Page 363 - FortWorthFY23AdoptedBudget

Horizon Issues

· Continue implementation of newly promulgated GASB standards, including the implementation of GASB
Statement No. 87, which substantially revises existing standards on lease accounting and financial
reporting;
· Completing City-wide Revised Administrative Regulations for procurement card purchases, capital
projects (both Procurement and Accounts Payable), and revenue collections;
· Working with IT ERP to develop an automatic reporting of cooperative purchases to ensure that the city
is receiving the full amount of any earned rebates;
· The ongoing work of the City's Payroll Task Force will likely result in substantial changes to the City-wide
payroll process, which may have significant operational impacts on all city departments, but most
immediately on public safety;
· The continued transition of billing and collection activity from departments to central Treasury to improve
visibility and oversight into the status of delinquent receivables. It is important to note that central
Finance is the billing and collection agent for certain operational departments and success in collecting
delinquent accounts requires joint action. Ultimately, the operational departments provide the services
and central Finance provides the tools to enable enhanced visibility into what is due to the City;
· Post-implementation refinement of Automated Invoice Management (AIM) technology and related
business processes to increase the level of vendor invoice processing automation city-wide (note:
construction invoices with retainage withheld are excluded from the project scope at this time). This
technology and move to centralized invoice processing in accounts payable will bring greater visibility into
the status of unpaid invoices while allowing for better cash planning. It is important to note this is a city-
wide KPI and is dependent on the operational departments taking appropriate action to ensure their
vendor invoices are processed and approved on time to meet the 30-day state law requirement for
prompt payment;

Fire
To continue maintaining its place as one of the most progressive and innovative fire departments, some of the
long-term opportunities and initiatives the Fire Department will be working towards include:
· Pursuing Fire Department accreditation;
· Expanding community risk reduction efforts;
· Supporting equity and diversity initiatives;
· Improve overall fleet management of fire apparatus;
· Planning facility needs and operationalizing new fire stations from the bond programs;
· Expanding cooperation agreements with adjacent communities for dispatching and emergency
management programs;
· Enhancing the outdoor warning and mass notification systems;
· Using advancements in emergency medical services technology to improve patient outcomes;
· Replacing Fire Department IT capabilities, including replacement systems for Commercial Inspections and
mobile data computing capabilities;
· Identifying and pursuing potential new revenue opportunities;
· Engaging a consultant in a study to assess service delivery and staffing levels;
· Support efforts to enter into a new collective bargaining agreement to be effective in FY2023.

Human Resources
Future issues that HR will look to address include:
· The competitive environment in finding high-quality candidates for positions;
· The rising cost of benefits – healthcare, pension, leave, etc.;

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