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HomeMy WebLinkAbout2/18/2003 - Regular Working Document -Subject to Revision Roanoke County Board of Supervisors Action Agenda February 18, 2003 NOTE: This is an adjourned meeting from February 11, 2003, for the purpose of a Budget Work Session at 5:00 p.m. to be held at the Roanoke County Public Service Center, 1216 Kessler Mill Road, Salem, Virginia. Good afternoon and welcome to our work session for February 18, 2003. Regular meetings are held on the second Tuesday and the fourth Tuesday at 3:00 p.m. Public hearings are held at 7:00 p.m. on the fourth Tuesday of each month. Deviations from this schedule will be announced. The meetings are broadcast live on RVTV, Channel 3, and will be rebroadcast on Thursdays at 7:00 p.m. and on Saturdays at 4:00 p.m. The meetings are now closed-captioned. Individuals who require assistance or special arrangements to participate in or attend Board of Supervisors meetings should contact the Clerk to the Board at (540) 772-2005 at least 48 hours in advance. A. ROLL CALL (5:00 p.m.) ROLL CALL AT 5:27 P.M. WITH MWA ABSENT B. WORK SESSION ON FISCAL YEAR 2003-2004 BUDGET TIME: 5:27 P.M. UNTIL 6:55 P.M. Overview of Budget Methodology. (Brent Robertson, Budget Director) BR PROVIDED AN OVERVIEW OF THE BUDGET DEVELOPMENT PROCESS WHICH INCLUDES IDENTIFICATION OF CORE DEPARTMENTAL VALUES AND DETERMINING THE DEPARTMENT'S GOALS, OBJECTIVES, AND STRATEGIES. 2. Departmental Budget Reviews: (a) Economic Development (Doug Chittum, Director of Economic Development) DC OUTLINED THE PHILOSOPHY OF THE ECONOMIC DEVELOPMENT DEPARTMENT WHICH FOCUSES ON THREE SEGMENTS: SUPPORT OF EXISTING BUSINESSES, ATTRACTING NEW BUSINESSES, AND SERVING AS A LIAISON BETWEEN GOVERNMENT AND BUSINESSES TO PROVIDE A FAVORABLE CLIMATE TO FOSTER ECONOMIC GROWTH. DC REPORTED THAT MARKETING EFFORTS HAVE BEEN FOCUSED ON ADVERTISEMENTS FOR THE CENTER FOR RESEARCH AND TECHNOLOGY (CRT), PARTICIPATION IN CHAMBER OF COMMERCE EVENTS, AND JOINT REGIONAL EFFORTS. HE STATED THAT INVESTMENT IN CRT OFFERS THE GREATEST POTENTIAL. VINTON BUSINESS CENTER (MCDONALD FARM) IS A LONG-TERM GOAL AND THE TOWN OF VINTON HAS TAKEN THE LEAD ROLE IN DEVELOPMENT OF THIS PROPERTY WITH SUPPORT FROM THE COUNTY. DC STATED THAT IT IS IMPORTANT TO FOCUS ON OPPORTUNITIES DRIVEN BY THE PRIVATE SECTOR. AND INDICATED HE WOULD SUPPORT THE PRIVATE SECTOR TAKING THE LEAD ROLE IN INDUSTRIAL DEVELOPMENT PROJECTS. HOM INDICATED A NEED TO ADDRESS ALONG-TERM GOAL OF ESTABLISHING PARTNERSHIPS WITH VIRGINIA TECH AND CARILION HEALTH SYSTEMS. DC REPORTED THAT STAFF HAS MET WITH BOTH THESE ORGANIZATIONS AND THEY ARE WORKING TO BUILD RELATIONSHIPS WITH A REGIONAL PERSPECTIVE. JPM ASKED IF THE $1.07 MILLION PREVIOUSLY ALLOCATED TO CRT WILL CONTINUE TO BE USED FOR THE SAME PURPOSE. DC REPORTED THAT THERE IS ALWAYS WORK REMAINING TO BE COMPLETED, AND IF ADDITIONAL BUSINESSES LOCATE IN CRT WORK WILL NEED TO BE DONE TO PREPARE THOSE SITES. DC INDICATED THAT THIS MONEY WOULD CONTINUE TO BE NEEDED AT CRT. (b) Treasurer (Fred Anderson, Treasurer) FA STATED THAT SHORT-TERM STRATEGIC ISSUES FACING THE TREASURER'S OFFICE INCLUDE: (1) CONTINUED STATE FUNDING REDUCTIONS. (2) INABILITY TO CONVERT TO AN ELECTRONIC SYSTEM OF DISTRIBUTING TAX BILLS DUE TO HP MIGRATION. (3) INCREASING POSTAGE RATES. (4) EQUIPMENT USED TO CODE BILLS NEEDS REPLACING AND SERVICE CONTRACT COSTS CONTINUE TO RISE. THE POSSIBILITY OF STAGGERING THE SALE OF COUNTY DECALS TO CORRESPOND WITH THE EXPIRATION OF STATE LICENSE TAGS WAS DISCUSSED. THIS WOULD ELIMINATE THE LARGE SURGE OF BUSINESS THAT IS TRANSACTED IN MAY RESULTING IN LOWER PERSONNEL COSTS AND SMOOTHER WORK FLOWS. (c) Libraries (Diana Rosapepe, Library Director) DR REPORTED THAT POSITIVE ISSUES WITHIN THE LIBRARY SYSTEM ARE: LIBRARY USAGE IS INCREASING, CITIZENS ARE REQUESTING MORE SERVICES, LIBRARIES CONTINUE TO PURSUE INNOVATIONS IN TECHNOLOGY, ROANOKE COUNTY IS THE LIBRARY OF CHOICE IN THE VALLEY, AND CUSTOMER SERVICE STANDARDS REMAIN HIGH. ISSUES FACING THE LIBRARIES ARE AS FOLLOWS: (1) A DECADE OF LEVEL FUNDING HAS TRANSLATED TO A DECLINE IN FUNDING DUE TO INFLATION. THE LIBRARY'S ALLOCATION FROM THE STATE IS DECLINING FURTHER IMPACTING THEIR ABILITY TO ADEQUATELY FUND BOOK PURCHASES. (2) THE POPULARITY OF DATABASES HAS INCREASED SIGNIFICANTLY BUT THEY ARE PROHIBITIVELY EXPENSIVE TO PURCHASE. WHILE DEMAND FOR DATABASES CONTINUES TO INCREASE, THE DEMAND FOR BOOKS IS REMAINING STEADY. DR INDICATED THAT IN ORDER TO KEEP THE LIBRARIES OPEN, THE BUDGET FOR PURCHASING BOOKS HAS BEEN REDUCED AND THE FUNDS SHIFTED TO COVER PERSONNEL COSTS. POSSIBLE REVISIONS TO THE FINE ORDINANCE WERE DISCUSSED. AND IT WAS THE CONSENSUS OF THE BOARD THAT THIS ISSUE SHOULD BE RE-EXAMINED. THE KEY LONG RANGE ISSUE IS THE NEED FOR RENOVATIONS AT SEVERAL OF THE BUILDINGS. DR NOTED THAT THE MAJORITY OF THE OPERATING BUDGET IS SPENT ON RESEARCH AND CIRCULATION AND AUTOMATION. DR REPORTED THAT THE ADDBACK REQUEST WITH THE HIGHEST PRIORITY IS THE PERIODICALS DATABASE WHICH IS A $28,000 UNFUNDED MANDATE. THIS IS A RECURRING COST. (d) Human Resources (Joe Sgroi, Director of Human Resources) JS REPORTED THAT THE DEPARTMENT STRIVES TO BE A BUSINESS PARTNER WITH DIVERSE DEPARTMENTS AND THEIR STAFF IS PROACTIVE IN EMPLOYEE RELATIONS. ISSUES FACING THE HUMAN RESOURCES DEPARMENT INCLUDE: (1) THE LAWSON PAYROLL SYSTEM IS BEING CHALLENGED BY HARDWARE CONSTRAINTS AND IMPROVEMENTS ARE SUBJECT TO COMPLETION OF THE HP MIGRATION. (2) CONTINUED FOCUS ON MINORITY RECRUITMENT OF A DIVERSE WORKFORCE. (3) E-GOVERNMENT OBJECTIVE -CURRENTLY 60% OF EMPLOYMENT APPLICATIONS ARE RECEIVED ONLINE. (4) DOCUMENT IMAGING IS NEEDED FOR IMPROVED FILE MANAGEMENT. (5) HIPAA - UNFUNDED MANDATE WHICH WILL INCREASE THE RESPONSIBILITIES OF THE HR DEPARTMENT. JS REPORTED THAT RECRUITMENT AND RETENTION OF EMPLOYEES IS A KEY ISSUE FACING HUMAN RESOURCES. HE NOTED THAT THE DEMOGRAPHICS ARE CHANGING AND THE COUNTY HAS EXPERIENCED A RECORD NUMBER OF RETIREMENTS. THE ENVIRONMENT FOR RECRUITMENT OF NEW EMPLOYEES IS VERY COMPETITIVE, BUT STAFF IS TARGETING COLLEGES AND CAREER FAIRS. IN RESPONSE TO A QUESTION FROM HOM, JS REPORTED THAT COUNTY SALARIES REMAIN COMPETITIVE BUT THAT STUDENTS ARE FACING GREATER RANGES OF JOB OPPORTUNITIES. IN RESPONSE TO A QUESTION FROM HOM, IT WAS REPORTED THAT APPROXIMATELY 50% OF COUNTY EMPLOYEES WHO LEAVE THEIR JOBS DO SO FOR HIGHER PAYING JOBS. THE HIGHEST TURNOVER RATES EXIST IN THE LOWER SKILLED JOBS. JS NOTED PARTICULAR DIFFICULTY IN REPLACING PROFESSIONAL POSITIONS DUE TO HIGHER SALARY DEMANDS. THE IMPORTANCE OF EMPLOYEE RECOGNITION PROGRAMS WAS EMPHASIZED. C. ADJOURNMENT TO FEBRUARY 19, 2003, AT 10:00 A.M. AT THE ROANOKE COUNTY ADMINISTRATION CENTER FOR ECONOMIC DEVELOPMENT ANNOUNCEMENT AND RELATED ACTION JPM ADJOURNED MEETING AT 6:55 P.M. UNTIL WEDNESDAY, FEBRUARY 19, 2003 AT 10:00 A.M. AT THE ROANOKE COUNTY ADMINISTRATION CENTER FOR ECONOMIC DEVLEOPMENT ANNOUNCEMENT AND RELATED ACTION Roanoke County Board of Supervisors Agenda February 18, 2003 NOTE: This is an adjourned meeting from February 11, 2003, for the purpose of a Budget Work Session at 5:00 p.m. to be held at the Roanoke County Public Service Center, 1216 Kessler Mill Road, Salem, Virginia. Good afternoon and welcome to our work session for February 18, 2003. Regular meetings are held on the second Tuesday and the fourth Tuesday at 3:00 p.m. Public hearings are held at 7:00 p.m. on the fourth Tuesday of each month. Deviations from this schedule will be announced. The meetings are broadcast live on RVTV, Channel 3, and will be rebroadcast on Thursdays at 7:00 p.m. and on Saturdays at 4:00 p.m. The meetings are now closed-captioned. Individuals who require assistance or special arrangements to participate in or attend Board of Supervisors meetings should contact the Clerk to the Board at (540) 772-2005 at least 48 hours in advance. A. ROLL CALL (5:00 p.m.) B. WORK SESSION ON FISCAL YEAR 2003-2004 BUDGET 1. Overview of Budget Methodology. (Brent Robertson, Budget Director) 2. Departmental Budget Reviews: (a) Economic Development (Doug Chittum, Director of Economic Development) (b) Treasurer (Fred Anderson, Treasurer) (c) Libraries (Diane Rosapepe, Library Director) (d) Human Resources (Joe Sgroi, Director of Human Resources) C. ADJOURNMENT TO FEBRUARY 19, 2003, AT 10:00 A.M. AT THE ROANOKE COUNTY ADMINISTRATION CENTER FOR ECONOMIC DEVELOPMENT ANNOUNCEMENT AND RELATED ACTION ACTION NO. ITEM NO. ~- ~ AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: AGENDA ITEM: SUBMITTED BY: APPROVED BY: February 18, 2003 Work Session on Fiscal Year 2003-2004 Departmental Budget Presentations Brent Robertson Director of Management and Budget Elmer C. Hodge County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: This time has been set aside for Roanoke County operating departments to present their Fiscal Year 2003-2004 budget requests to the Board of Supervisors. Meetings have been scheduled from now through late March to allow the Board the opportunity to review and ask questions about each department's operations. The following departments are scheduled to present their budgets: • Economic Development • Treasurer • Libraries • Human Resources Attached you will find each department's Business Plan that will be used to facilitate the presentation. ~~~ Roanoke County Budget Development Calendar FY2003-2004 February, 2003 February 11, 2003 • FY03-04 Budget Development Work Session o FY03 Revenue Update and Preliminary FY04 Projections o Capital Improvements Program Review o Capital Maintenance Projects and Funding o Vehicle Replacement Policy • Annual Chiefs Banquet -Hunting Hills; 7:00 PM February 18, 2003 • 5:00 PM @ Public Service Center-Kessler Mill Rd.; Dinner Provided Departmental Budget Review w/ Boazd of Supervisors; o Economic Development, Treasurer, Librazies, and Human Resources • Volunteer Firefighters I & II Graduation -Fire Training Center; 7:00 PM February 25 • Advertise Public Heazing on Tax Rates for Mazch 11, 2003 • Budget Work Session-4th Floor; RCAC; Regulazly Scheduled BOS Meeting Departmental Budget Review w/Board of Supervisors o Police, Information Technology (IT), Commissioner of Revenue, Parks, Recreation, and Tourism, and Real Estate Valuation March 4, 2003 March, 2003 • Advertise Public Hearings for Mazch 11, 2003 o Real Estate, Personal Property, and Machinery & Tools Tax Rates, General Comment on FY03-04 Budget, and Effective Tax Rate Increase (101 % Reassessment Increase) • 5:00 PM @RCAC; 4th Floor Meeting Room; Dinner Provided Departmental Budget Review w/Board of Supervisors o Fire & Rescue, Elections, Social Services, County Attorney, Clerk to the Board of Supervisors, and General Services 0 March 11, 2003 • Joint Budget Work Session with School Board • Budget Work Session; 4th Floor; RCAC; Regularly Scheduled BOS Meeting Departmental Budget Review w/ Boazd of Supervisors o Sheriff, Management & Budget, Finance, Clerk of the Circuit Court, and Extension and Continuing Education • Public Heazings o Proposed Tax Rates, General Comment on FY03-04 Budget, and Effective Real Estate Tax Increase $-~ March, 2003 (continued) March 18, 2003 • 5:00 PM @ RCAC; 4th Floor Meeting Room; Dinner Provided Departmental Budget Review w/Board of Supervisors o Commonwealth's Attorney, Community Development, County Administration, Health Department, and Utility Funds March 25, 2003 • Budget Work Session o Contributions-Human Service Agencies o Fire and Rescue Chiefs Presentation • Adopt Tax Rates • School Budget Submitted by School Board (prior to 4/1/03) April, 2003 April 8, 2003 • Budget Work Session o Contributions-Cultural and Tourism Agencies • County Administrator's Proposed Budget April I5, 2003 • Advertise FY2003-2004 Proposed Budget April 22, 2003 • Public Hearing on Proposed County and School Budget • Budget Work Session • Convey Tentative Approval of School Budget to School Board (State Code requirement by May 1) May, 2003 May 13, 2003 • Adoption of County and School Budget. 1St Reading of Budget Appropriation Ordinance May 27, 2003 • 2"d Reading of Budget Appropriation Ordinance Departmental Budget Presentations ""~~ To Board of Supervisors F'I'2003-2004 Budget Development Department Meeting Date Economic Development 2-18-03 Treasurer 2-18-03 Library 2-18-03 Human Resources 2-18-03 Police-E-911 Maintenance 2-25-03 Information Technology-Communications 2-25-03 Commissioner of the Revenue 2-25-03 Parks and Recreation-Grounds Maint., Fee Classes 2-25-03 Real Estate Assessments 2-25-03 Fire and Rescue 3-04-03 Elections 3 -04-03 Social Services 3-04-03 County Attorney 3-04-03 Board of Supervisors 3-04-03 General Services-Solid Waste, Building Maint., Custodial 3-04-03 General Services-Welding Shop, County Garage 3-04-03 Sheriff s Office 3 -11-03 Sheriffs Office-Care & Confinement of Prisoners 3-11-03 Management and Budget 3-11-03 Finance: Accounting, Payroll, Purchasing 3-11-03 Finance-Public Trans., Risk Mgmt, Utility Billing 3-11-03 Clerk of the Circuit Court 3 -11-03 VPI Extension 3 -11-03 Commonwealth Attorney 3-18-03 Community Dev.-Admin, Engineering, Inspections, Drainage 3-18-03 Community Dev.-Planning and Zoning, Planning Comm. 3-18-03 County Administration-County Admin. and Assistants, CFO 3-18-03 Public Health 3-18-03 Utility Funds -Water and Sewer 3-18-03 e-~~~~ Economic Development MISSION To attract to the County quality jobs and investment that diversify the economy, broaden the tax base, and provide long-term employment opportunities for area residents. GOALS, OBJECTIVES, and Strategies To create and maintain a marketable inventory of quality industrial/commercial real property in the County sufficient to meet market demand. • To facilitate improvements within the Center for Research and Technology such that the property is adequately prepared for new business development... (Ongoing). • To research, identify and catalog marketable commercial and industrial sites and buildings, while promoting them for new business investment... (Ongoing). • To identify and develop, with relevant property owners, businesses and institutions, partnership opportunities for the establishment of new real estate for industrial/commercial development purposes... (Ongoing). ^ To complete the engineering design of Corporate Circle Phase II. ^ To prepare a strategy for grading ready to go sites adjacent to Corporate Circle. ^ To complete the construction of regional storm water management facilities to accommodate future growth within the park. ^ To generate new promotional materials of available sites and buildings in both hard copy and electronic format for placement on the County's website and distribution to prospective businesses. ^ To maintain an ongoing dialogue and relationship with property owners, businesses and institutions that can potentially affect the County's ability to create new property for development. ^ To identify, target and create awareness of three new sites for development throughout the County. To encourage the retention and growth of local enterprise by creating and maintaining a positive business climate Countywide. • To facilitate the expansion of at least 10 companies within the County during the year... (Target date -June 2004). • To identify "at-risk" businesses and take appropriate action to ensure that they remain viable County enterprises...(Targetdate -June 2004). To reduce barriers to business operation and expansion within the County, by serving as a liaison to the business community...(Ongoing). ^ To mobilize community resources in support of local business development. ^ To encourage County businesses to participate in local and regional economic development initiatives. ^ To complete 50 existing business visits, geared toward enhancing communication and facilitating relationships with the business community. ^ To develop an inventory and promote the assets of the County's existing business base. P~_ai0.} To publish and distribute an electronic newsletter promoting area resources, business success stories and services available to the business community. To maintain and coordinate the District Breakfasts with members of the Board of Supervisors and County businesses. To continue production of Roanoke County Business Partners, which showcases Roanoke County businesses that are making significant contributions to the local economy. To enhance the visibility and progressiveness of the County's economic development efforts, programs, and services, while promoting the County's marketable industrial/commercial property. • To market the County and its available industrial property to prospective business and industry.....(Ongoing). • To expose the County's preparedness for development and to establish effective working relationships with relevant industry partners...(Ongoing) • To establish a reputation in the economic development community as a County that is "Ready for business"...(Ongoing) • To facilitate a network that encourages the evolution of new business prospects in the County...(Ongoing) ^ To publish a marketable inventory of sites and buildings on the County's website and in hard copy format. ^ To create, maintain, and enhance the County's demographic, employment and quality of life data for publication on the County's website and in hard copy format. ^ To design and publish a Community Profile for use in marketing, business recruitment and community development related activities. ^ To participate with the Roanoke Valley Economic Development Partnership and the Virginia Economic Development Partnership in attending at least two-business/industry trade shows in accordance with the region's target industries. ^ To complete at least two visits and/or seminars with the Virginia Economic Development Partnership to promote the County's interest in and readiness for new business development. ^ To complete and publish at least three advertisements in relevant regional and industry trade publications. To promote and encourage regional participation in economic development activities, programs and services. • To facilitate productive dialogue, projects and programs with key regional organizations and agencies...(Ongoing) • To identify and create partnership opportunities for development related initiatives... (Ongoing) ^ To actively participate in the implementation of the Regional Economic Development Strategy as prepared by the Roanoke Valley Alleghany Regional Commission. ^ To continue a working involvement in the Virginia's First Regional Industrial Development Authority with the New River Valley. ^ To support and participate in the marketing and recruitment activities of the Roanoke Valley Economic Development Partnership. 2 Q.a{Aa To support and participate in the technology development initiatives of the New Century Technology Council. To maintain communication and strengthen the County's productive business relationship with Virginia Tech. To increase communication and strengthen the County's productive business relationship with Carillon Healthcare System, the region's largest employer. ~_~.~~ Treasurer MISSION The Roanoke County Treasurer will collect all monies due to the County and maximize safe investment of all public funds. The Treasurer will also provide services in a friendly, courteous and professional manner. GOALS/OBJECTIVES Collect, protect and invest the revenues of Roanoke County. • Resolve taxpayers' problems in an efficient and professional manner. • Maintain a high rate of tax collection and actively pursue delinquent accounts. • Maximize security of in-office funds and deposit while complying with Auditor of Public Accounts requirements. Update computer capabilities in order to more efficiently perform the responsibilities of the Treasurer's office. • Assess computer needs and provide input to the HP Migration Team and IT staff. • Train staff on system capabilities and functionality. 8-~~~) Library MISSION The Roanoke County Public Library is a life-long learning enterprise which connects the people of our community with the facilities, services, information, and resources they need to develop their intellectual, economic, cultural, social, and educational potential; we invest the intellectual capital of our society in the growth and development of our community. GOALS, OBJECTIVES, and Strategies Add or delete additional fields for goals and objectives as needed. Acquire materials for the collection which meet or exceed community demand for popular, informational, or recreational reading. • Select and purchase materials that fill patron online and in-person requests within three days for on-shelf and ten weeks for in-demand titles; • Prioritize acquisitions according to identified collection deficiencies and usage patterns; • Track request-to-hold ratios and fill rates; • Promote consortial acquisition arrangements and establish or renegotiate a minimum of one shared electronic product; • Acquire juvenile materials to help support the public school curriculum and the SOL's, as well as the curricular content required by the home school population; • Expand the number of items in alternative formats; • Design an effective display area for DVD's; • Process materials according to accepted professional standards, within three working days for 95% of acquisitions. ^ Use customized SIRSI reports to identify patron borrowing and holding patterns; ^ Form and lead RVL database review team; ^ Allocate 8% of the materials budget to non-print formats; ^ Redesign work flow in Technical Services to accommodate a second professional cataloger; ^ Outsource processing of YAPBK or similar formats; ^ Add NetLibrary and E-book records to the online catalog. Maintain a regular schedule of programs for children that promote literacy and social skills • Share planning resources through the Juvenile Programming Team to economically design and deliver storytimes and afterschool programs; • Create a rotating collection of storytime titles and support materials; • Form a special events team to deliver replicated programs throughout the system; • Increase enrollment in the Summer Reading Program by a minimum of 4%; • Diversify the SRP program content and add one more program at each branch; • Conduct five outreach storytimes monthly at area daycares through the Books2Go volunteer program; • Participate in outreach and promotional events to reach underserved children. ^ Schedule bi-weekly planning meetings for the JPT; one with administrative input; ^ Schedule daylong planning session to develop an annual calendar; ^ Use statewide directories and databases to find alternative program presenters; ^ Provide a diversified, attractive set of activities at Tons of Fun and/or Kids Day at the mall. ~_a~~~ Complete the second phase of the implementation of the automation system. • Install delayed and scheduled software upgrades, authority files, and data loads; • Determine if system redundancy is needed and negotiate the maximum discount for hardware and support; • Retrain staff to reflect actual [as opposed to vendor] operating procedures; • Produce patron notices in-house and deliver via a-mail or postal service; • Clean up dysfunctional elements of the i8istro web interface to improve patron access to the collection and services; • Stabilize RVL contractual arrangements with SIRSI and maintain current cost formula within the partnership; • Track workload indicators using custom and vendor-supplied reports. ^ Negotiate a contract for test server software and support, if needed; ^ Deliver four in-house training sessions for staff; ^ Implement two major upgrades and all backlogged authority file transfers; ^ Remove confusing or misleading i8istro icons; substitute custom icons; ^ Run monthly reports on discharge rates, en route items, and holds received and sent; ^ Use customized monthly reports to track patron borrowing patterns within consortium libraries and report the data to the Library Board. Function as an efficient electronic information gateway and as an informational resource for citizens on technology-related subjects. • Provide citizens access to the latest versions of standard software; • Staff the libraries with trained personnel to provide skilled electronic navigation and. reference services; • Create and conduct classes for the public on software applications, reference products; and specialized online databases; • Maintain a functional web page with current library information and active links to resources; • Provide an electronic access point for reference questions via the web page; • Teach patrons efficient, productive research techniques. ^ Upgrade software licenses and install current versions of software in the computer labs; ^ Conduct a minimum of 22 computer classes at the Headquarters/419 and Hollins libraries and a minimum of 12 classes at the Vinton library; ^ Revise the web page monthly; ^ Respond to patron electronic requests and reference questions within one working day. Maintain staff development and capabilities to insure they can provide the highest level of customer service. • Offer a regular schedule of in-house, mandatory or test-out technology skills classes; • Participate in County and subject specific external training, as needed; • Support County employee technology training; • Expand the pool of available staff instructors. ^ Conduct a minimum of one staff training class per quarter for all staff; g_~t~~ ^ Enroll staff in VLA or LVA regional training and send children's staff to at least one SWING workshop; ^ Provide instructors for County employee technology training program; ^ Survey staff to identify subject specialists and assign a senior mentor/instructor to develop new in-house trainers. ~_ a.c~~ Human Resources MISSION Create and sustain organizational design and culture for Roanoke County that continually improves cooperation, well-being, and human effectiveness through optimum use of employees' skills and talents. GOALS/OBJECTIVES To continue support of a Pertormance Management System that rewards excellent performance. • To develop and introduce a Competency Based Director level Performance Evaluation form. • To provide a Job Classification System that supports excellent performance and KSA development. • To encourage and support reaching higher performance levels through development and training activities. • To communicate and market the organizational value of excellent performance. To enhance and support employee competencies and develop highly effective performers. • To continue to demonstrate that the management development and employee training programs coordinated through Human Resources is the best value added programs County funds can buy. • To develop an electronic training needs analysis survey for quick and easy communication with the County's management staff, and to complete an analysis of the data received for future training plans. • To support employee continuing education. • To enhance employee competencies. To provide and support a highly competent workforce. • To enhance the County's Affirmative Action Plan. • To create a Minority Recruiting Initiative. • To make submission of on-line applications available to walk-in applicants. • To be familiar with departmental staffing needs current and future. • To ensure departments have the skills to make the best selection decisions and maintain legal compliance. • To provide a continuously improving application process which is timely, legal and easy to administer. ~- aC~r) To provide a means of communication with employees which enhances productivity and employee work life. • To enhance HR's Intranet site making more information available and easy for employees to use. • To develop an Employee Benefit Statement for distribution to employee homes illustrating the value of the benefits provided by the County. • To coordinate a Benefit's Fair providing access to County approved vendors. • To develop and communicate a new Workplace Violence Policy. • To facilitate effective communications at all levels of the organization. • To provide timely and appropriate information to employees that support a productive work force and satisfy employees' work-life needs. To ensure County HR practices are efficient and within legal requirements. • To implement an Imaging System for enhanced management of personnel files. • To develop a computerized system for Cobra administration. • To ensure the County's HR practices are HIPAA compliant. • To renegotiate EAP pricing based on usage. • To research Lawson HR/Payroll system capabilities to move toward employee self- service environment. To promote a harmonious and productive work environment. • To continually gather information about organizational morale and well-being. • To research and develop innovative HR practices in anticipation of changing needs of service units. • To deliver visible, accessible and responsive Human Resource services, providing value to customers. To provide rewards and recognition systems which support a highly productive and efficient workforce. To maintain competitive salary and benefit levels to attract and retain a qualified workforce. To reward excellent performance and retain a highly productive workforce through a pay for performance model. To provide other forms of recognition (i.e. service awards, Holiday lunch) which support employee retention and excellent performance.