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Home My WebLink About10-Management ServicesManagement Services Management Services consists of the executive and governing functions of the City. The City Council is the legislative body that provides the leadership and vision for the community of Georgetown. The City Manager's Office functions as the central communication link between the Council and the City organization, and manages the day-to-day operations and services of the City. The City Secretary maintains official records, oversees all municipal elections and coordinates the boards and commissions appointment process. Human Resources and Safety Services provide employee and organizational support to retain and attract quality employees. Other departments overseen include Human Resources, Animal Services, Library and the Airport. City Council Page 120 Airport Page 124 Animal Services Page 126 Governmental Contracts Page 128 Human Resources and Safety Services Page 130 Legal Contract Page 133 Library Page 134 City Manager's Office Page 122 Management Services 01/02 03/04 00/01 01/02 PROJECTED ESTIMATED ACTUAL BUDGET ACTUAL BASE City Council 346,026 352,903 280,085 262,353 (-6.3%)262,625 City Manager's Office 475,745 556,818 531,485 562,526 (5.8%)580,750 Airport 1,209,504 1,228,368 1,309,327 1,333,012 (1.8%)1,326,111 Animal Services 294,644 308,359 306,392 338,491 (10.5%)341,124 Animal Services SRF 10,000 10,000 36,687 (266.9%)15,400 General Govt. Contracts 124,068 168,764 164,144 209,071 (27.4%)213,569 Legal Contracts 736,395 497,698 530,105 470,000 (-11.3%)470,000 Human Resources 448,152 373,754 373,752 340,575 (-8.9%)364,338 City-wide Services 374,855 372,107 371,693 543,300 (46.2%)404,300 Library 833,172 863,778 858,406 896,542 (4.4%)913,284 Library Donations 38,104 44,431 44,431 43,886 (-1.2%)21,100 Division Total 4,880,665 4,776,980 4,779,820 5,036,443 (5.4%)4,912,601 * Percent change of 02/03 Adopted from 01/02 Projected Actual 00/01 01/02 01/02 03/04 PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL PROJECTED City Council 0 1 1 1 City Manager's Office 6/.5 5/.5 5/.5 5/.5 Airport 2/4.25 2/3.5 2/3.5 2/3.5 Animal Services 6.5 6.5 6.5 6.75 Human Resources 5 4/.5 4 4 Library 10/4.5 11/4.5 11/4.5 11/4.5 Total (FT/PT)29.5/9.25 29.5/9 29.5/8.5 30/8.25 1 5/.5 2/3.5 Management Services 02/03 ADOPTED 02/03 ADOPTED (% Change*) 6.75 4 11/4.5 30/8.25 Personnel 35% Operations 63% Capital 2%1,333,012 543,300 209,071 262,353 340,575 375,178 470,000 940,428 562,526 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 Gen. Govt. Cont. City Council Human Resources Animal Services Legal Contracts City-wide Svcs. City Mgr.'s Office Library Airport 120 Management Services City Council DEPARTMENT DESCRIPTION The City Council is composed of a Mayor, elected at large, and seven Councilmembers elected from single- member districts. Georgetown is a Home Rule City, which means that the Council is free to enact legislation, adopt budgets, and determine policies, subject only to the limitations imposed by the Texas Constitution and City Charter. The Council appoints the City Manager coordinates and implements activities to effectively accomplish the City Council goals and objectives established by the City Council. The Council also appoints the City Attorney, the Municipal Judge and the City Secretary. In addition, the Council appoints citizens to serve on advisory boards, commissions, and committees. The City Secretary, who is included in this budget area, maintains official City records, conducts City elections and coordinates the boards and commissions appointment process. MAJOR DEPARTMENT GOALS • Develop policies which enhance the quality of life for the community while preserving its unique character and natural resources. • Ensure the long-term financial viability of Georgetown. • Promote community involvement and participation in local government. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002 • Hired a new City Manager to ensure the delivery of quality services to citizens through effective management and efficient administration. • Adopted Future Land Use and Thoroughfare Plan that promotes orderly growth, addresses environmental issues, coordinates the provision of City Services, and promotes safe and economically viable neighborhoods. • Revised by-laws and operating procedures and created the Georgetown Transportation Enhancement Corporation (new 4B) to recommend funding for new transportation projects. • Appointed a Charter Review Committee to review the current City Charter and make recommendations to the Council for voter approval. • Implemented new Redistricting Plan for future elections that ensures diversification in its single member districts that complies with Federal Law. • Hired a consultant and began implementation of an improved records management program to increase efficiency and accessibility of public records. • Created Advisory Boards for Georgetown Utility Systems and Public Safety to review and prioritize City utility projects and Police and Fire Services activities for recommendations to Council. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003 • Adopt and implement the Unified Development Code to insure consistency of the City’s development ordinances to preserve the character of the community. • Adopt a comprehensive transportation plan that provides for the safe and efficient movement of traffic, promotes the economic interests of the community and adequately serves the personal needs of individuals. • Adopt an annexation plan that identifies planning issues and financial impacts of future annexations. • Add additional polling locations for city elections for the convenience of voters. CITY COUNCIL 00/01 ACTUAL 01/02 BUDGET 01/02 ACTUAL 02/03 ADOPTED 03/04 PROJECTED City Secretary Total 0 0 1 1 1 1 1 1 1 1 121 WORKLOAD MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. # of agenda items processed/reviewed 980 1,103 1,600 855 1,000 2. # of hours spent in Council meetings 158 178 275 345 350 3. # of Council/special meetings posted 60 99 150 60 75 4. # of public meetings posted 325 269 350 288 300 5. # of elections held 1 2 1 3 2 PERFORMANCE MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. % of citizens who rated the value received from City tax dollars to be excellent or good N/A 46.9% N/A 50% 60% 2. % of citizens who rated the City to be excellent or good in the area of making sure there are sufficient green, open spaces throughout the city N/A 68.4% N/A 75% 80% 3. City Council meeting minutes completed and approved in two weeks 99% 98% 100% 100% 100% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 70,872 76,276 76,276 Personnel 78,042 78,196 275,154 276,627 203,809 Operations 184,311 184,429 346,026 352,903 280,085 262,353 262,625 122 Management Services City Manager’s Office DEPARTMENT DESCRIPTION The City Manager’s Office is responsible for the administration of City affairs and serves as the liaison between the policymaking and administrative branches of City Government. The City Manager, appointed by Council, is the chief administrative and executive officer of the City. Responsibilities of the City Manager’s Office include coordinating activities to effectively accomplish the City Council goals and objectives. The City Manager also acts as the City’s representative and liaison to local groups, service organizations and businesses. MAJOR DEPARTMENT GOALS • Ensure the delivery of quality services to citizens through effective management and efficient administration. • Coordinate the implementation of City Council goals and objectives with all City Departments. • Facilitate community activities to address public requests for needs and services. • Improve citizen awareness and understanding of City programs, services and issues and promote a positive public image of the organization. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002 • Began implementation of a Public Information Program to improve community understanding of City services. • Provided a weekly status report, a monthly activity indicator report and a monthly revenue report to the City Council that contain status information regarding ongoing projects, events and activities. • Refined the City’s long-range financial plan to comply with the fiscal budgeting policy adopted by the City Council that promotes long-term financial responsibility to ensure future economic viability of the community. • Worked with Quorum Equities, Inc. to finalize the development agreement regarding the Rivery Towne Crossing. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003 • Continue efforts to create a tracking system for City leases and contracts for management efficiency. • Continue review of departmental efficiency and identify areas for possible outsourcing while maintaining high levels of service. • Expand the Public Information Program to improve community understanding of City services. • Seek partnerships to assist the City in its efforts to develop affordable housing options. • Finalize the 7th Amendment to the Del Webb Development Agreement regarding Del Webb’s Sun City, Texas, including a comprehensive economic analysis. • Identify planning issues and financial impacts associated with future annexations. CITY MANAGER’S OFFICE 00/01 ACTUAL 01/02 BUDGET 01/02 ACTUAL 02/03 ADOPTED 03/04 PROJECTED City Manager Assistant City Manager for Operations Administrative Assistant/Deputy City Secretary Staff Assistant/Receptionist Assistant to City Manager City Secretary Public Information Officer Mail Couriers (PT) Total (FT/PT) 1 1 1 1 1 1 0 .5 6/.5 1 1 1 1 0 0 1 .5 5/.5 1 1 1 1 0 0 1 .5 5/.5 1 1 1 1 0 0 1 .5 5/.5 1 1 1 1 0 0 1 .5 5/.5 123 WORKLOAD MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. # of Public Information Requests handled 80 248 100 500 400 2. # of Council/Special Meetings 60 99 150 60 75 PERFORMANCE MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. % of citizens who rated their experience with city employees to be excellent or good N/A 74% N/A 80% 85% DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: During 2002/03 the City Manager will develop a revised organizational structure to more adequately oversee City operations. 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 300,417 378,881 353,676 Personnel 418,007 421,070 175,328 177,937 177,809 Operations 144,519 159,680 475,745 556,818 531,485 562,526 580,750 124 Management Services Airport DEPARTMENT DESCRIPTION The City of Georgetown Municipal Airport provides aviation services to the public. The Airport Department is responsible for the day-to-day operations and maintenance, which include the supervision of fuel sales concessions, monitoring the leases for City-owned facilities, and the supervision of the ground maintenance. The Airport provides 24 hour operation of a 5000-foot main runway and related taxiways, ramps and navigational aides. All of the above must be in compliance with state and federal rules and regulations. In addition, the Department provides support to the Airport Advisory Board. MAJOR DEPARTMENT GOALS h Minimize the environmental impact of the Airport. h Operate the Airport as a self-supporting enterprise, whereby costs are minimized with maximum efficiency. h Ensure the safety of the flying public. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 h Completed construction of the Airport Terminal building, upgrading a historical facility and improving customer service. h Replaced Avgas underground tank corrosion protection system to maximize useful life of tank and protect the environment. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003 h Conduct an airport performance audit to identify potential savings and improve efficiency in operations. h Coordinate with TxDot to update the Airport Master Plan. AIRPORT 00/01 ACTUAL 01/02 BUDGET 01/02 ACTUAL 02/03 ADOPTED 03/04 PROJECTED Airport Manager Airport Support 1 1 1 1 1 1 1 1 1 1 Ground Maintenance (PT) .5 .5 .5 .5 .5 Bookkeeper (PT) .5 .5 .5 .5 .5 Fuel Attendants (PT) Total (FT/PT) 3.25 2/4.25 2.5 2/3.5 2.5 2/3.5 2.5 2/3.5 2.5 2/3.5 BASED AIRCRAFT 0 50 100 150 200 250 300 98/99 99/00 00/01 01/02 02/03* 125 WORKLOAD MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. Jet fuel sold 342,295 398,953 450,000 445,000 490,000 2. AvGas sold 289,082 254,963 300,000 271,000 300,000 3. Based aircraft 268 274 325 275 285 4. Take off or landings 81,432 Est. 85,000 98,751 92,387 98,000 PERFORMANCE MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. Man hours/10 gallon fuel sold .14 .13 .08 .08 .07 2. Airport expenses/ based aircraft $1,171 $1,411 $1,041 $1,343 $1,371 3. Airport expenses/ aircraft operations 4. T-hangar occupancy rate 3.85 100% 4.55 100% 3.29 100% 4.00 100% 3.99 100% DEPARTMENTAL BUDGET: AIRPORT FUND MAJOR BUDGET CHANGES/ISSUES: Capital improvements to the Airport are reviewed by the Airport Advisory Board and approved by Council through grant applications for funding and through the budget process. Review of available resources and consideration of on-going costs are required before each project is approved. 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 169,210 207,372 207,019 Personnel 200,049 200,599 1,040,294 1,020,996 1,102,308 Operations 1,132,963 1,125,512 1,209,504 1,228,368 1,309,327 1,333,012 1,326,111 126 Management Services Animal Services DEPARTMENT DESCRIPTION Animal Services protects the health and safety of persons in Georgetown from animal nuisances and dangers and promotes animal welfare in our community. A primary responsibility is protecting people from the threat of rabies, accomplished mainly through the enforcement of various laws and ordinances, including vaccination requirements for dogs and cats and the “leash law” for dogs, and providing information and education. Officers patrol the city, proactively enforcing City Code relating to animals and responding to a variety of calls for service, and are on call 24 hours a day for emergencies involving animals. The Department assists residents with animal nuisance control, with an emphasis on providing information on methods of peaceful coexistence with wildlife rather than eradication of a valuable resource. Animal Services shelters stray and homeless pets, reuniting lost pets with their families and placing homeless pets in loving, responsible homes. MAJOR DEPARTMENT GOALS h Ensure that no pets* in Georgetown are killed only because they are homeless. h Eliminate any significant threat of people contracting Rabies in Georgetown. h Promote the value of wildlife and peaceful coexistence except in extreme circumstances. h Ensure that persons walking on public property in the City are free of reasonable concern for being threatened by dogs running at large. * Pets meaning cats and dogs. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002 h Updated and expanded the scope of our animal safety program due to increased cases of rabies in bats. h Increased our adoption advertising capabilities through utilization of free internet space and posting of information and photos on the internet. h Developed an informative program for wildlife nuisance issues to educate the community on proper wildlife management. h Expanded off-site adoption of cats to include a second Petsmart store, allowing for better competition for store space with other area adoption agencies. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003 h Continue to increase number of pets adopted from the animal shelter through the use of volunteer labor and marketing strategies. h Mark with identification microchips, pets adopted from the Animal Shelter for tracking purposes. h Increase the volunteer base in order to provide much needed labor for adoption outreach. h Relocate the Animal Shelter into a new facility in order to better meet minimum standards of care for the pets in custody. ANIMAL SERVICES 00/01 ACTUAL 01/02 BUDGET 01/02 ACTUAL 02/03 ADOPTED 03/04 PROJECTED Animal Services Director Animal Services Coordinator Animal Control Officer Animal Shelter Technician 1 .75 3 1.75 1 .75 3 1.75 1 .75 3 1.75 1 1 3 1.75 1 1 3 1.75 Total (FT/PT) 6.5 6.5 6.5 6.75 6.75 NUMBER OF PETS IMPOUNDED 0 250 500 750 1,000 1,250 1,500 1,750 98/99 99/00 00/01 01/02 02/03* 127 WORKLOAD MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. # of pets impounded 1,352 1,280 1,400 1,380 1,500 2. # of pets killed 192 265 168 323 300 3. # of pets leaving animal shelter alive 4. # of wildlife nuisance complaints 5. # of traps delivered for wildlife nuisance complaints 6. # of loose dog complaints 986 N/A N/A N/A 928 N/A N/A N/A 1,092 1,000 250 750 850 150 105 450 1,100 166 100 500 7. # of dogs licensed 8. estimated # of dogs owned in City* N/A 7,095 N/A 7,564 N/A 8,063 1,360 7,959 1,500 8,400 *Estimation based on an American Veterinary Medical Association formula using population. PERFORMANCE MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. % of impounded pets killed 14% 20% 12% 23% 20% 2. % of impounded pets leaving the animal shelter alive 3. % of wildlife nuisance complaints resulting in traps delivered 73% N/A 72% N/A 78% 25% 61% 70% 73% 60% 4. % of dogs licensed N/A N/A N/A 18% 18% DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: The animal services coordinator was upgraded from ¾ time to full-time in 2002/03. The transfer program of sending dogs to the SPCA of Texas in Dallas for adoption is weakening. The numbers of dogs they are willing to take is dropping and they are no longer meeting us half-way, we are driving to Dallas. This is increasing the numbers of dogs we are destroying. 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 224,947 239,766 237,873 Personnel 251,944 252,588 69,697 68,593 68,519 Operations 86,547 88,536 294,644 308,359 306,392 338,491 341,124 128 Management Services Governmental Contracts DEPARTMENT DESCRIPTION This department includes funds for the City's contracted social and community service commitments, and is managed through the City Manager’s Office. Funds for maintenance of four community buildings and utility subsidies for local social service organizations, supported by the City, are also budgeted in this department, as are administrative allocations for services received from other City funds. MAJOR DEPARTMENT GOALS h To insure all citizens have access to services which enable them to live safe, healthy, and productive lives. h To provide resources necessary for community agencies to operate in Georgetown. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002 h Developed nine contracts for services provided by non-profit agencies. h Prepared agreements for lease of City buildings and property maintenance arrangements. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003 h Continue discussions and develop workshops for community and social services providers on results-oriented performance objectives and prevention issues, and form service partnerships as appropriate. SOCIAL SERVICE FUNDING $0 $50,000 $100,000 $150,000 $200,000 99/00 00/01 01/02 02/03* 129 WORKLOAD MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. Contracts developed and monitored 2. Amount spent on Social Services 10 $83,000 9 $103,750 9 $142,900 9 $142,900 11 $189,500 PERFORMANCE MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. % of contracts with prevention objectives N/A N/A 4 4 4 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: Each social service contribution is approved individually by Council as part of the budget process. The Williamson County and Cities Health District allocation, which is set by population in the City, is included in the base budget due to the City’s on-going responsibility for this agency. 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 103,750 142,900 142,900 Social Services Contributions 189,500 192,300 20,318 25,864 21,244 Operations 19,571 21,269 124,068 168,764 164,144 Subtotal - Department 209,071 213,569 1,147,112 1,050,594 988,176 Intfd Nondept'l Chrg 1,272,479 1,333,660 1,271,180 1,219,358 1,152,320 1,481,550 1,547,229 130 Management Services Human Resources & Safety Services DEPARTMENT DESCRIPTION The Human Resources and Safety Services Department provides employee and organizational support to attract and retain quality employees. The department works with all divisions to improve internal processes and continually develop programs to enhance employee satisfaction. In addition, the department facilitates City-wide programs and services such as compensation administration, policy interpretation, and benefits administration. It is the department’s goal to provide exceptional customer service to both internal and external customers. MAJOR DEPARTMENT GOALS h Provide services and tools to create an environment where employees are treated fairly and consistently. h Attract, retain, and develop a quality workforce. h Provide each employee with a safe work environment. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002 h Implemented new City-wide Safety Program, increasing employee safety awareness. h Implemented new Introductory Period and Midpoint employee evaluation process, thus ensuring regular performance feedback to employees. h Facilitated salary market survey process to develop a new public safety compensation system, as well as, minor adjustments to current City-wide pay ranges. h Began initial phases of supervisor and administrative assistant training by offering courses on workplace safety, discrimination law, performance management, and harassment prevention in the workplace. h Began testing of initial modules of the new human resource information system to automate manual process and improve efficiency. h Adopted first installment of revisions to the Personnel Policy to recognize current employment trends and ensure consistency of administration. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003 h Complete review/revision of Personnel Policies and Procedures to ensure compliance with federal employment law and consistency in administration of employee relations. h Continue development and implementation of human resource information system to be fully integrated with the City’s financial information system in order to increase efficiency in managing employee data/records. h Maintain newly implemented safety program to ensure that each employee is provided a safe working environment. h Identify City-wide training curriculum by position and provide additional supervisor and employee training to continue employee development and job satisfaction. h Develop supervisor and administrative assistant resource manuals to provide guidance on policy administration, safety processes, staffing and payroll procedures, benefits, and compensation. HUMAN RESOURCES/ SAFETY SERVICES 00/01 ACTUAL 01/02 BUDGET 01/02 ACTUAL 02/03 ADOPTED 03/04 PROJECTED Director of Organizational Development Director of Human Resources 1 1 0 1 0 1 0 1 0 1 Administrative Assistant 1 .5 1 1 1 Human Resource Generalist 1 2 1 1 1 Safety Coordinator Total 1 5 1 4/.5 1 4 1 4 1 4 TURNOVER RATE 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 99/00 00/01 01/02 02/03* 131 WORKLOAD MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. Application/resumes processed N/A N/A 2,000 1,800 2,100 2. Supervisor training hours (per employee) N/A N/A 20 25 32 3. Employee relations issues N/A N/A 20 15 12 4. # of liability claims processed N/A N/A 30 100 60 5. # of worker’s compensation claims processed N/A N/A 30 60 45 PERFORMANCE MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. # of disciplinary actions appealed to City Manager N/A N/A 6 4 4 2. Average # of open positions N/A N/A NA 15 15 3. Turnover rate 23.5% 8.83% 16% 11% 12% 4. # of work injuries/illness requiring m e d i c a l a t t e n t i o n 4 74 73 54 23 0 DEPARTMENTAL BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: During 2002, the HR Department staffing was reduced by .5 FTE (due to budgetary constraints) and the department structure was adjusted. Department organizational structure will continue to be evaluated to ensure the correct structure is in place for efficient operations and that available resources are meeting employees needs. 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 280,244 243,259 243,259 Personnel 222,481 223,137 165,408 130,495 130,493 Operations 118,094 141,201 2,500 Capital 448,152 373,754 373,752 340,575 364,338 132 Human Resources City-Wide Services This department represents the pooled funds available for salary adjustments for City staff and funds for the City’s pay for performance system for departments in the Joint Services Fund. Training for City-wide issues, such as supervisory training and safety are also included here. CITY-WIDE SERVICES BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: For 2003, the City provided a 2% cost-of-living adjustment (COLA) for employees, which is included in the departmental budgets. An additional $150,000 is included for implementation of a one-time performance based bonus program. 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 46,622 Merit Bonus 150,000 38,742 8,864 8,864 Salary Adjs 20,000 25,773 16,400 16,400 Benefits 16,400 16,400 138,941 36,843 36,429 Operations 45,900 36,900 250,078 62,107 61,693 Subtotal-Department 212,300 73,300 99,447 210,000 210,000 Insurance 231,000 231,000 25,330 100,000 100,000 Insurance Deductible 100,000 100,000 374,855 372,107 371,693 543,300 404,300 133 Management Services Legal Contract DEPARTMENT DESCRIPTION Legal Services, including the appointment of the City Attorney, has been contracted to an outside legal firm, who represents the City in litigation matters and before state agencies. Primary duties include acquisition of real property, easements and right-of-way for utility and transportation projects; reviewing ordinances and contracts, and provide legal opinions for interpretation of the City Charter, City ordinances, and state laws. LEGAL CONTRACT BUDGET: JOINT SERVICES FUND MAJOR BUDGET CHANGES/ISSUES: The City of Georgetown began contracting its legal services with Brown & Carls, L.L.P. in FY 01/02. Previously, the City had an in-house legal staff. After carefully monitoring Brown & Carls, L.L.P.’s current contract to ensure the receipt of efficient and quality service, the budget for that contract will increase from $287,413 to $330,000 in FY2002/03. Contract costs for the Municipal Court prosecutor are also included. Also included is the City’s legal contingency funds for litigation outside the scope of Brown & Carls, or requiring other special legal consideration. 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 368,310 Personnel 154,986 347,698 380,105 Operations 350,000 350,000 15,000 Capital 538,296 347,698 380,105 350,000 350,000 198,099 150,000 150,000 Legal Contingency 120,000 120,000 736,395 497,698 530,105 470,000 470,000 134 Management Services Library DEPARTMENT DESCRIPTION The Georgetown Public Library houses and administers a collection of more than 70,000 items, including popular fiction and non-fiction for adults, youth, and children; classics; large-print materials; reference; books on cassette; videos; DVDs; music CDs; books on CD; literacy materials; books in Spanish; newspapers and magazines, to meet the life-long learning and reading interests of library users. Weekly story hours, a summer reading program, reference services, and public access to the Internet are a few of the services provided without cost to the public. Also, under the TexShare program, library users may go in person to borrow materials from other participating libraries in Texas. Inter-library loan service, to borrow materials from other libraries by mail, is available at a small cost. A small meeting room is available for public use during hours that the library is open. The library works in concert with other community organizations to provide solutions, within programming, to social and educational concerns. MAJOR DEPARTMENT GOALS h Provide open and equal access to information. h Create opportunities for life-long learning. h Encourage a love of reading. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002 h Worked with the Library Advisory Board to create a new long-range plan for the library that meets the needs of the community. h Created a new technology plan to improve operational efficiencies and public access to Internet and software. h Obtained $92,000 grant funding to upgrade library’s automation system to technological standards by upgrading system software and adding additional internet access for patrons. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003 h Reorganize all staff work areas for most efficient use of available space. h Seek grants to provide short-term solutions to staffing problems. LIBRARY 00/01 ACTUAL 01/02 BUDGET 01/02 ACTUAL 02/03 ADOPTED 03/04 PROJECTED Library Services Director Asst. Library Director Librarian 1 1 2 1 1 3 1 1 3 1 1 3 1 1 3 Supervisor 1 1 1 1 1 Children’s Coordinator 1 1 1 1 1 Administrative Assistant 0 0 1 1 1 Staff Assistant 1 1 0 0 0 Library Assistant 3 3 3 3 3 Library Assistant (P/T) 4 4 4.5 4.5 4.5 Library Page (P/T) Total (FT/PT) .5 10/4.5 .5 11/4.5 0 11/4.5 0 11/4.5 0 11/4.5 LIBRARY CIRCULATION 100,000 125,000 150,000 175,000 200,000 225,000 250,000 275,000 300,000 325,000 350,000 98/99 99/00 00/01 01/02 02/03* 135 WORKLOAD MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED FY 02/03 1. Circulation per year 276,000 322,238 318,000 338,350 340,000 2. New patron registrations per year 1,989 1,893 2,000 2,000 1,900 3. Books added per year 11,000 8,235 12,000 11,000 11,000 4. Children’s program attendance/yr 11,000 12,686 12,000 11,000 11,000 5. Internet usage (persons/yr) N/A N/A 14,000 18,000 25,000 PERFORMANCE MEASURES ACTUAL FY 99/00 ACTUAL FY 00/01 BUDGETED FY 01/02 PROJECTED FY 01/02 PROPOSED 02/03 1. Books circulated per capita 9.53 10.17 11 10.34 11.34 2. Resident library cardholders/capita N/A N/A .55 .55 .55 3. GISD cardholders/student pop. N/A N/A .25 .25 .25 4. Presentations to community groups N/A N/A 40 25 30 5. Special children’s events 43 37 45 38 40 DEPARTMENTAL BUDGET: GENERAL FUND MAJOR BUDGET CHANGES/ISSUES: As our department strategies for the coming year point out, the library has run out of space and needs more staff. These limitations make expanding existing programs such as the highly successful summer reading program and collections such as audio books and videos impossible. We also cannot accommodate new programs that customers request, such as adult programming. The library’s new long-range plan, which the Library Advisory Board presented to Council in June 2002, outlines the limitations dictating current operations and recommends enlarging the facility and increasing staff. To comply with requested budget cuts for FY 2002-03, the library eliminated two budget lines: small tools and travel and training. During the next fiscal year, small tool purchases will be minimized or eliminated. Travel and training will be reduced to only that which is needed to continue operations, such as training related to the automation system, and the Library Foundation will be asked to fund it. 01/02 03/04 00/01 01/02 PROJECTED 02/03 ESTIMATED ACTUAL BUDGET ACTUAL ADOPTED BASE 515,617 578,866 576,679 Personnel 599,390 601,094 218,487 194,662 191,477 Operations 206,902 221,940 99,068 90,250 90,250 Capital 90,250 90,250 833,172 863,778 858,406 896,542 913,284