcement efforts.
� — • Renegotiate Lone Star Gas Franchise.
The City Attorney issues legal opinions to interpret the
City Charter, City Ordinances, policies and • Provide legal support to revise/ enact/ enforce
procedures and state law. The City Attorney provides ordinances concerning: expansion of downtown
annual ethics training for the City Council, Boards and historic district, commercial/ manufacturing
Commissions. The City Attorney serves as a key zoning designations; traffic; alcohol consumption
specialist for the Development Process Core Team. in parks and recreation areas which cater to youth;
Housing Element of Century Plan; regional
stormwater drainage utility; and Sign Ordinance.
WHAT WE ACCOMPLISHED IN 1998/99:
• Secure required state permits for Pecan Branch
• Acquired property for Berry Creek Racquet Club Wastewater Treatment Plant to allow effluent
and property for the Hike & Bike Trail. reuse at Sun City and Georgetown Country Club,
and to create groundwater district.
• Provided legal support for regional water
J partnership agreement with Chisholm Trail • Provide support for development of the Rivery.
n Special Utility District.
• Research legal issues for reevaluation of City's
• Provided legal support for economic election method in anticipation of 2000 census.
development projects and major land
development projects including Escalera Ranch • Establish road assessment/public improvement
and the Rivery. districts for transportation system improvements
for the Rivery subdivision and for extension of
• Conducted training on Open Meetings Act and County Road 115.
Public Information Act for employees who
prepare agendas or are records custodians. • Provide legal support for opting into electric
deregulation.
• Worked with Election Team to incorporate newly
annexed areas into City election districts and • Provide legal support to more aggressively
create related address database and maps. enforce City ordinances and revise City code
provisions as needed.
MANAGEMENT SERVICES
194 ANNUAL OPERATING PLAN ELEMENT 1999/00
ACTIVITY INDICATORS
1) Staff requests for legal services
2) Public Information requests processed
3) Pending lawsuits and administrative
filings
4) Percent of informal opinions rendered
ACTUAL
ACTUAL
BUDGETED
PROJECTED PROPOSED
FY 96/97
FY 97/98
FY 98/99
FY 98/99 FY 00
785
1,459
1,500
1,767 2,100
103
79
100
95 115
23 16 12
within one day N/A 95* 95
* Tracking for performance measure initiated last quarter FY 1997/98.
1999/00 ADOPTED BUDGET AND 2000/01 PROJECTED BUDGET:
18
22
95
95
98/99
99/00
00/01
97/98 98/99 Projected
Adopted
Projected Base
Actual Budget Actual
(% Change*)
(% Change **)
5/0 5/0 5/0
# Employees
5/0
5/0
217,739 249,419 249,419
Personnel
254,329 (2.00/.)
254,329 (o.o%)
131,202 138,281 130,236
Operations
138,819 (6.60/.)
138,819 (o.o,/.)
348,941 387,700 __379 655
393,148 (3.6%)
393,148 (o.00/.)
Employees: full time / part time FTE's
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base from 99/00 Adopted
SIGNIFICANT CHANGES/OTHER COMMENTS:
The City also has a 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 1999/00
195
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 integrative 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 Division also administers on-going and
annual events such as Customer Service Committee,
Appreciation Day, Values Birthday summer picnic,
Benefits Fair, and the employee survey.
The Employee & Organizational Services budget
includes funds for city-wide programs such as merit
increases, employee bonuses, city-wide training, and
process improvement consultation.
f l�
WHAT WE ACCOMPLISHED IN 1998/99:
O• Completed fourth and final phase (front-line) and
implemented an on-going Leadership Develop-
ment Program.
• Completed advanced Leadership in Organizations
for Division Directors, Department Heads, and
other key personnel.
• Enrolled all participating employees to the new
providers in health, dental, vision, disability, and
life insurance.
• Acquired long term disability insurance as part of
City benefits package available to all full-time
employees.
• Conducted market salary analysis and
implemented position by position salary
adjustments to maintain externally competitive
salaries.
196
• Promoted developmental assets in all Georgetown
children by providing information to employees
about the "Partners in Education" program at
Benefits Fair.
• Assisted Fire Services with staffing for the City's
third fire station at Sun City and provided a
targeted recruitment effort, ensuring diversity in
the applicant pool and compatibility with the
City's culture.
• Enhanced employee newsletter with the addition
of digital pictures, new sections, and more articles.
WHAT WE PLAN TO ACCOMPLISH IN 1999/00:
• Assist with development of requirements, and
request for proposals and evaluation of options for
an integrated financial, human resources and utility
customer information system.
• Implement an on-going Leadership Development
Program to improve and enhance leadership skills
of new employees and integrate them to the City's
culture.
• Update New Employee Orientation to provide
basic training and introduce new employees to the
City's culture.
• Prepare a Human Resources audit to improve
efficiency of processes and ensure City compliance
with employment laws.
• Conduct job analysis to ensure internal equity
among City employees and update job evaluation
system, salary pay grade, and range structure.
• Coordinate educational sessions between City
divisions and the City's health care provider to
maximize health care benefits.
• Develop a supervisor's manual to help answer
questions regarding safety, payroll, staffing,
benefits, compensation, and employee relations.
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1999/00
ACTIVITY INDICATORS
1) Payroll Checks Issued
2) New Hires and Terminations
Processed
3) Performance Evaluation Average
Points
4) Turnover rate
EMPLOYEE SURVEY
5) About as expected or much better
than expected with overall
experience as an employee of the
City of Georgetown
CITIZEN SURVEY
6) Satisfied or better with
competent & helpful
City employees
ACTUAL
ACTUAL
BUDGETED
PROJECTED
PROPOSED
FY 96/97
EY 97/98
FY 98/99
FY 98/99
EY 99/00
159,605 (4.2%)
157,895 (-1.1%)
8,706
8,848
9,900
9,500
10,000
234
234
267
232
252
2.44
2.48
2.52
2.56
2.60
18%
16.3%
10%
16.8%
15%
N/A 95% 97% 96% 97%
N/A 95% 95% 95% 94%
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.
1999/00 ADOPTED BUDGET AND 2000/01 PROJECTED BUDGET:
EMPLOYEE & ORGANIZATIONAL SERVICES
98/99
97/98 98/99 Projected
Actual Budget Actual
5/0 5/0 4.25/0 # Employees
203,908 217,466 211,897 Personnel
182,226 155,250 153,197 Operations
386,134 372,716 365,094
Employees: full time / part time FTE's
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base from 99/00 Adopted
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1999/00
99/00
00/01
Adopted
Projected Base
(% Change *)
(% Change **)
5/0
5/0
237,658 (12.2%)
232,658 (-2.1%)
159,605 (4.2%)
157,895 (-1.1%)
397,263 (8.8%)
390,553 (-1.7"/0)
197
CITY-WIDE SERVICES
SIGNIFICANT CHANGES:
The City-wide Services budget includes funds for staff merit based salary increases and other salary 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 1998/99 budget for salary items transferred during the year:
Merit Increases $319,502
Salary Adjustments $343,350 (Market and Reclassifications)
Benefits $116,423
MANAGEMENT SERVICES
198 ANNUAL OPERATING PLAN ELEMENT 1999/00
98/99
99/00
00/01
97/98
98/99
Projected
Adopted
Projected Base
Actual
Budget
Actual
(% Change *)
(% Change **)
0
106,166
6,166
Merit Increases
373,730 (5961.1%)
511,420 (36.8%)
65,348
55,725
45,725
Bonuses
45,000 (-1.6%)
45,000 (0.0%)
0
0
0
Salary Adjs
107,000 (N/A)
107,000 (0.0%)
9,282
43,596
34,310
Benefits
98,665 (187.6%)
111,900 (13.4%)
152,701
135,507
128,917
Operations
141,404 (9.7%)
133,404 (-5.7%)
227,331
340,994
215,118
765,799 (256.0%)
908,724 (18.7%)
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base from 99/00 Adopted
SIGNIFICANT CHANGES:
The City-wide Services budget includes funds for staff merit based salary increases and other salary 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 1998/99 budget for salary items transferred during the year:
Merit Increases $319,502
Salary Adjustments $343,350 (Market and Reclassifications)
Benefits $116,423
MANAGEMENT SERVICES
198 ANNUAL OPERATING PLAN ELEMENT 1999/00
'-1
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1999/00
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0
199
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 Risk Program which includes re -bids and
annual renewals of Property and Liability Insurance
�n policies. The department coordinates city-wide loss
u( prevention efforts; processes claims filed against the
Al City, and administers the Workers' Compensation
WProgram including a Modified Duty Program. Safety
Services administers the Safety Shoe Program, the
UCity's Fitness for Duty Program, Hazard
_ Communication Program; coordinates the Hepatitis -B
and Tetanus Vaccination Program for at -risk
employees; and publishes a monthly accident
summary. The department promotes City-wide safety
awareness through the Safety Committee which actively
reviews safety training, facilitates the hands-on driving
A� skills course, conducts accident investigations, reviews
Wsafety issues at monthly safety committee meetings and
promotes the Safety Incentive Award Program. Safety
Services also coordinates state approved defensive
driving classes.
The Safety Services Department reports to the Director
of Employee and Organizational Services.
L
WHAT WE ACCOMPLISHED IN 1998/99:
• Revised and expanded the Safety Department's
section of the City's New Employee Orientation
Program.
• Developed and conducted employee workplace
security and safety awareness training.
• Developed and conducted a hands-on driving
course for 150 employees.
• Trained four additional City employees as Cardio
Pulmonary Resuscitation (CPR) and First Aid
instructors.
• Conducted on-site forklift operator training,
consisting of classroom and hands-on training.
• Obtained insurance liability coverage for
Underground Storage Tanks at the Airport and the
Vehicle Service Center in compliance with Texas
Natural Resource Conservation Commission
regulations.
• Obtained insurance coverage for injury, death, and
loss of use of police canines.
WHAT WE PLAN TO ACCOMPLISH IN 1999/00:
• Establish a regular schedule for safety training
requirements to allow for maximum participation
while incorporating training into regular job duties.
• Expand the roles of the safety committee members
by providing specialized safety training to improve
accessibility to safety information in each division.
• Expand post -offer physical assessment testing to
correspond with the physical requirements of job
specific tasks identified on employees' job
descriptions.
MANAGEMENT SERVICES
200 ANNUAL OPERATING PLAN ELEMENT 1999/00
ACTIVITY INDICATORS
1) Workers'Compensation
Injuries
2) Workers' Compensation
Experience Modifier
3) Claims filed against the City
4) Lost Duty Days Cases
ACTUAL
FY 96/97
PZ111
ACTUAL
FY 97/98
34
BUDGETED PROJECTED PROPOSED
FY 98/99 FY 98/99 FY 00
25 25 25
0.49
0.49
0.47
0.45
0.51*
40
25
20
30
30
6
11
11
9
9
1999/00 ADOPTED BUDGET AND 2000/01 PROJECTED BUDGET:
99/00
98/99
Adopted
97/98 98/99
Projected
(% Change **)
Actual Budget
Actual
2/0
2/0 2/0
2/0
# Employees
75,632 84,678
84,678
Personnel
33,940 43,617
41,817
Operations
N/A 136,500
125,000
Insurance
N/A 130,000
60,000
Insurance Deductible
109,572 394,795
311,495
Employees: full time / part time FTE's
* Percent change of 99/00 Adopted from 98/99 Projected Actual
** Percent change of 00/01 Projected Base from 99/00 Adopted
99/00
00/01
Adopted
Projected Base
(% Change *)
(% Change **)
2/0
2/0
84,201 (-0.6%)
84,201 (o.o%)
41,752 (-0.2%)
41,752 (0.0%)
136,500 (9.2%)
136,500 (0.0%)
130,000 (116.7%)
130,000 (o.o°io)
3922453 (26.0%)
392,453 (0.0%)
SIGNIFICANT CHANGES:
In 1997/98 two employees' injuries resulted in more than 60 lost duty days each, affecting 1999/00. The modifier is
still considerably lower than average and is expected to go back down in 2000/01.
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN ELEMENT 1999/00
201
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MANAGEMENT SERVICES
202 ANNUAL OPERATING PLAN ELEMENT 1999/00