Efficient


Budget / Cost Control / Performance Measures

Initiatives / Accomplishments in Place

The adoption of the FY2016-17 budget marks the second year since the City implemented a strategy to balance operational revenues with operational expenses without the use of one-time funds. This balancing of resources during the development of the budget involves many compromises when funding the various needs of the City. The FY2016-17 proposed budget addresses many of these needs; and although it is balanced, it does not fully fund all of the City’s obligations. With cost pressures continuing to rise and revenue increases continuing to slow, the priority in this year’s budget is to pay our mandatory obligations first, such as PERS costs, debt, and salaries, and then to prioritize the remaining resources to deliver services.

In an effort to balance the budget during the recession, several categories of operating expenses were underfunded. As the economy has improved, City Council has made many proactive decisions towards reversing this trend and attaining longterm fiscal soundness. As a result, the City has successfully implemented long-term solutions in four critical areas. In last year’s budget, and again in this year’s budget, these four categories are now fully funded: Workers’ Compensation internal service fund (ISF), the Vehicle Replacement ISF, the General Liability ISF, and the Litigation Reserve Fund (newly funded in FY2015-16).

Below are links to the City Council Goal: Fiscal Soundness and to the FY2016/17 Budget book. The within the budget book is a message from the City Manager discussing our goals and initiatives for this next fiscal year.

http://www.roseville.ca.us/council/city_council_goals/fiscal_soundness.asp 

http://www.roseville.ca.us/civicax/filebank/blobdload.aspx?BlobID=35946


Initiatives / Accomplishments in the Last Year

Internal Service Fund

As part of the new budget focuses, the City has investigated new philosophies in budgeting for the General Fund. Due to the recession, many of the City’s technologies had gone untouched – systems were outdated and several approaching end of life. As the City began to recover, many of us realized the amount of technology needing attention. With an expected budget of $73 million dollars in technology projects expected in the few years to come, the City decided to take a look at the Information Technology Department's budget structure. After much consideration, it was decided that the IT Department would be removed from the General Fund to an internal service fund structure.

The new ISF’s will create an accurate assessment of the costs of delivering these services and transfer responsibility for the funding of the expenses to the operating budgets of the users of the services. This will also provide opportunities to improve efficiency and to expand funding sources. In effect, it will transfer accountability to the departments to manage these costs and require them to thoughtfully decide if the impact of an expense increase can be absorbed in their budget. These new, accurate budget models will generate a more comprehensive picture of what each city department actually costs to operate. 

IT Service Management Project

The ITSM (IT Service Management) project was developed by the City to replace an aging and unsupported service management system called GSS. Remedyforce is an innovative tool that will enable IT to better track incidents and service requests, as well as add additional functionality above and beyond what we are using today. The City will utilize the solutions from this project to better manage IT Service Incidents with tasks and workflows, automatic templates for change management and service requests, and dashboards and reporting to better track IT efforts and time.

Remedyforce will provide City IT with the following enhancements to our Service Management System:

  • Mobile app available for updating incidents/service requests
  • Streamlined Change Management process with automated feedback and approvals
  • Task assignment to other users from incident tickets
  • Automatic templates and workflows for common service requests like employee separation that will automatically close after completion.
  • Access tickets remotely.
  • Manage higher level “problems” across multiple incidents

    These enhancements will allow the City IT department to be more efficient in assigning work, communicating with end users and vendors, and reporting on solutions to both common and complex technology issues.


    Status of City Initiatives (next 12 - 18 months)

    VIII-3. Select the status for each city item/ area below:
    No Plans to Use/ Deploy
    No Plans, but Considering/ Under Discussion
    Definite Plans to Procure/ Deploy/ Upgrade in next 12-18 mos.
    In Use Now
    VIII-3.1 Business Intelligence / Data Analytics    X    
    VIII-3.2 Performance Benchmarks, Measurement & Reporting        X
    VIII-3.3 IT Investment Oversight/ Project Review Mechanism        X
    VIII-3.4 e-Procurement        X
    VIII-3.5 Consolidation (Data Centers, Services, Software, Staff)        X
    VIII-3.6 ECM (Enterprise Content Management), Document Management, Workflow        X
    VIII-3.7 Automated Business Processes        X
    VIII-3.8 MOBILE payments for government business        X
    VIII-3.9 Other (describe below)        

    The City of Roseville has always taken advantage of implementing improvements anywhere applicable in the business. Technology Governance is great example of the City constantly looking at process improvements. We have streamlined the Governance process to allow more collaboration and reduced review times. Over the last year we have reduced total project reviews from up to 120 days down to less than 60 days. This allows implementation of smaller projects and cloud based solutions to take place in a timelier manner. The overall awareness of technology projects was improved through monthly communications and increased presentation to Department Heads and the Executive Team.

    The IT Department will be moving to a new facility in January 2017. This move provided an opportunity to look at a more efficient design for a new data center. During this move the City will also establish new and redundant internet connections.
    Leveraging the new Content Management System (CMS) (go live spring 2017), the City will have expanded opportunities to automate some of the business process and workflows. We have already begun looking at workflow capabilities within SharePoint, but the new CMS expands that capability both for City staff and citizens. The City will continue to explore any available options for workflow and business process improvements.

    One of the most noticeable changes the City of Roseville will see in 2017 will be the transition of the Information Technology Department to an internal service fund department. In 2016 the City began planning for this transition. The Information Technology Department has been leveraging this transition to further define our service and rate catalogs. One of the overarching goals is to clearly identify the true costs of technology in the City. As with any organization technology has become an essential component of the business process. This process will raise awareness, increase the oversight and better prepare the organization for growth and future technology needs.