HomeMy WebLinkAbout11 - Management ServicesManagement Services
The Management Services Division includes the City Council, City Manager's Office, City Secretary, City
Attorney's Office, and Employee and Organizational Services. This division functions as the central
communication link between the Council and the City organization, and manages City operations and
services.
Division Financial Summary:
City Council
City Attorneys Office
City Managers Office
Economic Development Grants
Employee & Organizational Svcs
City-wide Services
Safety Services
TOTAL 1,112,506 2,926,267 2,166,360
Percent change of 96/97 Adopted from 95/96 Projected Actual
" Percent change of 97/98 Projected Base from 96/97 Adopted
Source of Funding:
General Fund
Joint Services Fund
Special Revenue Funds
95/96
94/95 95/96 Projected
Actual Budget Actual
887,348 1,083,479 1,069,139
120,062 134,518 127,251
105,096 1,708,270 969,970
TOTAL 1,112,506 2,926,267 2,166,360
Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN 1996/97
97/98
Projected Base
(% Change ")
73,100
(-12.0%)
95/96
94/95
95/96
Projected
Actual
Budget
Actual
50,764
60,100
54,324
229,366
300,866
300,866
371,684
262,695
254,131
105,096
1,708,270
969,970
201,531
286,770
286,770
34,003
173,048
173,048
120,062
134,518
127,251
TOTAL 1,112,506 2,926,267 2,166,360
Percent change of 96/97 Adopted from 95/96 Projected Actual
" Percent change of 97/98 Projected Base from 96/97 Adopted
Source of Funding:
General Fund
Joint Services Fund
Special Revenue Funds
95/96
94/95 95/96 Projected
Actual Budget Actual
887,348 1,083,479 1,069,139
120,062 134,518 127,251
105,096 1,708,270 969,970
TOTAL 1,112,506 2,926,267 2,166,360
Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN 1996/97
97/98
Projected Base
(% Change ")
73,100
(-12.0%)
337,231
(-1.5x)
314,113
(o.(rx)
68,000
(-97.6°A)
333,838
(0.0%)
375,384
(-17.1%)
97,516
(-15.9%)
1,599,182 (-64.o%)
97/98
Projected Base
(% Change ")
1,531,182 (-6.7%)
O (WA)
68,000 (-97.69A)
1,599,182 (-64.o%)
249
Ends & Means
Economic Development
Policy End 1.0. Georgetown's economy is self-sustaining through diversified growth, a broad tax
base with minimal impact from economic fluctuation, enhanced business opportunity
and job creation.
Focus End 1.2 Georgetown recruits small to mid-sized commercial/industrial firms from all areas
of the production process (i.e., research and development, assembly, production,
distribution, warehousing, and retailing).
Means (96-97) Complete Texas Capital Fund Grants for Advanced Cable Services and Advance
Metal Systems. City Manager's Office)
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 (96-01) Support Chamber of Commerce and Georgetown Industrial Foundation in their
efforts to broaden the tax base and create jobs. (City Manager's Office, City Attorney's
Office)
Focus End 1.7 The City provides financial and nonfinancial incentives to promote economic
development.
Means (96-97) Revise Business Incentive Package. (City Manager's Office)
Means (96-97) Create a 413 Development Corporation for economic development purposes. (City
Council, City Manager's Office)
Education
Polices 2.0 Diverse and comprehensive educational opportunities are available through public
and private cooperative efforts.
Means (96-97) Work with Williamson County and the Georgetown Industrial Foundation to
secure funding for Workforce Development. (City Manager's Office)
Means (96-97) Support community efforts to obtain Austin Community College, Temple Junior
College, and Southwest Texas State University extension courses in Georgetown. (City
Manager's Office)
Environmental and Resource Conservation
Policy End 3.0 The physical qualities that make Georgetown attractive are protected.
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.
MANAGEMENT SERVICES
250 ANNUAL OPERATING PLAN 1996/97
Means (96-97) Finalize negotiations with Brazos River Authority for additional water supply
rights. (City Council, City Manager's Office, City Attorney's Office)
Means (96-97) Seek legislation to permit financing for closing private septic tanks and
connecting customers to the City wastewater system. (City Manager's Office)
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 (96-97) Plan for the construction of a parking lot at Main and 6th Street. (City Manager's
Office)
Focus End 4.2 The City has a high level of employee satisfaction and retention.
Means (96-97) Implement & provide training on revised personnel policies. (Employee &
Organizational Services)
Means (96-97) Use results from organizational needs inventory (assessment) to carry out action
plan for continued professional development of City-wide staff, focusing on alignment with
the City's values -based organizational culture. (Employee & Organizational Services)
Means (96-97) Research feasibility of on -sight child care. (Employee & Organizational Services)
Means (96-97) Implement strategies for process improvement in Employee and Organizational
Services, especially in the areas of recruitment, staffing and payroll administration.
(Employee & Organizational Services)
Means (96-97) Adjust pay grade ranges and merit matrix to remain competitive with market.
(Employee & Organizational Services)
Means (96-97) Develop a wellness program to promote healthy lifestyles and thus reduce health
insurance claims. (Employee & Organizational Services)
Focus End 4.6. The City meets the needs of internal and external customers through innovative
acquisition and use of information resources.
Means (96-97) Provide training to City staff on efficient use of legal services and complete
implementation of project management of all City legal work. (City Attorney's Office)
Finance
Policy End 5.0 All municipal operations are conducted in an efficient business -like manner and
sufficient financial resources for both short-term and long-term needs are provided.
Means (96-97) Secure additional funding for parks and recreation facilities in cooperation with
the Parks and Recreation Board. (City Manager's Office)
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN 1996/97 251
Means (96-98) Join forces with GISD and Williamson County to maximize current resources
through joint purchasing, property/facility sharing, and other innovations. (City Council,
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 (96-98) Support plans for Georgetown's 150th birthday celebration. (City Council, City
Manager's Office)
Means (96-97) Produce distributea-City quarterly newsletter to the citizens. (CiManager s
Office)
Means (96-01) Encourage and promote citizen involvement on advisory boards and
commissions. (City Manager's Office)
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.
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 (96-97) Continue cooperation with GISD to seek an efficient General Election process.
(City Council, 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.
Focus End 7.1 The City's regulations implement the Policy Ends and provide the opportunity to
seek change with reasonable effort and expense.
Means (96-98) Implement the recommendations of the Development Redesign Team. (City
Attorney's Office, City Manager's Office, Employee & Organizational Services)
Means (96-98) Provide technical consultation for new Development Process Team by developing
job descriptions, organizational structure, evaluation and incentive systems which support
the self-directed work team model. (Employee & Organizational Services)
Focus End 7.2 Annexation procedures and standards benefit the community.
Means (96-01) Implement the City. Annexation Policy. (City Manager's Office, City Attorney's
Office)
MANAGEMENT SERVICES
252 ANNUAL OPERATING PLAN 1996/97
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)
Historic Preservation
Policy End 9.0 Prehistoric, historic, and cultural resources are preserved, protected and
promoted.
Means (96-98) Renovate the "shotgun" house behind the Georgetown Public Library for use as
a museum or cultural center. (City Council)
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 (96-97) Prepare development agreement for Shell Ranch Project. (City Attorney's Office,
City Manager's Office)
Means (96-97) Support affordable housing through the federal tax credit program. (City Council)
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 (96-98) Acquire and annex areas needed to complete the Northwest Boulevard
extension. (City Manager's Office, City Attorney's Office)
Focus End. 12.1. The City maintains a Transportation Functional Plan that includes all
modes of transportation.
Means (96-01) Acquire right of way for expansion of transportation system. (City Attorney's
Office)
Focus End 12.2 The City supports an area -wide transportation effort through coordination with
other public and private organizations.
Means (96-98) Work with the Texas Department of Transportation to extend Leander Road, to
widen Interstate 35, to "flip" the entrance and exit ramps on the west side of Interstate 35
from State Highway 29 north to Williams Drive, and to convert the frontage roads along
Interstate 35 to one-way. (City Manager's Office)
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN 1996/97 253
Means (96-01) Work with the Texas Department of Transportation and the Federal Highway
Administration to obtain funding for the extension of State Highwy 130. (City Council, City
Manager's Office)
Means (96-99) Work with Williamson County on the alignment of Inner Loop and D. B. Wood
Roads. (City Manager's Office)
Focus End 12.5. The City has continuous frontage roads along Interstate Highway 35 through
Georgetown.
Means: (96-97) Finalize paving assessments on Interstate Highway 35 Frontage Road when
construction is completed. (City Attorney's Office)
Utilities 1 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.
Focus End 14.1 Customers of the City's electric utility have a range of choices with respect to
rates, service levels and power supply options.
Means (96-97) Implement contract with Central and Southwest Communications to install a
wireless communication network which will enable time of use utility billing. (City
Manager's Office)
Means (96-97) Revise utility rates, as necessary, to prepare for electric deregulation. (City
Council, City Manager's Office)
Focus End 14.2 Water and wastewater services exceed state and federal standards and are
provided to a all certified areas.
Means (96-97) Obtain a discharge permit for the new wastewater treatment plant to be
constructed in 1998/99. (City Manager's Office, City Attorney's Office)
MANAGEMENT SERVICES
254 ANNUAL OPERATING PLAN 1996/97
CITY COUNCIL
CITY OF GEORGETOWN
Founded in 1848
City Council
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 State 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.
How to Reach Us:
Regular Council meetings are held on the second and fourth Tuesday of each month at 7:00 p.m., generally
preceded by a workshop at 5:00 p.m., in the City Council Chamber located at 101 East 7th Street.
Individuals interested in contacting the Mayor or Council members can call 512/930-3652.
What We Accomplished in 1995/96:
• Authorized industrial revenue bonds for Triple S Plastics.
• Obtained state loans for Reedholm Instruments and Advance Metal Systems, Inc.
• Adopted development impact fees.
• Provided for City pay grades to become competitive with market median.
• Held annual recognition banquet for all boards, commissions, and committees to recognize
incoming and outgoing board members for their services.
• Secured a water agreement with Jonah Special Utility District for separating water and wastewater
service.
• Created working groups for the Facilities and Services and Airport Functional Plan Elements of the
Century Plan.
• Authorized five annexations of adjacent territory.
• Approved plans for a third City fire station to be constructed in Sun City Georgetown.
• Authorized garbage rate increase, effective October 1995, resulting in a self-supporting Sanitation
Fund beginning in 1996/97.
MANAGEMENT SERVICES
256 ANNUAL OPERATING PLAN 1996/97
What We Plan to Accomplish in 1996/97 (Significant Means):
• Implement a wireless communication network system with Central and Southwest
Communications.
• Continue to plan for various traffic improvements: including to extend Leander Road, to widen
Interstate 35, to "flip" the entrance and exit ramps on the west side of Interstate 35 from State
Highway 29 north to Williams Drive, and to convert the frontage roads along Interstate 35 to one
way.
• Coordinate road and bridge construction and right of way acquisition with Williamson County.
• Arrange joint meetings of the City Council and City boards and commissions.
• Support the Georgetown Project through financial and other means.
• Revise Business Incentive Package.
• Create a 4B Development Corporation for economic development purposes.
1996/97 Adopted Budget and 1997/98 Projected Budget:
95/96
94/95 95/96 Projected
Actual Budget Actual
50,764 60,100 54,324
0 0 0
50,764 60,100 54,324
' Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
100
80
N
V
60
N
7
r 40
20
0
® 94/95 Actual ® 95/96 Projected Actual
® 96/97 Adopted ® 97/98 Projected Base
97/98
Projected Base
(% Change ")
73,100 (o.o%)
0 (N/A)
73,100 (-12.0%)
Source of Revenues: The City Council is funded from General Fund revenues (general operating
expenses), Water Fund (contingency and GIF), and various state and federal grants (specific projects).
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN 1996/97 257
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MANAGEMENT SERVICES
258 ANNUAL OPERATING PLAN 1996/97
CITY ATTORNEY'S OFFICE
CITY OF GEORGETOWN
Founded in 1848
City Attorney's Office
What We Do:
The City Attorney's Office provides in-house legal services for the City Council, City Staff, and City Boards
and Commissions and supervises the provision of legal services by outside counsel as needed. This
department acquires real property on behalf of the City, prepares and/or reviews all necessary real estate
documents, contracts, development agreements, ordinances, pleadings, policies, procedures and provides
training to other departments on legal issues. The City Attorney's Office acquires easements and right of
way for utility and transportation projects budgeted for construction as a part of the annual Capital
Improvements Projects schedule. The City Attorney's Office provides additional training and support for
the Police Services Division. The City Attorney serves on the City's Development Review Committee to
provide a legal analysis of applications for development within the City. The City Attorney's Office provides
legal representation to the Planning and Zoning Commission and Zoning Board of Adjustment. This
department also assists in Teen Court training and prosecutes Class C misdemeanors in Municipal Court.
The City Attorney issues legal opinions concerning interpretations of the City Charter, City Code and
ordinances, as well as City policies and procedures. The City Attomey's Office actively assists in Code
Enforcement efforts, and provides legal representation to the Building Standards Commission. The City
Attorney's Office provides legal support for the implementation of the Del Webb Development Agreement
and continued processing required for the Subdivision Assurance Trust. The City Attorney represents the
City in litigation as required by the City Charter. The City Attorney provides annual ethics training for the
City Council, as required by the City's Ethics Ordinance.
How to Reach Us:
The City Attorney's Office is located within the City Offices at 103 W. 7th Street. Hours are 8:00 a.m. to
5:00 p.m., Monday through Friday, excluding holidays. Staff may be reached by phone at 512/930-3653
or fax at 512/930-3622.
What We Accomplished in 1995/96 (Significant Means):
• Provided legal support for installation, license and software agreement for Customer Choice &
Control meter reading and SCADA system.
• Provided training for City staff on Public Information Act and on Contract Law.
• Filed for pre -clearance of election with the Justice Department for the Special Called Election and
the General Election.
• Provided training for teen court attorneys.
• Implemented new procedures to make the legal process within the City easier and more expedient,
including development of additional form documents, specialization of department staff, and full
implementation of computerized project management.
• Acquired right of way for expansion of transportation system, including Northwest Blvd.
• Acquired easements and processed approval of land -banked property for Phase II, River Corridors
Park.
MANAGEMENT SERVICES
260 ANNUAL OPERATING PLAN 1996/97
• Acquired Heritage Baptist Church property for parking for downtown square.
• Acquired the "shotgun house" property.
• Provided legal support for economic development projects: Reedholm Instruments and Advance
Metal Systems, Inc.
What We Plan to Accomplish in 1996/97 (Significant Means):
• Represent the City before Texas Natural Resource Conservation Commission (TNRCC) in revising
the Water Certificate of Convenience & Necessity (CCN) in order to implement regional water
partnership with Jonah Water Special Utility District.
• Finalize paving assessments on Interstate Highway 35 Frontage Road when construction
completed.
• Provide legal support for permitting of Pecan Branch Wastewater Treatment Plant.
• Provide legal support for renewal of Dove Springs Wastewater Treatment Plant.
• Provide legal support for the implementation of the Telecommunications Act.
• Represent the City on the Texas Coalition of Cities on Franchised Utility Issues.
• Acquire land for relocation of Fire Station No. 1.
1996/97 Adopted Budget and 1997/98 Projected Budget:
95/96
94/95 95/96 Projected
Actual Budget Actual
3/.05
4/.05
41.05
164,615
201,169
201,169
64,751
97,856
97,856
0
1,841
1,841
229,366 300,866 300,866
Employees: full time / part time FTE's
Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
400
,,, 300
100
0
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN 1996/97
® 94/95 Actual ® 95/96 Projected Actual
® 96/97 Adopted ® 97/98 Projected Base
97/98
Projected Base
(% Change ")
4/1
224,449 (o.o%)
112,782 (-o.5%)
0 (-1o0.0%)
337,231 (-1.5%)
261
Source of Revenues: The City Attorney's Office receives funding from General Fund revenues.
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.
The department will add one part-time legal assistant to improve workflow.
MANAGEMENT SERVICES
262 ANNUAL OPERATING PLAN 1996/97
CITY MANAGER'S OFFICE
CITY OF GEORGETOWN
Founded in 1848
City Manager's Office
What We Do:
The City Manager's Office (formerly the Management Services Department) includes the City Manager,
Assistant to the City Manager, and the City Secretary. The City Manager, appointed by Council, is the chief
administrative and executive officer of the City. Powers 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 and coordinates them with the Georgetown Industrial Foundation and the
Chamber of Commerce. The City Secretary maintains official City records and conducts City elections.
How to Reach Us:
The offices of the City Manager and City Secretary are located in City Hall at 609 Main Street. Hours are
8:00 a.m. to 5:00 p.m., Monday through Friday. The City Manager and City Secretary may be reached by
phone at 512/930-3652 or by fax at 512/930-3659.
What We Accomplished in 1995/96:
• Maintained active involvement in the Association of Wholesale Customers to protect the City's long-
term investment in the electrical system with regard to electric rates, policies affecting the electrical
system, and the City's position on load management and conservation.
• Oversaw implementation of the Sun City Georgetown Development Agreement.
• Oversaw the re-engineering of the development process.
• Established joint early voting for GISD and the City.
• Negotiated a customer controlled utility load management system for City residents.
What We Plan to Accomplish in 1996/97 (Significant Means):
• Work with Austin Community college, Temple Junior College, and Southwest Texas State University
to obtain extension courses in Georgetown.
• Finalize negotiations with Brazos River Authority for additional water supply rights.
• Seek legislation to permit financing for closing private septic tanks and connecting customers to the
City wastewater system.
• Produce and distribute a City quarterly newsletter to citizens.
• Prepare development agreement for Shell Ranch Project.
• Revise Business Incentive Package.
MANAGEMENT SERVICES
264 ANNUAL OPERATING PLAN 1996/97
® Create a 46 Development Corporation for economic development purposes.
1996/97 Adopted Budget and 1997/98 Projected Budget:
94/95
Actual
4/1.25
230,273
141,411
0
95/96
Budget
3/0.25
170,929
90,266
1,500
95/96
Projected
3/0
169,373
83,258
371,684 262,695 254,131
Employees: full time / part time FTE's
' Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
•XX
300
N
r
C
O
7 200
O
L
F
100
0
97/98
Projected Base
(% Change ")
3/0.25
185,649 (o.o%)
128,464 (o.o%)
0 (WA)
314,113 (o.o%)
® 94/95 Actual ® 95/96 Projected Actual
® 96/97 Adopted M97/98 Projected Base
Source of Revenues: The City Manager's Office Department receives funding from General Fund
revenues (operations).
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN 1996/97 265
Economic Development Grants
What We Do:
The City has received economic development grants from the State of Texas to provide assistance to
businesses, who repay the grant to the state at low or zero interest. Poly Resources Recycling, Inc., a
plastics recycling company, repaid their working capital loan in 1996. The City built a manufacturing facility
for Sierra Microwave Technology, Inc., who is currently paying on a capital lease for the building.
Reedholm Instruments, a company who builds testing instruments for computer chip manufacturers, is
using grant funds to build a manufacturing facility. The City will build a facility for Advanced Cable Services,
L.P., a company that designs cable systems for communities and cable companies worldwide. The City
is using a grant to fund road improvements to support Advanced Metal Systems, Inc., a manufacturer of
pre-engineered steel buildings. To -qualify for grant funding through the state, each business must create
a specified number of jobs for the community and must contribute to the project by providing working capital
and other assets.
Fund Summary:
Excess (Deficiency) of
Revenues over Expenditures
Fund Balance at
Beginning of Year
Fund Balance at
End of Year
` Percent change of 96/97 Adopted from 95/96 Projected Actual
" Percent change of 97/98 Projected Base from 96/97 Adopted
0
n
0 0
0 0
0 0 0
97/98
Projected Base
(% Change ")
68,000 (-95.6%)
0 (WA)
68,000 (-97.6%)
25,000
25,000
18,000 (o.o%)
68,000 (-97.6%)
0 (WA)
0 (WA)
0 (WA)
MANAGEMENT SERVICES
266 ANNUAL OPERATING PLAN 1996/97
95/96
94/95
95/96
Projected
Actual
Budget
Actual
REVENUES
Donations/Business Injections
35,001
661,470
643,470
Business Injections/Bank Loan
0
0
113,200
Grants
70,095
921,800
78,300
Transfer In
0
125,000
135,000
Total Revenues
105,096
1,708,270
969,970
EXPENDITURES
Advanced Cable - Texas Capital Fund Grant
0
500,000
7,500
Advanced Cable - Business Contribution
0
0
0
Advanced Metal - Texas Capital Fund Grant
0
0
0
Advanced Metal - Business Contribution
0
0
0
Poly Resource Recyling - Business Contribution
18,914
78,475
78,475
Reedholm - Texas Capital Fund Grant
41,375
546,800
319,000
Reedholm - Business Contribution
0
564,995
564,995
Sierra Microwave - Texas Capital Fund Grant
27,920
0
0
Sierra Microwave - Business Contribution
16,887
18,000
0
Total Expenditures
105,096
1,708,270
969,970
Excess (Deficiency) of
Revenues over Expenditures
Fund Balance at
Beginning of Year
Fund Balance at
End of Year
` Percent change of 96/97 Adopted from 95/96 Projected Actual
" Percent change of 97/98 Projected Base from 96/97 Adopted
0
n
0 0
0 0
0 0 0
97/98
Projected Base
(% Change ")
68,000 (-95.6%)
0 (WA)
68,000 (-97.6%)
25,000
25,000
18,000 (o.o%)
68,000 (-97.6%)
0 (WA)
0 (WA)
0 (WA)
MANAGEMENT SERVICES
266 ANNUAL OPERATING PLAN 1996/97
EMPLOYEE & ORGANIZATIONAL SERVICES
47 CITY OF GEORGETOWN
Founded in 1848
Employee & Organizational Services
What We Do:
This department includes the Director of Employee & Organizational Services and Human Resources Staff.
The Director of Employee and Organizational Services works with all divisions to improve internal
processes and implement the City's values statement. The department also provides service to employees,
applicants, and City departments in the areas of employment, employee benefits, employee relations,
human resource management, training, payroll processing, performance appraisal, personnel records,
policy interpretations and compensation administration.
The Employee & Organizational Services budget includes funds for city-wide programs such as merit
increases, employee bonuses, city-wide training and process improvement consultation.
How to Reach Us:
The Employee & Organizational Services office is located at 616 Main Street. Hours are 8:00 a.m. to 5:00
p.m., Monday through Friday. Employee & Organizational Services may be reached by phone at 512/930-
3639 or by fax at 512/930-2502. The City's job line can be reached at 512/930-5856.
What We Accomplished in 1995/96:
• Established the new Division of Employee & Organizational Services and increased service level
to all City Divisions by: adopting a Division mission statement; defining staff roles and
responsibilities; putting new policies, systems, and processes in place; hiring and training a Human
Resources Administrative Assistant and an exempt -level Human Resources Generalist.
• Adjusted salaries city-wide, as appropriate, based on a position -by -position salary study, to become
competitive with the external market while maintaining internal equity.
• Rewrote Personnel Policies to conform with changes in law and to better align with the City's
values -based culture.
• Completed organizational inventory (assessment) as first step in developing Personal Development
Plans (PDP) for all City employees. The PDP's will become part of a 3600 evaluation system and
ensure continued incorporation of principals of the employee values statement into day-to-day
operations.
• Assisted with implementation of new development process model by providing
facilitation/consultation services to the Development Process Redesign Team.
• Participated in an organizational management evaluation process.
What We Plan to Accomplish in 1996/97 (Significant Means):
• Redesign the staffing function including pro -active recruiting, centralized hiring, and selection of
employees based on work values as well as technical skills.
MANAGEMENT SERVICES
268 ANNUAL OPERATING PLAN 1996/97
• Use results from organizational assessment to implement an action plan for continued professional
development of city-wide staff that focuses on alignment between the City's values -based
organizational culture and individual behavior and job performance.
• Provide structure/technical consultation for implementation of the new Development Process Team
by developing job descriptions, organizational structure, evaluation and incentive systems which
support the new self-directed work team model.
• Research feasibility of on -sight child care for children of City employees.
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.
1996/97 Adopted Budget and 1997/98 Projected Budget:
Employee & Organizational Services
201,531 286,770 286,770
Employees: full time / part time FTE's
Percent change of 96/97 Adopted from 95/96 Projected Actual
" Percent change of 97/98 Projected Base from 96/97 Adopted
400
a 300
100 100
0
® 94/95 Actual ® 95/96 Projected Actual
® 96/97 Adopted ® 97/98 Projected Base
97/98
Projected Base
(% Change ")
5/0
180,454 (o.oi)
153,384 (o.o%)
0 (MIA)
333,838 (o.o%)
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN 1996/97 269
95/96
94/95
95/96
Projected
Actual
Budget
Actual
3/0
5/0
5/0
105,401
172,364
172,364
96,130
94,221
94,221
0
20,185
20,185
201,531 286,770 286,770
Employees: full time / part time FTE's
Percent change of 96/97 Adopted from 95/96 Projected Actual
" Percent change of 97/98 Projected Base from 96/97 Adopted
400
a 300
100 100
0
® 94/95 Actual ® 95/96 Projected Actual
® 96/97 Adopted ® 97/98 Projected Base
97/98
Projected Base
(% Change ")
5/0
180,454 (o.oi)
153,384 (o.o%)
0 (MIA)
333,838 (o.o%)
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN 1996/97 269
94/95
95/96
Actual
Budget
0
3,074
31,794
44,456
0
0
2,209
9,918
0
115,600
0
0
City -Wide Services
95/96
Projected
Actual
3,074
44,456
0
9,918
115,600
0
34,003 173,048 173,048
Percent change of 96/97 Adopted from 95/96 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
500
400
N
O
W N
N
7
F 200
100
0
® 94/95 Actual ® 95/96 Projected Actual
® 96/97 Adopted ® 97/98 Projected Base
97/98
Projected Base
(% Change ")
217,771 (o.o%)
45,000 (o.o%)
63,848 (o.o%)
45,465 (o.o%)
3,300 (-95.7%)
0 (-too.o%)
375,384 (-17.1%)
Source of Revenues: Employee & Organizational Services receives funding from General Fund
revenues.
Other Comments:
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. The salary
increases budgeted for 1995/96 of $135,000 (excluding market adjustments of $260,000) were allocated
to each division and the budget amended as needed.
MANAGEMENT SERVICES
270 ANNUAL OPERATING PLAN 1996/97
SAFETY SERVICES
CITY OF GEORGETOWN
Founded in 1848
Safety Services
What We Do:
The Safety Services Department coordinates city-wide loss prevention efforts; processes claims filed
against the City; administers the Workers' Compensation program; the safety shoe program; and the City's
controlled substances and alcohol testing program as required by the City's Fitness for Duty Policy and the
Department of Transportation; promotes city-wide safety awareness through the monthly accident summary
newsletter, monthly safety committee meetings and accidents investigations. The efforts of the Safety
Services Department, in cooperation with all City employees, have resulted in a safe work environment
which has achieved one of the lowest insurance premium rates in the state.
The Safety Services department reports to the Director of Employee and Organizational Services.
How to Reach Us:
The Safety Services Department office is located at 616 Main Street. Hours are 8:00 a.m. to 5:00 p.m.
Monday through Friday. You may contact staff by phone at 512/930-3693 or by fax at 512/930-2502.
What We Accomplished in 1995/96:
• Conducted Hepatitis -B vaccinations for at -risk City employees.
• Revised the City's Fitness for Duty Policy in compliance with Department of Transportation
Controlled Substances and Alcohol Use and Testing Regulations (DOT).
• Conducted training for supervisory staff on the City's new Fitness for Duty Policy.
• Revised the City's Hazard Communication Program.
• Established one of the lowest Workers Compensation Experience Modifiers in the State which
reduced the City's premium payments by 9.5%.
What We Plan to Accomplish in 1996/97 (Significant Means):
• Train all employees on the new Fitness for Duty Policy (Directors and Supervisors trained in
1995/96).
• Implement additional drug and alcohol testing in accordance with the City's new fitness for Duty
Policy as required by the Department of Transportation (DOT).
• Implement Hazard Communication Program and Training that will teach employees how to identify
hazardous chemicals, to take precautions to avoid exposure, and to act in case of accidental
exposure.
• Revise Safety Incentive Program to recognize those employees who promote the safety program
by demonstrating good safe work habits and actively seek to make the work environment safer.
MANAGEMENT SERVICES
272 ANNUAL OPERATING PLAN 1996/97
® Develop Driving Safety Program which focuses on defensive driving techniques and driver
responsibilities.
® Revise the Modified Duty Program.
• Develop in-house emergency and evacuation procedures and train all employees.
0 Implement an internal hazard mitigation program to provide a safer work environment and promote
a proactive safety program.
s Develop a wellness program to promote a healthy lifestyle for employees.
1996/97 Adopted Budget and 1997/98 Projected Budget:
94/95
Actual
2/0
59,035
61,027
0
95/96
Budget
2/0
63,987
70,531
0
95/96
Projected
Actual
2/0
63,015
64,236
0
120,062 134, 518 127, 251
Employees: full time / part time FTE's
' Percent change of 96197 Adopted from 95196 Projected Actual
Percent change of 97/98 Projected Base from 96/97 Adopted
150
0
® 94/95 Actual ® 95/96 Projected Actual
® 96/97 Adopted ® 97/98 Projected Base
97/98
Projected Base
(% Change ")
2/0
64,670 (o.o%)
32,846 (-36.o%)
0 (WA)
97,516 (-15.9%)
Source of Revenues: The Safety Services Department will be transferred from the Joint Services Fund
to the General Fund for 1996/97.
MANAGEMENT SERVICES
ANNUAL OPERATING PLAN 1996/97 273
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MANAGEMEN I SERVICES
274 ANNUAL OPERATING PLAN 1996/97