08-15-16 Personnel and Finance - Laserfiche WebLink

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In the past we had a highly decentralized structure where we had several groups within Administration and Finance, and several groups across the City. What we're proposing is creating a structure where there is a centralized staff that specialize in certain functions that allows us to do things we've never been able to do in the past, things that are requirements in this age of technology where people are relying more both on the City in our community, but also within the City government. We have a services addition. Looking at the fulfillment of our contracts whenever someone is experiencing an issue with our services, we have an infrastructure group that looks at the servers and our network, we're maintaining running IT at the City, which is significantly more complex than a home router, we are running a program across a large geography, with different levels of state or federal requirements based on the individual programs. We have an applications group that is constantly looking at how we can leverage more of the software that we have and make it more interconnected so things feel more intuitive and work better for us. We have a performance management and innovation group that is looking at identifying how we streamline processes to empower our workforce. We have 311 which is looking at bridging communication between the City and the residents. We've made some strides and we have a great group, and based on the improvements we are making, we'll be able to solidify and be able to do more things in ways that ensures the fiscal sustainability of our activity and other departments. In the past, some of these positions were budgeted in different areas, and now they'll be budgeted out of the new fund. Four (4) positions were in COIT, seven (7) were in Administration and Finance which included the IT staff and then the performance manager, there were three (3) police IT positions, in Parks there was one (1) full -time and two (2) part-time positions that we're going to consolidate into one (1) full -time position as an applications developer. There is one (1) full -time position in Waterworks, and there are IT responsibilities that people in those departments had that we are assuming, but we are not taking over the FT, those people are now going to be able to focus on other responsibilities within their departments. These are complex systems in Utilities such as meter, billing, and asset management that are highly regulated. Same goes for Wastewater and we are bringing in a position from Engineering. We'll be leaner than we were before, and we'll be able to enhance the types of things that the workforce and the residents can expect from us. In order to create this new organizational structure, and make sure we are a great employer who can attract great employees, we're creating a director that hadn't existed in the past to make sure that all of the directors are on the same level. Part of this has to do with the competitive market in technology, it is difficult to attract and retain top technical talent. What we're proposing is not necessarily on par with the market, but we think that it's what enables us to attract and retain these people who are making life better for our residents and employees. When you do the math, certain functions that we were outsourcing in professional services, we're now insourcing activities that make it a good economic deal. We're establishing functions with directors, we're reducing salary disparities with the market and making sure we are a great employer that recognizes our employees, we're outsourcing low 11