Page 100 - Hurst FY20 Approved Budget

EXPENDITURE/EXPENSES
DESCRIPTIONS, EVALUATIONS

AND PROJECTIONS

PERSONNEL SERVICES

Organizational Growth:

With the foundation of the Code of Ideals, established in 1999, and the ongoing organizational development
efforts built out of the organization’s reading of “Good to Great”, we continue to educate on The Hurst Way.
The Hurst Way is the scorecard we use to deliver services to Hurst citizens, and it is comprised of three
components. First Public Service, we passionately serve the community while demonstrating level five
leadership qualities within our circle of influence. We are empowered to develop an exceptional quality of life
for our community through professional and ethical public service. Second, Customer Service, we do our very
best to serve our customers selflessly, no matter what title we hold or whom we’re serving. We are committed
to providing exceptional service while being responsive to the needs of the community. Third, Financial
Sustainability, we responsibly manage our resources allowing the city to provide a desirable level of programs
and services to the public now and in the future. The Hurst Way is the scorecard by which we will measure all
programs, services, and decisions.

This year, the City will continue programs encouraging employees to apply The Hurst Way to their daily work
lives through process improvement efforts. These programs will support City Council priorities in leadership
and innovation coming directly from Team Hurst members. The senior leadership team is championing these
efforts under the guidance of the City Manager’s Office.

After introducing “Where We Learn”, a centralized repository for development opportunities, we are enriching
the learning content offered to Team Hurst members. It will give employees opportunities to explore concepts
and improve skills, knowledge, or competencies in four areas, Leadership development, Employee Growth,
Technical Competencies, and Supervisor Learning. This year will focus on strategic content for supervisor
development.
Organizational Structure:

With recent retirements, the City Manager has restructured the senior leadership team eliminating two
Executive Director positions and creating two new Assistant City Manager positions. Operationally, several
departments are newly aligned to these Assistant City Managers, Public Works, Community Services, and
Planning & Community Development. Police, Fire, Human Resources, and Economic Development remained
tied directly to the City Manager. These structural changes have supported the City Council’s strategy for
emphasizing leadership efforts linked to The Hurst Way, and provided a focus on excellent customer service
delivery through improving on processes within departments. Encouraging innovation balanced with financial
sustainability, Hurst’s hiring supervisors continue to complete needs analysis to determine what skills are
needed to fill any gaps rather than directly replacing each position as is. This has resulted in several budget
neutral and minimal organizational structure changes to divisions including Municipal Court, Utility Billing,
Human Resources, and Information Technologies. The City is anticipating more attrition in the coming fiscal
years, and each will be viewed as an opportunity to analyze the division or department staffing needs for
alignment with the City’s vision, mission, strategic priorities and values.

City of Hurst Benefits:

The City of Hurst provides quality services and programs with a responsive staff of approximately 430.12
full-time equivalent budgeted positions for fiscal year 2019-2020. The City has adopted a Total Rewards
approach for providing competitive and salary and benefits options. Total Rewards is that process for

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