Administration and Management Services Organizational Chart

Transcription

1 City of Tallahassee Adopted Budget Organizational Chart Total Full-Time Equivalents (FTE) = Equity and Workforce Development Total Full-Time Equivalents (FTE) = 6.00 Total Full-Time Equivalents (FTE) = Summary of Services Provided Departments included in this service area are and Equity and Workforce Development. is responsible for the delivery of accounting, budgeting, policy development, information systems services, financial management, and procurement services. Equity and Workforce Development is responsible for compliance with federal, state and local laws which prohibit discrimination based on race, gender, disability, age, national origin and color and is also responsible for city-wide training programs. Human Resources is responsible for policies and procedures that involve the administration of personnel. Effective FY10, Human Resources is no longer a department, but a division of. FY 2010 FY 2011 FY 2012 FY 2012 Actual Estimated Proposed Approved Expenditures Summary Funding Summary FTE Summary 46,342,326 43,915,708 45,721,794 45,652,137 46,342,326 43,915,708 45,721,794 45,652, H-1

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3 City of Tallahassee Adopted Budget Equity and Workforce Development Organizational Chart Equity and Workforce Development Total Full-Time Equivalents (FTE) = 6.00 Equity and Workforce Development Total Full-Time Equivalents (FTE) = 6.00 Budgetary Cost Summary Equity and Workforce Development Total Expenditures Operating Budget FY 2010 FY 2011 FY 2012 FY 2012 Actual Estimated Proposed Approved 632, , , , , , , ,374 Expenditure Category Summary Personnel Services Operating Allocated Accounts Transfers Total Expenditures FY 2010 FY 2011 FY 2012 FY 2012 Actual Estimated Proposed Approved 354, , , , , , , ,613 72,079 62,194 64,079 71,704 19, , , , ,374 Funding Summary Human Resources Fund Total Funding FY 2010 FY 2011 FY 2012 FY 2012 Actual Estimated Proposed Approved 632, , , , , , , ,374 FTE Summary FY 2010 Actual FY 2011 Estimated FY 2012 FY 2012 Proposed Approved Equity and Workforce Development Total FTE H-3

4 City of Tallahassee Adopted Budget Equity and Workforce Development Summary of Services Provided The Department of Equity and Workforce Development (EWD) provides the following services: Ensures compliance with federal, state, and local laws, which prohibit discrimination based on race, gender, disability, age, national origin, and color. Some of these laws include: Title VII of the Civil Rights Act of 1964, the Americans with Disabilities Act (ADA), the Age Discrimination in Employment Act, the Vietnam Era and Special Disability Rights Act, and the City s Fair Housing Ordinance; Responds to inquiries and complaints from employees and residents and uses methods of evaluation, counseling, facilitation, and mediation to resolve complaints whenever possible; Provides staff support to the Tallahassee Human Relations Council, a citizen advisory group on race relations; Maintains liaisons with various community groups including NAACP, Urban League, disability service agencies and not-for-profits on behalf of race relations and rights for persons with disabilities; Coordinates the Mayor s Summit on Race, Culture and Human Relations and Day of Dialogue. In addition, the Department of Equity and Workforce Development oversees the following city programs: Freshen Your Intellect (FYI) Training and Development Program for city employees and the public, which includes: Basic Skills Supervisory Program, City Certified Supervisor and Senior City Certified Program, Employee Mobility Achievement Program (E-MAP) and International Association for Continuing Education and Training (IACET) Program; Provides Personal Sustainability Project Training with the Department of Environmental Policy and Energy Resources H-4

5 City of Tallahassee Adopted Budget Equity and Workforce Development Trends and Issues Equity and Workforce Development has achieved many accomplishments this year, some of those include: The public s favorable response to FYI continues to generate revenue for the City. From fiscal year 2009 to fiscal year 2010, revenue generated increased by forty percent (40). During the fiscal year 2011, we collected fifteen percent (15) more than last fiscal year. Since opening our program to the public, FYI has generated more than $42,000. With an intensified marketing campaign, approximately $25,000 was generated for FY National Disability Mentoring Day is nationally commemorated on October 20, of every year. Nationally, public and private organizations across the country plan developed and implement job shadowing experience between students with impairments and local employers. The experience provides an opportunity for students to work with mentor in a job environment of their choice for a workday. EWD coordinated the City s participation in the event 5 mentors were matched with 5 students in the program. Breakfast in the Dark was the first event of its kind hosted by the City. This event provided a complete breakfast in the dark for 90 people. The purpose of the event was to simulate an experience of blindness while eating breakfast. Tips and techniques on how to perform some basic functions in the dark were taught by staff from the organization, Lighthouse of the Big Bend. EWD is dedicated to promoting a workplace free from discrimination, harassment, and retaliation. When a complaint is filed alleging harassment and or discrimination, EWD is responsible for coordinating a response. The response options range from counseling, intervention such as mediation, or conducting investigations to resolve disputes. Significant Changes From FY 2011 The following service level changes were approved as proposed for Equity and Workforce and Development's fiscal year 2012 budget. See the City Commission action section for additional changes to the FY12 approved budget. Assumptions for personnel services are as follows: salaries for general employees are adjusted for a 2 merit salary enhancement in FY12; general employee pension rates are 10.6 based on an actuarial study; police union employee pension rates are 18.1 based on an actuarial study; matched annuity pension plan rates are 7.15 based on an actuarial study; the health care rate is set at actual cost per employee or at the family rate for vacant positions; and in departments with more than fifty employees, a 3.0 vacancy factor is applied to salaries. The department's fuel budget is increased by 20 to recognize the additional fuel cost in FY12 due to the fuel hedging contract ending on March 31, Fiscal Impact: $27. The department's fuel budget is decreased by 5 in recognition of the departmental green challenge to reduce fuel usage in FY12. Fiscal Impact: ($8). The Equity and Workforce Director position was reclassified to a Manager position. Fiscal Impact: ($9,034). H-5

6 City of Tallahassee Adopted Budget Equity and Workforce Development City Commission Action The City Commission approved the budget for Equity and Workforce Development's fiscal year 2012 with the following changes: Adjustments to personnel expenses included a 3.8 increase in health insurance premiums, along with the second year of phased-in shifting of health insurance premiums, from 75/25 city and employees to 70/30; a reduction in general employees salary adjustments from 2 effective October 1, 2011 to 1 effective October 1, 2011 and an additional 1 effective March 1, 2012; salary updates; position changes; and intradepartmental reorganizations and transfers. All allocated accounts were updated to reflect updated statistical allocation formula data. H-6

7 Program Objectives City of Tallahassee Adopted Budget Equity and Workforce Development Performance Measures The department has identified the following objectives for fiscal year 2012: E-MAP- To insure a pool of qualified potential job candidates by identifying, developing and supporting highly motivated and talented employees, who will be capable of taking on greater job and leadership responsibilities and potentially fill key vacancies Compliance - To insure compliance with mandates of federal law and local ordinance to insure non-discrimination on the basis of protected characteristics as defined in the Civil Rights Act, the Americans with Disabilities Act, the Fair Housing Act and the City Fair Housing Ordinance, and enhance positive race relations in the community Fair Housing - To affirmatively further fair housing as a requirement for receipt of Community Development Block Grant funds by the city Workforce Development - To provide training through the City s FYI Training and Development Programs that allows employees to acquire new knowledge and skills and sharpen existing skills Analysis of Performance Measures The Leadership Skills program is a 2-3 year program that requires supervisors to complete approximately 12 classes for the Basic Skills Certification, 21 classes for the City Certified Supervisor certification and 39 classes for the Senior City Certified Supervisor certification. There were fifteen (15) Supervisors enrolled in Leadership Skills Program in FY11. Of that, 1 completed the Leadership Skills Programs. Increasing employee efficiency on job performance is measured by the Personal Action Plan forms, which are completed by employees at the end of each FYI Training and Development course. Industry research shows that employees report a increase in productivity after attending training. Compared to FY10 (14.7), FY11 participants report that on average they are approximately 18.5 more effective in carrying out their job. However, the tool used to measure increased employee efficiency needs to be improved and there needs to be more tangible data that correlates to work processes or production to determine the affect the FYI training has on the participant. FYI training varies in subject and various courses may have different levels of impact, which may cause the data to be inconsistent. Finally, it is important to note that the number of discrimination inquiries/complaints open for FY11 was thirty-two (32). Although, this is a 20 decrease from the projected target of forty (40) for FY11, it is a 34 increase from FY10 (21). Input Measures of inquiries/complaints open (unresolved) Total budget for closed captioning commission meetings Total number of discrimination complaints/inquiries received of employees enrolled in FYI training courses of Supervisors enrolled in Leadership Skills Program Output Measures of employees completing FYI training courses Unit of FY 2010 FY 2011 FY 2011 FY 2012 Measure Actual Budget YTD Budget $ 0 12,000 8,094 12, ,400 3,800 3,177 3, Unit of FY 2010 FY 2011 FY 2011 FY 2012 Measure Actual Budget YTD Budget 1,760 3,000 2,502 3,000 H-7

8 Effectiveness Measures Percent of discrimination complaints/inquiries resolved Maintain a minimum of a $3.00 return on investment for every $1.00 spent (Ratio 1:3) of supervisors completing Leadership Skills Program Increase employee efficiency in job performance City of Tallahassee Adopted Budget Equity and Workforce Development Unit of FY 2010 FY 2011 FY 2011 FY 2012 Measure Actual Budget YTD Budget $ H-8

9 CIP Budget Overview City of Tallahassee Adopted Budget Equity and Workforce Development Capital Improvement Program Budget The Equity and Workforce Development department has no capital projects for FY Completed Capital Projects The following list represents major projects (those with a magnitude greater than $50,000) that were completed or were underway and expected to be completed in fiscal year None. Continued Capital Projects The following list represents major projects (those with a magnitude greater than $50,000) that are expected to continue into fiscal year None. H-9

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11 City of Tallahassee Adopted Budget Organizational Chart Total Full-Time Equivalents (FTE) = DMA Administration Total Full-Time Equivalents (FTE) = 3.00 Budget & Policy Total Full-Time Equivalents (FTE) = 8.00 Accounting Services Total Full-Time Equivalents (FTE) = Procurement Total Full-Time Equivalents (FTE) = Information Systems and Services Admin Total Full-Time Equivalents (FTE) = 1.00 Operations and Customer Services Total Full-Time Equivalents (FTE) = 4.00 Application Systems Total Full-Time Equivalents (FTE) = Telecommunication Services Total Full-Time Equivalents (FTE) = 8.00 Distributed Network Systems Total Full-Time Equivalents (FTE) = GIS Support Services Total Full-Time Equivalents (FTE) = MHz Radio System Total Full-Time Equivalents (FTE) = 7.00 Public Safety Technology Total Full-Time Equivalents (FTE) = Human Resources Total Full-Time Equivalents (FTE) = H-11

12 Budgetary Cost Summary DMA Administration Budget & Policy Special Appropriations Accounting Services Administration Reproduction Supply Accounts Payable Purchase Cards Purchasing/Contracts Surplus Information Systems and Services Admin Operations and Customer Services Application Systems Telecommunication Services Distributed Network Systems Radio Communications GIS Support Services MHz Radio System Technology Planning & Advancement Public Safety Technology Human Resources City of Tallahassee Adopted Budget Total Expenditures Operating Budget FY 2010 Actual FY 2011 Estimated 370, , , , , ,824 18,316,194 15,184,535 15,041,371 3,401,416 3,488,840 3,573,255 1,820,861 1,669,536 1,026, , , , , , , , , ,618 2,464,492 3,118,855 3,266,026 5,671,955 5,019,652 6,253,688 1,563,451 1,522,249 1,675,475 1,408,124 1,494,046 1,514,126 1,606,799 1,644,390 1,717, , ,666,010 1,696,800 1,697,447 1,052,729 1,804,286 1,838, , ,710 1,536,468 1,700,104 3,021,591 3,015,992 2,956,922 FY 2012 FY 2012 Proposed Approved 422, ,545 14,240,308 3,573,257 1,525,889 3,965 5, , ,420-2, ,498 3,461,798 6,270,385 1,845,911 1,551,499 1,827,226 33,217 1,771,062 1,841, ,749,048 3,028,935 45,710,316 43,102,922 44,890,889 44,830,763 Expenditure Category Summary Personnel Services Operating Other Services & Charges Capital Outlay Allocated Accounts Utilities and Other Expenses Transfers Contributions to Operations Year End Adjustments Total Expenditures FY 2010 FY 2011 FY 2012 FY 2012 Actual Estimated Proposed Approved 14,693,242 14,468,737 15,156,620 15,345,969 8,909,188 8,934,248 11,277,561 11,313, , , , , , , ,925,986 4,009,290 3,857,434 3,988,385 83,019 75,152 68,112 68,112 3,561,178 3,531,143 2,803,938 3,198,915 8,924,008 9,527,344 9,594,711 9,493,521 4,889,955 2,171,706 1,584, ,796 45,710,316 43,102,922 44,890,889 44,830,763 Funding Summary General Fund 800 MHz Fund Data Processing Fund Accounting Fund Purchasing Fund Human Resources Fund Total Funding FY 2010 FY 2011 FY 2012 FY 2012 Actual Estimated Proposed Approved 19,563,662 16,358,602 16,330,318 15,508,624 1,052,729 1,804,286 1,838,877 1,841,666 16,247,504 16,032,460 17,823,885 18,510,649 3,401,416 3,488,840 3,573,255 3,573,257 2,423,414 2,402,742 2,367,632 2,367,632 3,021,591 3,015,992 2,956,922 3,028,935 45,710,316 43,102,922 44,890,889 44,830,763 H-12

13 FTE Summary City of Tallahassee Adopted Budget Operating Budget FY 2010 Actual FY 2011 Estimated FY 2012 FY 2012 Proposed Approved DMA Administration Budget & Policy Accounting Services Administration Reproduction Accounts Payable Purchase Cards Purchasing/Contracts Surplus Information Systems and Services Admin Operations and Customer Services Application Systems Telecommunication Services Distributed Network Systems GIS Support Services MHz Radio System Public Safety Technology Human Resources Total FTE H-13

14 City of Tallahassee Adopted Budget Summary of Services Provided The Department of (DMA) is comprised of six divisions - Administration, Budget and Policy (OBP), Accounting Services, Procurement Services, Information Systems Services (ISS), and Human Resources. Administration handles department-wide management and is responsible for coordination of various department functions, including PeopleSoft implementation, providing staff assistance for citywide projects, and maintenance of the city s administrative procedures. The Office of Budget and Policy is responsible for budgeting activities and is the lead agency for financial policy functions within city government. Responsibilities include development and preparation of the annual operating and capital budgets, development of long-range financial plans and related financial policies, and development and management of the special appropriations program for the General Fund. Other responsibilities include review and approval of operating budget work orders, development and coordination of the use of performance measurements, and program reviews. Accounting Services is responsible for operational functions, financial reporting and financial systems. Operational activities include payroll processing and leave reporting, non-utility accounts receivables and fixed asset management and inventory. Financial reporting includes preparation of the comprehensive annual financial report, grant reporting, fund accounting, and financial analysis. Accounting Services also has primary responsibility for user support, maintenance, security, training, data integrity, and reporting related to the city s financial and payroll systems. Procurement Services provides centralized procurement activities and establishes a system of coordinated uniform procurement policies, procedures, and practices to be used by departments in acquiring commodities and contractual services. These responsibilities are carried out through the division s purchasing, reproduction, and accounts payable units. Information Systems Services is tasked with providing quality services to enable city departments to make effective use of information technology. Primary responsibilities of the five major program areas that include all eight (8) units within Information Systems Services are: Operations and Customer Services is responsible for data center activities that include financial and administrative support for city departments, along with processing activities required for utility customers. Applications Systems is responsible for application software systems through analysis, design, and development or acquisition, installation, and maintenance of application software systems on mainframe, client server and personal computer hardware platforms. Technology Infrastructure is responsible for planning, installation and support of distributed network computing, including voice and data communications. The Public Safety Technology division is responsible for managing the applications of the Police and Fire Departments. Public safety applications vary from Computer Aided Dispatch and Records Management Systems to Crime Intelligence, Property and Evidence, Field Base Reporting and In-Car Camera Systems and mobile data terminals. In addition, this division supports and maintains the City s intranet site and partners with the Department of Communications in support of the City s Internet site. As of FY10, the Human Resources department is now a division of the Department of Management and Administration. Key services include the following: recruitment; benefits administration and wellness program development and implementation; occupational health and safety administration; labor relations; personnel administration; personnel file maintenance, human resource record keeping and systems maintenance and classification and pay administration. H-14

15 City of Tallahassee Adopted Budget Trends and Issues A new version of GOVMAX was released several years ago and the version used by the City discontinued. As a result, the new version was implemented for this fiscal year. Although the implementation has gone well, there have been a few glitches. The new version costs more than the prior product and will have to be budgeted in future years. As a result of the Citizens Budget Committee, the Budget Office has developed a prototype for a User s Guide and Budget in Brief to be used for FY12. Received Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for fiscal year 2009 City Comprehensive Annual Financial Reports. Received unqualified opinions for the fiscal year 2009 audits if the City, Blueprint 2000 and Capital Regional Transportation Planning Agency. The purchasing division continues to be challenged by its aging workforce. During FY11, staff was reduced by one position as a result of retirement. Additionally, an employee scheduled to retire in FY12 opted for early retirement in FY11. Currently, there are four (4) employees that will be completing their DROP participation during the upcoming fiscal year and another two will be leaving in fiscal year The four employees that will be leaving in FY12 represent budgeted salary funding in the amount of $230,257 and potential salary savings from new hires at no more than 10 over the minimum salary allowed will amount to approximately $90,000. The upcoming implementation of the PeopleSoft e-settlement module will provide procurement services the ability to reduce the time and effort to receive, approve, pay invoices and update supplier services by providing the capability to process payments using electronic invoices and payments, matching, online approvals, dispute resolution and notification. Suppliers will be able to enter invoices online, attach appropriate documentation and check payment status. Information System Services (ISS) is struggling with the increasing mobility of users, which is driving the increased need for mobile/smart devices and apps. Application infrastructure such as the Microsoft Office upgrades and Exchange upgrade have provided some of the backbone infrastructure for the introduction of smart devices into the city s environment. There are still deficiencies that need to be addressed to facilitate on-going connection to the infrastructure in the data center and other connection points. ISS will need to invest in the enterprise systems to allow users to freely design their mobile client for the best roaming and connection, while at the same time monitoring for increased network security threats. With the advancement of mobility for the field users and the desire to add applications for smart devices, there is a need to increase the amount of network connectivity to the Internet. To accomplish these infrastructure enhancements and improvements, recommendations are to expand the Dragon Intrusion Detection System (IDS) to increase the number of monitoring devices to monitor all data centers in the City as well as all traffic that traverses the backbone. ISS also continues to feel the impact of budget reductions in staffing and training. Departments business processes continue to advance, resulting in an increasing requirement for advanced technology and solutions. In addition, the solutions have grown increasing complex. Without appropriate staffing, ISS cannot enhance or develop applications that meet the needs of our customers. ISS has tripled applications and servers, as compared to prior years, while maintaining staffing numbers. As systems continue to evolve, the level of knowledge and resources required to maintain these systems increases as well. Training and staff augmentation are necessities to continue to support the growing demands of departments and the ever changing world of technology. H-15

16 City of Tallahassee Adopted Budget Significant Changes From FY 2011 The following service level changes are included in the proposed budget for the Department of Management and Administration's fiscal year 2012 budget. See the City Commission action section for additional changes to the FY12 approved budget. Assumptions for personnel services are as follows: salaries for general employees are adjusted for a 2 merit salary enhancement in FY12; general employee pension rates are 10.6 based on an actuarial study; police union employee pension rates are 18.1 based on an actuarial study; matched annuity pension plan rates are 7.15 based on an actuarial study; the health care rate is set at actual cost per employee or at the family rate for vacant positions; and in departments with more than fifty employees, a 3.0 vacancy factor is applied to salaries. The department's fuel budget is increased by 20 to recognize the additional fuel cost in FY12 due to the fuel hedging contract ending on March 31, Fiscal Impact: $3,655. The department's fuel budget is decreased by 5 in recognition of the departmental green challenge to reduce fuel usage in FY12. Fiscal Impact: ($1,096). Reduction in the Administration program's operating expenses. Fiscal Impact: ($10,000). Reduction in the Budget Office's operating expenses. Fiscal Impact: ($21,326). Reduction in the Accounting Services' operating expenses. Fiscal Impact: ($72,793). Reduction in the Purchasing program's operating expenses. Fiscal Impact: ($4,326). Reduction in the Help Desk support and reassigning 3 FTE's. Fiscal Impact: ($22,655). Reduction in a full-time position to part-time in Radio Communications. Fiscal Impact: ($34,852). Reduction in ISS operating expenses. Fiscal Impact: ($214,430). Reduction in Human Resources operating expenses. Fiscal Impact: ($12,297). City Commission Action The City Commission approved the budget for the Department of with the following changes: Adjustments to personnel expenses included a 3.8 increase in health insurance premiums, along with the second year of phased-in shifting of health insurance premiums, from 75/25 city and employees to 70/30; a reduction in general employees salary adjustments from 2 effective October 1, 2011 to 1 effective October 1, 2011 and an additional 1 effective March 1, 2012; salary updates; position changes; and intradepartmental reorganizations and transfers. All allocated accounts were updated to reflect updated statistical allocation formula data. All debt service requirements, where applicable, have been updated to reflect actual requirements. H-16

17 Program Objectives City of Tallahassee Adopted Budget The department has identified the following program objectives for FY 2012: Accounting Services: Performance Measures 1. Implementation of citywide time and attendance requirements. 2. Work in conjunction with other DMA divisions to develop a strategic plan for the future upgrade of the City s financial and human resource systems. 3. Work as a team with other DMA divisions to assist in the implementation of the PeopleSoft e-settlement module. Office of Budget & Policy: 1. Provide quality financial and program information to management, the City Commission and the public by developing balanced operating and capital budgets that maximize the usage of available resources to achieve city goals. 2. Assist departments in implementing programs and activities by providing policy and funding guidance and information through agenda review, participation in various committees, and other advice and counsel. 3. Provide long term financial planning by projecting available revenues and expenses, monitoring legislation and the economy, identifying long-term expenditure trends, and monitoring capital expenditures. 4. Provide performance measurement information. 5. Receive the Government Finance Officers Association Distinguished Budget Award. Procurement Services: 1. Properly acquiring and coordinating the timely delivery of necessary goods and services to support the daily operations of the city, ensuring compliance with all applicable local, state and federal policies, laws and ordinances. 2. Ensuring payments are made in compliance with the Florida Prompt Pay Act. 3. Provide routine training to procurement system users, incorporating more policy and procedures information and warning against common pitfall/violations. 4. Perform procurement reviews and assist departments to enhance their procurement processes. 5. Continue to provide a valuable purchasing card system and enhance the ability to track and review employee purchases. 6. Automation of the A/P invoices process to include an electronic invoicing process for high volume vendors. 7. Implement an automated purchase order system to send electronic purchase orders to vendors. 8. Continue to work toward a paperless procurement process. 9. Submit 1099 filing to IRS in a timely manner with reduced risk for errors in vendor information. Information System Services: 1. Consistently exceed customer service requirements. 2. Develop common architecture enabling integration and interoperability. 3. Lead and support continuous business improvement. 4. Provide access to city information and services anytime, anywhere. 5. Leverage technology to improve and enhance end user productivity. 6. Maximize value of IT investments. 7. Raise the level of skills and knowledge of city employees. Human Resources: H-17

18 City of Tallahassee Adopted Budget 1. Reinstitute the city-wide safety committee 2. Increase the number of safety specialists certified as authorized OSHA general industry trainers from 1 to Complete a review and revision/updating of the city safety manual and policies. 4. Formalize the serious accident investigation policy 5. Review and update the city post-sccident worksheet/reporting policy 6. Hire a new safety administrator. Analysis of Performance Measures A good indicator of employee health, both physical and mental, is the number of sick hours used by employees. In FY10, the number was 25.3 sick hours used per 1,000 hours worked. This number has increased to sick hours used in FY11. An increase in employee sick hours used is not good for city management, employee productivity, employee wellness nor customer service. An indicator of a sluggish economy is seen through increasing job applications for vacant positions. In FY10, the City received 31.5 applicants for each job vacancy. This number has increased to 70.0 applicants per vacancy in FY11. This indicates that unemployment remains high and a lot of people are actively seeking employment. Input Measures 5-Year Capital Improvement Plan Appropriated operating budget Capital budget Number of Centralized HR FTEs (based on actual hours paid to full-time and part-time employees) Total City FTEs (includes full-time and part-time employees) Number of reproduction requests received Output Measures Timeliness and accuracy of CAFR City s and Blueprint 2000 s Timeliness of monthly system closing by morning of 6th business day does not include first or final month of FY Timely mailing of AR statements and accurate posting of payments to business loan and AR systems Budget transfers processed Number of Job Applications Processed Number of Positions reclassified Number of Alcohol/Drug Tests Administered Number of Personnel Actions Processed Number of Benefit Transactions Processed Number of Employee Injury or Auto-Related Events Reported (based on RiskMaster data maintained by Risk Management) Unit of FY 2010 FY 2011 FY 2011 FY 2012 Measure Actual Budget YTD Budget $ 893, , , ,376 $ 718, , , ,728 $ 187, , , , , , , , ,519 2,750, , ,000 Unit of FY 2010 FY 2011 FY 2011 FY 2012 Measure Actual Budget YTD Budget ,587 18,500 18,562 18, ,269 1,616 2,014 2,260 4,124 4,000 4,784 4,000 3,174 4,386 4,113 4, H-18

19 Effectiveness Measures Accurate and timely filing of grant reports Receipt of GFOA Certificate for completion of CAFR within their guidelines Timely and accurate processing of payroll Percent completed by deadline Percent of on-time departmental submittals of budget information Percent variance of actual revenues to estimated revenues - General Fund Percent variance of actual expenditures to estimated expenditures Percent Budget transfers processed within 5 business days (CIP Policy) HR staffing level ratio (per FTE s serviced) Total City turnover Total "Quit" Rate of New Hires still employed after one year Sick Leave Hours Used Per 1,000 Hours Worked Applications Processed (per HR FTE) Reclassifications Processed (per HR FTE) Avg Applicants Per Vacancy Annual Health Insurance Increase completed hours of OSHA Training. HR23 - of site visits by safety specialists Complete all telephone service and network connection installation service requests within three (3) working days Complete initial technology requisitions and fulfill requests for quotes within eight (8) working hours of receiving the request Maintain network up time at 99.9 or better Meet project goals and dates as specified in the ISS Strategic Plan Reduce the resolution of work stoppage problems that cannot be solved by System One Stop (SOS), to one (1) day or less Resolve at least 70 of all SOS calls within the resources of this team as measured by daily incident activity reports. Average cost to process one p-card Average cost to process one purchase order Average cost to process one requisition transaction Percentage of contract compliance reviews completed Dollar amount of purchasing per FTE Percentage of checks voided in accounts payables Percentage of payments processed within 30 days Percentage of reproduction service requests completed within the same day Percentage of RFP s processed within 60 days Percentage of procurement card payments made on time City of Tallahassee Adopted Budget Unit of FY 2010 FY 2011 FY 2011 FY 2012 Measure Actual Budget YTD Budget 1, $ $ $ $ , ,389, , , ,512, , ,621 1, ,913, , , ,512, H-19

20 CIP Budget Overview City of Tallahassee Adopted Budget Capital Improvement Program Budget The capital improvement program proposes funding for nine projects (listed below) at a cost of $10,058,350 for FY 2012 FY All projects are information systems and services related, with the exception of the emergency preparedness project used by departments during city related emergencies. The proposed capital budget for FY12 is $3,367,950 and supports on-going projects. Applications and Datbase Upgrades ($2,500,000);City Building Computer Wiring Upgrades ($250,000); Computer Server Upgrade ($1,050,000); Emergency Preparedeness ($750,000); Microsoft Windows 7 and Office 2010 Upgrade ($757,750); Network Infrastructure Upgrade/Replacement ($3,000,000); Permits and Enforcement Tracking System ($988,000); TPD Records/Aircards ($142,600); and Upgrade Wireless Infrastructure and Intrusion Detection ($620,000). FY Year Funding Source Appropriation CIP Total Deficiencies Fund 150, ,000 Information Sys Svcs RR&I 3,119,150 8,814,350 Intergovernmental - Leon County 98, ,000 Total Funding 3,367,950 10,058,350 Completed Capital Projects The following list represents major projects (those with a magnitude greater than $50,000), which were completed or were underway and expected to be completed in fiscal year FY11 City Building Computer Wiring FY11 Network Infrastructure Upgrade/Replacement FY11 Applications & Database Upgrade Continued Capital Projects The following list represents major projects (those with a magnitude greater than $50,000), which are expected to continue into fiscal year Permits and Enforcement Tracking Microsoft Windows 7 and Office 2010 Upgrade TPD Records/Aircards H-20