Page 137 - Fort Worth City Budget 2019

General Fund

Performance and Budget

DEPARTMENT SUMMARY

FY2017 FY2018 FY2018 FY2019 Change from Adopted
Final Adopted Adjusted Adopted Amount %
Transfer In 125,365 - - - - 0.00%
Revenue $ 125,365 $ - $ - $ - $ - 0.00%

Salaries & Benefits 2,398,161 2,489,625 2,489,625 2,644,139 154,514 6.21%
Gen Operating & Maintenance 2,578,588 3,668,219 3,743,001 3,594,139 (74,080) -2.02%
Expenses $ 4,976,749 $ 6,157,844 $ 6,232,626 $ 6,238,278 $ 80,434 1.31%

FTE 24.75 24.75 0.00 0.00%

AP 27.00 27.00 0.00 0.00%

DEPARTMENT PURPOSE AND GOALS
The Performance & Bugdet office is composed of two divisions: the Performance and Strategic Management
Division and the Budget and Analysis Division.

The Performance and Strategic Management Division is responsible for supporting departments with the tools
and training necessary to improve employee and operational performance and efficiency. The division oversees
various city wide programs including performance management, Fort Worth Employee University, pay for
performance, and Lean Six Sigma. The division also encourages accountability through monitoring and reporting
measures, oversees the department business plans, promotes continuous improvement through Lean training,
and conducts surveys, operational reviews, and benchmarking to evaluate efficiency and resource allocation.

The Budget and Analysis Division is responsible for supporting city departments establish and monitor operating
and capital budgets. This entails coordinating, establishing and monitoring city budgetary revenues and expenses
and citywide tracking. The division provides policy development, performs management studies including five-
year projections, and revenue and expenditure trends throught the year. The Budget and Analysis Division also
develops, maintains and executes a 5-year strategic capital plan as well as providing tools, processes and analyses
that support and enhance the delivery of capital projects citywide.

MAJOR ACCOMPLISHMENTS

The Performance & Budget department achieved several important milestones over the last year. The
Performance and Strategic Management Division began developing programs that align with the city manager’s
philosophy on talent development and expanded training to include several new class series related to the city’s
core competency areas of communication, problem solving, and continuous improvement. In addition, a highly
successful, second all – employee summit on city values was held in the summer and a public-facing community
dashboard of key organizational measures was launched. A Certificate of Distinction was received from ICMA for
the city’s application and use of performance data. Finally, 89 employees were trained as Lean Leaders to improve
service and efficiency resulting in a savings of over 31,000 hours and $620K.

The Budget and Analysis Division oversaw the notable improvement in the city’s budgeting, forecasting and
reporting process after the implementation and continued development of the Hyperion Planning Software. The

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