08-15-16 Personnel and Finance - Laserfiche WebLink

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This year's accomplishments also include our reports. So far this year, we have investigated two - hundred and forty (240) cases. We have had an intake of more than that, but about one - hundred and forty -seven (147) of those cases got sent to the EEOC once we started our initial investigation because they were not something we could investigate, such as age. We are working to get age included in our ordinance, but it wouldn't mean anything if the state didn't add it to theirs. Right now our pending inventory is fifty -eight (58) charges. That is not enough charges to sustain my entire staff. Committee Chair White asked if Mr. Douglas is seeing a trend in certain concerns not being raised and being brought to the Human Rights Commission if it is housing or employment. Mr. Douglas stated that they have noticed a downward trend in those cases across the country. Eventually, the pendulum will go far enough down that it will come back up again. The motivator is to get cases in and out, no one wants to be waiting one (1) year or two (2) for results of a case that should have been handled in one - hundred and eighty (180) days. Committee Chair White clarified that the receptionists would be paired down into one full -time administrative assistant position. Mr. Douglas answered yes, that will work better for their office. Innovation/Technology Santiago Garces, 14th Floor of the County City Building, Innovation and Technology includes IT, 311, Performance Management and Innovation. We are always looking how to better track and create synergy by putting all of those together. The intent is to empower and connect the workforce and the community, which is done through technology and process, a strategic choice that empowers and enables the residents but also our workforce. The budget for 2017 is in the context of the IT strategic plan that was approved by the Council in 2013, which includes transparency, reporting, and using centralization of information and technology resources. We've accomplished some of those, and we want to make further strides as we approach 2017 and look at the challenges that lie ahead, and we use Innovation and Technology as a strategic resource. We've started a reorganization that builds capacity through centralization and facilitation. We'll address decades of deferred maintenance and refreshing infrastructure and platforms. When we have a computer that doesn't work, that computer or asset is not doing anything for our workforce. If we have servers that are running slow and people are having to wait to do their work, they are not being productive. We want to empower departments and residents, and we want to be inclusive in our access to technology resources both in the workforce and to our community. We believe that what we are proposing creates a strategic tool that enables us to be fiscally sustainable in the long run, and these are types of practices that other cities and private organizations are starting to look toward to stay competitive. 10