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52 <br /> <br />CITY OF S/IN AI RCOS <br /> <br />OFFICE MEMORANDUM <br /> / <br /> / <br /> <br />TO: Mayor Kraus and Council Mem~i_ ~\~ I''~'~/ <br />FROm: A. C. Gonzalez, City Manag~kJ/ <br />SUBJECT: Budget Goals Program <br /> <br />DATE: January 6, 1981 <br /> <br />RE: Finance <br /> <br />FIRST STEP <br /> <br />During the last budget process, department expenditures, were grouped <br />by programs or activities. The intent of the revised format was to <br />increase the public's understanding of the programs offered by the <br />City, to provide a tool to determine fiscal priorities, and to serve <br />as the foundation to develop department goals and program measures for <br />increased City efficiency and effectiveness. <br /> <br />It has been demonstrated in numerous cities and the private sector <br />that providing a method which clearly establishes goals and provides <br />standards to measure progress is effective in increasing productivity. <br />As recently as the December 1980 issue of Texas Town and City, the <br />concern for measurable goals is addressed (as it has many times in the <br />past) in an article entitled, "Why Can't a City Be Run Like a Business?". <br /> <br />While the overall goal of increasing productivity is (or should be) on <br />the minds of every department head and supervisor, much additional <br />effort is required to develop a system to make needed improvements. This <br />is not unique by any means; in fact, it is the classical dilema faced <br />by any organization wishing to improve. <br /> <br />For the above reasons, the plan for intergrating department goals and <br />program measures will be limited to areas where the establishment of <br />a new method will not seriously disrupt the level of services now being <br />provided in that area. Eventually, though, all areas will be involved. <br /> <br />THE MASTER PLAN CONNECTION <br /> <br />A great deal of effort is being expended on the master plan effort. It <br />has been stated on many occasions that the plan will not be worth any- <br />thing, unless there are the necessary regulatory ordinances passed and <br />a capital improvements program developed with financing provided by the <br />community. Just as important, though, is the need to have a well' <br />thought-out budget strategy which addresses not only capital improvement <br />concerns but ~the yearly manpower and physical resource allocation <br />questions that effect the City's daily operation. The Master Plan, then, <br />should provide the goals which each yearly budget should address. Con- <br /> <br />CSMrl O0 <br /> <br /> <br />