Page 84 - HurstFY23AnnualBudget

APPROVED BUDGET FISCAL YEAR 2022-2023

EXPENDITURE/EXPENSES
DESCRIPTIONS, EVALUATIONS
AND PROJECTIONS

PERSONNEL SERVICES

Across all City of Hurst operations personnel services increased 4.97%. This increase reflects an
across the board wage adjustment of 3.5% for all employees to help the City continue to recruit
and retain talent in our municipal marketplace. Additionally, other employees were eligible for
a market-based wage adjustment based upon position by position analysis of cities in the
Northeast Tarrant County region. This analysis was focused to ensure Hurst wages remain
competitive in our regional market and help with retention. The majority of market-based
wage increases went to public safety and to maintenance workers.

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

84