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HomeMy WebLinkAboutItem 01 City-wide Work Plan - Strategic Initiatives AGENDA ITEM SUMMARY Meeting Date: 3/6/2017 Meeting Type: Work Session Staff Contact/Dept.: Gino Grimaldi Staff Phone No: 541.726.3700 Estimated Time: 45 Minutes S P R I N G F I E L D C I T Y C O U N C I L Council Goals: Provide Financially Responsible and Innovative Government Services ITEM TITLE: CITY-WIDE WORK PLAN/STRATEGIC INITIATIVES ACTION REQUESTED: Review and Discussion ISSUE STATEMENT: The Mayor and City Council and staff have set in to motion a variety of strategic initiatives related to the existing City Council Goals. This is an opportunity to discuss and review the initiatives that will require policy decisions by the Mayor and Council in approximately the next 18 months. ATTACHMENTS: Attachment 1: City Council Goals Attachment 2: Strategic Initiatives DISCUSSION/ FINANCIAL IMPACT: In the next 18 months the Mayor and City Council will be making a number of policy decisions that will have a positive impact the community and the citizens of Springfield. The efforts of the organization are driven by the City Council Goals. The attached strategic initiatives describe some of the actions that will be taken to implement the City Council Goals. Several of the strategic initiatives will require funding decisions during the upcoming discussions regarding the FY 18 budget. City Council Goals July 2011 Provide Financially Responsible and Innovative Government Services Encourage Economic Development and Revitalization through Community Partnerships Strengthen Public Safety by Leveraging Partnerships and Resources Foster an Environment that Values Diversity and Inclusion Maintain and Improve Infrastructure and Facilities Promote and Enhance Our Hometown Feel While Focusing on Livability and Environmental Quality Attachment 1 Strategic Initiatives City Manager’s Office Initiative: Springfield Look City Council Goal: Encourage Economic Development and Revitalization through Community Partnerships Develop a Springfield specific vision and strategy for economic development in the community. This vision will complement the economic vision for the region, leveraging the community assets of Springfield and the greater Eugene area to incentivize existing business and industry growth as well as recruiting new investment. The six month effort will involve input from the community, business owners, regional and state real estate professionals, business membership organizations and the Mayor and City Council. The result of the Springfield look will be a strategic plan which includes a target industry strategy, competitor benchmarking, marketing and branding work, and an economic development website outline. Policy Decision: Adopt vision and strategic plan ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Glenwood City Council Goal: Encourage Economic Development and Revitalization through Community Partnerships The City has acquired 1.5 acres north of Franklin Boulevard and is in the process of negotiating the purchase and option of an additional 4.5 acres. The acquisition of these key parcels is necessary to proceed with marketing the first major redevelopment opportunity in the Glenwood Riverfront area. The assembled sites are planned for a mixed-use development, including hospitality, retail and housing supported by a new internal street grid and mass-timber parking structure. Next steps will include the selection of a master developer who will work with the Springfield Economic Development Agency. The site boasts one of the last undeveloped riverfront opportunity locations in the state. Policy Decision: Approve land acquisition and select master developer ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Attachment 2, Page 1 of 16 Initiatve: Glenwood Urban Renewal District City Council Goal: Encourage Economic Development and Revitalization through Community Partnerships Adopted by Springfield voters in 2004, the Glenwood Urban Renewal Plan and Report is scheduled to ‘sunset’ in 2025. This duration clause limits the life of the plan area and availability of the urban renewal financing tool and requires an amendment to extend. An amendment must be reviewed and approved by Council, the Springfield Economic Development Agency Policy Decision: Extend the life of the Glenwood Urban Renewal District ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Springfield Downtown City Council Goal: Encourage Economic Development and Revitalization through Community Partnerships Downtown Springfield continues to see economic growth in Downtown as storefronts fill and property owners are making investments in interior and exterior building improvements. Over the next 18 months, staff will begin focusing efforts on supporting downtown small business growth through organized business and stakeholder meetings and events and strategic investments and partnerships. In an effort to improve the pedestrian realm, decorative crosswalks will be installed in strategic locations, bringing interest and whimsy to downtown blocks. A downtown business owner meeting will be planned in spring of 2017 to gather feedback, discuss future initiatives, and plan additional opportunities to support small business growth. Additionally, over the next 9 months, the Springfield Economic Development Agency is anticipated to assess the current Downtown Urban Renewal Plan to potentially extend the plan’s ‘sunset date.’ Policy Decision: Extend the life of the Downtown Urban Renewal Plan ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Attachment 2, Page 2 of 16 Initiative: Legislative Affairs City Council Goal: Promote and Enhance our Hometown Feel while Focusing on Livability and Environmental Quality The City Manager’s Office has been re-organized so the city can be an active participant in the State legislative process. In an effort to gain input and work towards an efficient and clear process for the upcoming 2017 Oregon Legislative session CMO has outlined five main areas for engagement during the legislative session. First, is defining our resources and roles. Second, is our system for tracking, assessing and responding to bills. Third, is our communications protocol and expectations for all parties. Fourth is drafting an extensive and approved list of priorities. A team of legislative coordinators has been assembled from experts within city staff. They will be given the tools to review and comment on bills related to city issues. City council and related staff will get weekly updates on bill progress and be offered opportunities to engage on behalf of the city. On a local level the re-organization will allow CMO to more effectively engage our local partners on issues that may impact our community. Policy Decision: Adopt state and federal legislative priorities ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: City Art Projects City Council Goal: Promote and Enhance our Hometown Feel while Focusing on Livability and Environmental Quality The City Manager’s Office is working through a five-year plan for art that not only serves to build community pride, but has served as a quality tool from promotion and tourism for our downtown and the community as a whole. With two large projects (the Springfield Flame and Veterans Memorial Plaza) both successfully completed in 2016 we are turning our focus to the Women Veterans Memorial, slated for a November 2017. Staff has already started talks on our 2018/19 project to be completed in time for the 2021 games. Additionally, downtown crosswalk art (a project of importance to the city council) is slated for a 2017/18 completion. Policy Decision: Funding ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Attachment 2, Page 3 of 16 Initiative: Committee for Diversity and Inclusion City Council Goal: Foster and Environment that Values Diversity and Inclusion Springfield’s Committee for Diversity and Inclusion was established in 2011 following the work of an employee task force that developed detailed bylaws and an employee application form. In 2016 the lead responsibility for diversity was transferred from Human Resources to CMO. A new Committee was selected by the executive team and, led by their Chair Michelle Lewis, have exceeded our expectations. The Committee has worked on both internal and external strategies to engage our internal and external stakeholders, increasing the city’s presence in the community and participating in initiatives related to diversity and inclusion. Policy Decision: None ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Media Relations/Social Media City Council Goal: Promote and Enhance our Hometown Feel while Focusing on Livability and Environmental Quality The City of Springfield has established a professional, collaborative relationship with members of the media and will continue to maintain a positive, informative role in providing information. The City will expand its online newsroom in 2017 to provide media and community members more access to resources and information. The City is also looking to increase its social media presence as it is more and more often where people go to get information on news, events, job opportunities and more. Policy Decision: None ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Cross Laminated Timber/Career Technical Education City Council Goal: Encourage Economic Development and Revitalization through Community Partnerships Springfield remains committed to the advancement of wood products manufacturing in our region. The Glenwood parking structure project is at 90 percent design, and was awarded by Oregon BEST and identified as a Pacific Northwest Manufacturing Partnership (PNMP) catalytic Attachment 2, Page 4 of 16 project. The PNMP is a federal designation provided to the region by the EDA and is intended to increase access to federal partnerships and opportunities. In 2017 elected officials and city staff plan to visit other municipalities using advanced wood products to gather ideas, develop partnership and spur private development of projects here in Springfield. The city is currently working in partnership with the Springfield School District, the Springfield Chamber of Commerce and the timber industry to create Career Technical Education programs that will produce high school graduates who are ready to enter the workforce or continue their education in natural resource careers – like the advanced timber industry. Supporting industry advancement and collaborating to create opportunities for local youth is one way we’re fostering the next generation of business leaders in our community. Policy Decision: None Police Initiative: Police Operating Levy City Council Goal: Strengthen Public Safety by Leveraging Partnerships and Resources The Police Operating Levy has been renewed twice since the passage of the original Levy in 2002. The Operating Levy generates funding for Police, Jail and Court operations. Specifically it funds a total of 20.0 FTE in the Police Department, 19.1 FTE in the Jail, 2.23 FTE in Courts and provides 25% of the funding for the City Prosecutor contract. The Jail has had positive impacts on the quality of life in Springfield and is partially responsible for a noticeable decline in certain property crime rates. The most recent vote, in 2012 passed by a slim margin and will fund the operation through FY18. The City will need to prepare a renewal initiative, likely for the November 2017 election, to renew the Levy for another five years. Policy Decision: Determine amount of levy and election timing ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Attachment 2, Page 5 of 16 Initiative: Body Worn Camera Project City Council Goal: Strengthen Public Safety by Leveraging Partnerships and Resources The Springfield Police Department is currently conducting a Body Worn Camera Pilot Project in an effort to evaluate the implementation of a full-time Body Worn Camera program that will be utilized by Police Patrol personnel. Body worn cameras are part of a current nationwide initiative around police transparency and community relations. Springfield Police are proactively evaluating the viability of implementing a body worn camera program in their department, prior to any federal or state mandate. Three vendors (Taser, Reveal, WatchGuard) were identified as industry leaders that met established operational criteria and were selected to participate in the SPD pilot testing of body worn cameras. The product evaluation has taken place and will be used to determine the best overall fit for the department. Implementation and ongoing costs of the body worn camera project include hardware, software, storage, miscellaneous City network costs and an additional 1.0 SPD FTE to perform ongoing oversight of the program. In conjunction with one vendor’s recommended useful life of the body camera hardware, initial procurement of vendor hardware, licenses, and storage costs over the first five years are expected to be approximately $202,500. (Year 1 = $60,000, Year 2 = $34,000, Year 3 = $35,000, Year 4 = $36,000, Year 5 = 37,500.) Additional annual cost considerations include an additional position estimated to cost approximately $85,500 and additional network costs and peripheral devices at approximately $5,000. Work to Date: April 2016 – Initial Research for Body Worn Cameras May/June 2016 – Taser Body Worn Camera Pilot/Evaluation October/November 2016 – Reveal Media Body Worn Camera Pilot/Evaluation December 2016 – Watch Guard Body Worn Camera Pilot/Evaluation December 2016 – Cost Evaluation/Analysis Next Steps: Select a body worn camera solution that best suits the SPD patrol division Confirm overall cost impact and need for additional employee to maintain body worn camera infrastructure and evidence Refine SPD policies regarding body worn cameras. Train officers, implement body worn camera solution and begin managing evidence. Policy Decision: Funding and timing of implementation Attachment 2, Page 6 of 16 Initiative: Housing of Female Inmates City Council Goal: Strengthen Public Safety by Leveraging Partnerships and Resources The Police Department is in the process of modifying the Jail facility to accommodate female prisoners after Lane County indicated that they no longer wished to continue the prisoner exchange program. The Contract with Lane County called for SMJ to house 5 of the County’s male inmates in exchange for 5 Springfield female inmates. The facility modifications are not significant with the exception of adding a second padded cell. Considerations for additional cameras are currently being evaluated for the protection of the staff and inmates. Significant policy changes will need to be in place prior to actually housing females. The County has agreed to provide 5 beds for Springfield female inmates through June 31, 2017. The positive side of housing our own female prisoners is our capacity will go from 5 beds to 14 beds. Policy Decision: None – Council decision to move forward was made this winter ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Hiring & Recruitment City Council Goal: Strengthen Public Safety by Leveraging Partnerships and Resources Over the last several years there has been a significant reduction in the amount of police applicants nationwide and SPD has seen the effects of this trend. Historically, SPD received around 200 applicants for a police officer position. The numbers have dwindled to less than 100 the last two processes. The quality of applicants has also diminished along with the numbers. There are a variety of reasons for this particularly the negative attitude towards police portrayed by the media and the number of officers who have been slain throughout the country has caused many potential applicants to seek other careers. The Police Department has assigned a Lieutenant to develop a recruiting strategy and is making a significant push to reach out to potential candidates through the Colleges and Universities for a short term solution. For long term efforts the Department is looking at their reserve program and possibly an Explorer program to identify future applicants. Policy Decision: None Attachment 2, Page 7 of 16 Human Resources Initiative: Recruitment & Selection City Council Goal: Provide Financially Responsible and Innovative Government Services The number of openings has steadily increased with fewer numbers of applicants. In particular recruiting for police and top management has been difficult. We are still finding good candidates but the traditional approach of casting a net and then sorting through applicants is becoming time-consuming and costly. If we are to get ahead of this trend we need to target, recruit and entice specific individuals to apply in addition to casting a broad net. We also need to invest in succession planning and develop existing staff so they are ready to fill roles as they come open. We are in the process of implementing a new online recruitment and application management system to make the application and screening process easier and more effective for both city staff and applicants. Policy Decision: None ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Health Plan Expenses & Wellness Clinic City Council Goal: Provide Financially Responsible and Innovative Government Services City health plan expenses continue to beat the national average due to the combination of our health plan design and use of the city wellness clinic. The new city hall wellness clinic is open with expanded services at no cost to plan members. As more plan members shift from high-cost doctor’s office and urgent care services to the city clinic with fixed lower costs we should continue to see good cost control. We are also exploring sharing the clinic with the Springfield school district. By partnering we anticipate offering expanded hours and services while reducing the city proportion of physical facility costs. Policy Decision: None Attachment 2, Page 8 of 16 Finance Initiative: Long-Term Fiscal Health City Council Goal: Provide Financially Responsible and Innovative Government Services Finalize the review and updating of the City’s financial policies and incorporate these criteria in the long range planning for selected operating funds of the City. The General, Building, Street and Ambulance funds each have unique challenges in being able to provide a long-term consistent level of service to citizens. To reach that objective each fund will draft a multi-year financial plan that attempts to balance the need to provide a stable financial outlook with stated service expectations. Policy Decision: Adopt Financial Policies ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Expand Use of Key Performance Indicators (KPIs) City Council Goal: Provide Financially Responsible and Innovative Government Services In sync with the priority based budget program, work with all departments to develop additional KPIs for service programs. Each of these service programs have been linked to Council goals and scored against outcome attributes developed by staff. In conjunction with the City’s Strategic Plan, Finance would like to work with the City Council to clarify the staff developed attributes and ensure that they are aligned with Council’s goals and state objectives. Policy Decision: Review attributes Attachment 2, Page 9 of 16 Library Initiative: Library Community Needs Assessment City Council Goal: Maintain and Improve Infrastructure and Facilities Complete Phase II of the Library Community Needs Assessment integrating information gathered from the Phase I community focus groups and current facility and service evaluation into a report describing the services to be offered, a conceptual design for a facility, and an estimated cost for constructing such a facility. Policy Decision: Identify funding strategy ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Improving and Expanding Patron Access to Services City Council Goal: Provide Financially Responsible and Innovative Government Services Refresh outdated library collections with new and current materials for youth and adults – A $25,000 additional investment by our Friends and Foundation. Upgrade all public use computers, increase internet connection speed, improve Wi-Fi connection, create work space for using your own device Provide free library cards to all children enrolled in Springfield Public Schools Policy Decision: None ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Create a Focused Response to Community Needs City Council Goal: Provide Financially Responsible and Innovative Government Services Effectively utilizing the Library’s current infrastructure, staffing, and operational capacity while creating a Library Strategic Plan to address future facility, technology, and service requirements in order to address a growing and changing community. Policy Decision: Review and adopt strategic plan Attachment 2, Page 10 of 16 Development and Public Works Initiative: Improve Main Street Traffic, Pedestrian and Bicycle Safety City Council Goal: Maintain and Improve Infrastructure and Facilities Work with ODOT to conduct a community engagement process and prepare a Main Street Facility Plan that outlines safety improvements to be constructed by ODOT along the Main Street corridor. The Plan would be adopted by both the City Council and the Oregon Transportation Commission at the end of the process. The initiative is being funded by ODOT under the All Roads Transportation Safety (ARTS) program. Policy Decision: Adoption of Plan ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Design and Implement Affordable Housing Strategy City Council Goal: Promote and Enhance our Hometown Feel while Focusing on Livability and Environmental Quality Work with Council to create strategies to address the supply and demand for affordable housing. Prepare and implement recommendations for development code changes, CDBG and HOME program investments, and developer incentives. Policy Decision: Adoption of Strategies ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Development Code, Municipal Code and Land Use Plan Updates City Council Goal: Encourage Economic Development and Revitalization through Community Partnerships Staff will prepare and present Council with new development and municipal code language to ensure compliance with the federal Clean Water Act, Endangered Species Act, and National Flood Insurance Program, as well as the State’s new Solid Waste management regulations. In addition staff will prepare new development code language to implement the City’s Transportation System Plan policies and new Downtown Design Standards. Staff will also work with the Planning Commission and Council on approximately seven comprehensive plan/metro plan amendments and zone changes initiated by both private sector and public sector applicants. Policy Decision: Adoption of codes and plans Attachment 2, Page 11 of 16 Initiative: Urban Growth Boundary Expansion Area implementation City Council Goal: Encourage Economic Development and Revitalization through Community Partnerships Staff will complete the Urban Growth Boundary expansion process at the state level and will respond to appeals. Staff will work with City Manager’s office to identify funding for Gateway Area transportation planning in preparation for private development. Policy Decision: Identify funding strategy ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Stabilization of Street Fund Operations and Pavement Preservation Program City Council Goal: Maintain and Improve Infrastructure and Facilities Evaluate and propose realignment of services to match revenues and stabilize reserves in the operating fund; explore financing strategies for preservation and repair activities in the capital fund. Policy Decision: Identify funding strategy ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Deliver Key Capital Construction Projects on time and in budget City Council Goal: Maintain and Improve Infrastructure and Facilities Franklin Boulevard Phase 1 Virginia Daisy Bike Boulevard Storm Drainage system repairs and replacement for Over/Under and Channel 6 Downtown Lighting Phase 2 Policy Decision: None ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Attachment 2, Page 12 of 16 Initiative: Evaluate Goshen Industrial Area wastewater connection City Council Goal: Encourage Economic Development and Revitalization through Community Partnerships Evaluate and respond to request from Lane County to connect Goshen industrial area to regional wastewater system. Process will require Springfield and Eugene Councils and Board of Commissioner involvement to approve connection fees and amendments to IGA that govern MWMC service boundaries if the County decides to move forward with connection. Policy Decision: Review request Fire Initiative: Ground Emergency Medical Transport City Council Goal: Strengthen Public Safety by Leveraging Partnerships and Resources Fire and Life Safety is in the process of writing the rules for Ground Emergency Medical Transport (GEMT) rules that will facilitate the ability for ambulance billing staff to add fees that allow compensation for the work firefighters perform at the scene assisting the patient prior to patient transportation to the hospital. This opportunity also presents the possibility to expand ambulance billing customers for GEMT billing in the cities that we are billing for presently. The law allows for billing to begin in July 2017 with the potential to begin recovery of funds sometime in late 2017 or 2018. This program has the potential to increase revenues by $100,000 to $300,000 in FY-18. Policy Decision: None ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Internet Protocol Alerting City Council Goal: Strengthen Public Safety by Leveraging Partnerships and Resources The Internet Protocol (IP) Alerting project will convert station alarm system hardware from a radio based to fiber optic internet connection. The system will reduce alarm times by 20 to 30 seconds improving response times for fire and emergency medical responses. The cost of this project represents the receiver units that will be installed in the 5 Springfield fire stations allowing for connection to the dispatch system at the Central Lane 911 fire dispatch system. $40,000 has been put aside in FY17 with an additional $40,000 requested in FY 18 to secure the resources for the installation. Policy Decision: Approve funding Attachment 2, Page 13 of 16 Initiative: Fire Station 4 Relocation City Council Goal: Strengthen Public Safety by Leveraging Partnerships and Resources With the increase in business activity in downtown and in Glenwood, the location of Fire Station 4 at 1475 5th St. needs to be re-positioned south to best serve the business and community development in progress. Now is the appropriate time to plan for the future station location which will support emergency response reliability and allow responders to best serve the Springfield community. The planning process includes GIS studies to validate the best locations for a new station. The goal this year is to brief the city council on the project in February so grant writing and city planning work can begin this spring. Policy Decision: Review proposal ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Basic Life Support System Deployment City Council Goal: Strengthen Public Safety by Leveraging Partnerships and Resources Springfield Fire and Springfield Police are working together to consider an alternative deployment for CAHOOTS teams in an effort to refine the deployment model for mental health support in the community. The first model under consideration includes deploying a smaller vehicle with a paramedic and mental health counselor up to 40 hours a week that can transport compliant patients to local mental health facilities such as Whitebird or Hourglass Clinics. The second mental health support deployment under consideration is the Multnomah County model that partners a law enforcement officer with a mental health professional for up to 40 hours a week to address mental health and homelessness issues. This model also has the potential to transport patients that can sit, however requires support from ambulances to transport severely impaired clients. Policy Decision: Approve funding Attachment 2, Page 14 of 16 Information Technology Initiative: New Phone System City Council Goal: Provide Financially Responsible and Innovative Government Services The next large IT infrastructure modernization and repair project is replacement of the City’s 20 year old phones system. The old system will be replaced with a Voice over IP (VoIP) system. Benefits from the upgrade include a modern messaging system and a technologically integrated system, designed to serve needs well into the future. Strategic thought during proceeding network repairs (FY16 and FY17) are resulting in approximately $100,000 of network infrastructure cost savings. Existing agreements with LCOG are avoiding approximately $60,000 in cost associated in-depth planning and analysis. Preservation of existing phone reserves will help fund initial phases of implementation. Planning will be complete FY17. Review and implementation will proceed over the next two years. Depending on core requirements discovered through the planning and analysis phase, some additional resource will most likely be requested. Policy Decision: Approve funding ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Online Employment Application System City Council Goal: Provide Financially Responsible and Innovative Government Services Current recruiting tools have proven to be inadequate and discouraging to applicants. To overcome this applicant gateway, the City is implementing a user friendly, self-service front end for applicants by building within existing software owned by the City. This approach allows the City to enhance records integration, enhance the applicant experience and keep all parties well informed throughout the application processes. Working together, Human Resources and IT sought consultant support through competitive bidding, negotiated a 50% reduction from proposed cost, and kicked off the project. Work is underway and the project completion is FY17 Q4. No additional funding is anticipated for this project. Policy Decision: None ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Attachment 2, Page 15 of 16 Initiative: Segmentation of the Computer Network City Council Goal: Provide Financially Responsible and Innovative Government Services Network segmentation provides improved information security compliance and increased performance gains. These improvements will be achieved by configuring firewalls to divide up the existing network into sub-networks. Collaboration with Lane County and the City of Eugene will ensure compatibility in design, support long term disaster recovery plans, and lead to cost containment for the City. Planning will occur in FY Q4 and the solution will be implemented FY18 Q1-Q2. No additional funding is anticipated for this project. Policy Decision: None ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ Initiative: Upgrade Human Resources Management System City Council Goal: Provide Financially Responsible and Innovative Government Services Springfield uses PeopleSoft enterprise resource solutions for human resource management and financial management. Vendor support for this product ended in 2014, tax update support ended in 2015, and extended support ends this year 2017. Upgrading these systems will reinstate vendor support, including tax updates which are required by local state and federal authorities. Additional benefits to upgrading include increased workflow efficiency and improved interface functions. Leveraging internal resources and regional partnership, with partners who are upgrading as well, will lead to substantial cost reduction and require the dedication of approximately 1.5 IT FTE for approximately six months. No additional funding is anticipated for this project. Policy Decision: None Attachment 2, Page 16 of 16