AGENDA DATE: 6/6/2018
TITLE:
Title
Quarterly Transformational Initiatives Efforts Update
BODY
SUBJECT/PROPOSAL/REQUEST: Update on Transformational Initiatives Effort
ITEM TYPE: Consent Information Item
STAFF CONTACT(S): Richardson, Letteri, Culp, Savides, Gerome, White, Freeman, Latta-Brother, Saunders, Wyatt, Russell
PRESENTER (S): N/A
LEGAL REVIEW: Not Required
REVIEWED BY: Jeffrey B. Richardson
BACKGROUND: The Board’s FY 17-19 Strategic Plan objectives included direction to improve long-term structural realignment within the County through the use of transformational initiatives. Staff has been engaged in the implementation of several transformational projects in service of that goal:
• Time and Attendance System
o Objective: Improve operational efficiencies and lessen administrative burden through automation of current manual and paper-based processes
• Records Management
o Objective: Reduce costs associated with records storage expenses, increase efficiency and physical space availability
• Housing Transition
o Objective: Integration of housing and community improvement initiatives
• Website Redesign
o Objective: Create a digital presence that is responsive, data-driven, and citizen-engaged
• Technology Use Assessment
o Objective: Determine methods to further optimize technologies across the County and transform the customer experience through technology enhancements
At its October 4, 2017, meeting the Board of Supervisors was provided with an update on these initiatives. This report serves to apprise the Board of the most recent status of these projects.
STRATEGIC PLAN: Mission: To enhance the well-being and quality of life for all citizens through the provision of the highest level of public service consistent with the prudent use of public funds.
DISCUSSION: Time and Attendance System Project has been engaged in a thorough review of the County’s pay and leave administration processes across both divisions. As a result of this work, the School Board approved placing all its employees on a 12-month pay schedule effective July 1. This unification of pay schedules for all employees will make it easier and more efficient to process compensation and benefits for the entire organization. This review of pay processes will result in additional policy changes that standardize and centralize many processes, so that we can take more complete advantage of the time & attendance system’s functionality. The time needed for this work has required us to delay the implementation of the time & attendance system; we are now working closely with the Kronos staff to revamp the timeline, building in sufficient time for change management, communication, and training of all employees.
The Records Management team continues to work with our Records Management Consultant, Unity Business Solutions. The latest accomplishment is the successful development of an electronic form for eliminating the paper production around employee performance appraisals. Without going into detail, this initiative will eliminate at least 1,000 print and copy jobs per year; in addition to eliminating file cabinet storage and time needed to retrieve paper appraisals. Trevor Henry and Mike Culp are working on revisiting the Records Management Steering team and setting goals for the year. Several members of the team recently met with the Albemarle Historical Society Executive Director and shared our Records Management Manual; we are initiating several projects as a result of the meeting.
The Housing Consolidation and transition of the Housing Choice Voucher (HCV) program and its staff into the Department of Social Services (DSS) was officially accomplished on December 1, 2017. A new supervisor role has been established and ably filled by a long-time County employee in the Housing Department; and the retired Housing Inspector has been replaced with an experienced new hire who starts 5/21/18.
Benefits of consolidation include:
• For the customer: one-stop for shared customers; ongoing potential for service coordination and collaboration
• For personnel: HCV staff have joined a larger workforce, with increased opportunity for training, staff development, etc.
• For process management: reduction in need for duplicative reception and switchboard coverage; administrative functions absorbed by DSS
• For technology: software enhancements to basic Housing package have been purchased
Website Redesign Project: Significant organizational changes in the County have overshadowed the ability to make any substantial progress on the website project since the Board was last updated on October 4, 2017. Additionally, Granicus, our contracted vendor for this project, recently acquired Vision Internet. That acquisition has caused a 1-2 month delay on their end. This delay is extremely beneficial to us as it will allow us to take advantage of new technology and features as a result.
Staff recognizes that we must not let our current web presence suffer from lack of attention while we wait for our new site. Now more than ever, the need for effective government communications, engagement, and transparency is critical. Our website serves as our front line in this effort. It is the main interface our residents, visitors, and businesses have with us in seeking information and accessing services before they step foot in a building or pick up a phone. Consequently, we have initiated a “spring cleaning” over the next few months to make sure that every piece of information on the website is functional, useful, up-to-date, and ready to migrate to the new site when the time comes.
As County leadership and staff continue work through the planning and prioritization of existing workloads and the many important activities identified in the assessment, we expect to have an updated project plan and timeline for the new website in place to share in the coming weeks.
Use of Technology Assessment: This past winter the County chose to engage Tech Dynamism and BIRCHbark Strategic Consulting to conduct a Technology Use Assessment to determine ways to further optimize technologies across the County and to transform the customer experience through technology enhancements. In April, the consultants delivered a final report, including detailed recommendations to move the organization towards increased centralization and integration in the areas of process, organization and technology.
After receiving the report, the County Executive’s Office contracted again with the consultants to help with the implementation of several of the immediate recommendations this summer. This work includes creation of a centralized enterprise architecture, alignment of technical roles, and support to extend the County’s existing project management framework to technology projects. Staff believes that implantation of these recommendations will both optimize internal operations, as well as ultimately transform both internal and external customer experiences.
BUDGET IMPACT: There is no budget impact associated with this project update.
RECOMMENDATION:
Recommendation
This report is to provide information only. No action is required.