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City Council Agenda Packet 12-04-1989Special Council Agenda - 12/4/89 Consideration of establishing 1990 salaries and wages for non-union personnel. A. REFERENCE AND BACKGROUND: For the past number of years, the Council has met in a special session to establish the following year's salaries and wages for non-union personnel. Except for last year, the Council has created a pool of looney that has been based on a percentage of the current year's total payroll for non-union personnel. This pool of money has been available for the Administrator to use in negotiating and setting salary proposals for the upcoi..:ng year with the staff. Last year the Council did not consider merit or performance based adjustments to create a pool of money, but opted for a 4-1/2 per cent across the board salary adjustment for all staff members. Also, previously the Administrator's salary has been excluded from the initial pool when established by the Council and considered separately by the Council. As a reference and guideline for the Council, predictions and/or forecast of the upcoming year's inflation has been used in establishing a cost of living adjustment percentage. This appears to be a more practical way of looking at increases by using the anticipated inflation factor for the upcoming year rather than basing it on past history. While I certainly recognize that there are pros and cons to using a performance/merit system to reward or recognize employees, there are also pros and cons to utilizing a straight salary adjustment across the board. if individual eirp loyees who exceed or provide exceptional work habits or take on additional duties are not recognized, cost of living adjustments do nothing for an employee in improving his buying power or living conditions, but merely keep him equal to where he was at the beginning of the year. When using performance/merit pay as an incentive, it may reward exceptional employees but it can also undercut overall morale. While it is assumed that not all employees qualify for merit or performance pay Increases, I am sure all individuals feel they are doing an excellent job and deserve one. The inherent problem with merit increases is that the system relies on a supervisor or management person to make a human decision. If everyone gets a merit increase, you might as well establish an across the board pay raise for everyone. To provide a little background, in 1987 the Council granted a 4% cost of living adjustment and established an additional 18 merit pool. The merit pool totaled $15,020 of which $13,833 was issued in pay raises. For the year 1988, the Council granted a 59 cost of living increase and an additional 19 mrn_rit pool, which totaled $16,731. Of this amount, $15,583 was actually granted in raises. For 1989, the merit pool concept was eliminated and all employees received a 4-1/2 percent cost of living adjustment.. In compiling the 1990 preliminary budget, I instructed all department heads to budget an additional 69 for salaries within their departments. Enclosed as a reference you will find copies of recent Kiplinger letters published in Washington that have estimated the 1990 CPI should run around 4-1/2 per cent for next year. Assuming the Council continues the practice of using next year's forecasted inflation as a guideline in establishing a cost of living 7 adjustment, it appears that 4-1/2 per cent is the best estimate I am aware of. 1 Special Council Agenda - 12/4/89 In reviewing the city of Monticello's wage policy, the City has to take into consideration our coifarable work plan that was adopted in 1986 and 1987. The comp work plan has not had any adjustments made to it since 1986 pay scales were used. As a result, the pay scale corridors should be adjusted to reflect the cost of living increases that have been granted since 1987. If this is not done, eventually all employees will be eventually outside of their pay scale ranges. I have been reviewing a number of options that could be used to adjust the pay scales within our plan, including a basic adjustment to the salary categories by the cost of living adjustments made previously and developing a new pay scale entirely by replotting present salaries on a graph for all city employees and creating new categories based on the same principles used initially in 1986. A number of staff positions and duties have changed in the past three years since our original comparable work plan was adopted which may require new job descriptions or alterations to existing job descriptions. Jeff and I have been currently evaluating the Economic Development Director's job description and duties including the role this position has with the Chamber of Commerce, IDC, and HRA committees. Also under review will be Cathy Shuman's position as Utility Billing Clerk/Receptionist. Although Cathy was hired to fill the vacancy created by Lynnea's retirement, her actual duties are considerably different than what Lynnea's were. With the new role Cathy has been assuming much more duties in the computer iinplementation process, and as a result, other clerical staff members have been actually performing some of the original utility billing clerk's duties and tasks. In addition, with the Senior Citizen's Center Director's position being accepted by the City as a city employee on a full time basis, I believe now may be the appropriate time to review all individual jos descriptions and duties to see if new job descriptions are warranted. When this in completed, we should be in a better position to analyze whether additional salary adjustments will be necessary to comply with our comparable worth plan. If the Council wishes to reestablish the practice of establishing a pool of money to be allocated by the AdmiV strator, the salary pool can be a total pool of money to be utilized or split between a cost of living increase for all employees and an aditional merit/performance pool just for that purpose. If this method is used, a recommended salary adjustment schedule for all employees will be brought back to the Council at a future meeting for ratification. On the other hand, this item would not have to be ratified at a future meeting if a straight cost of living adjustment is established for all employees. SUPPORTING DATA: Copy of Salary history. Copy of Kiplingor Washington Lottor. SALARY HISTORY 1985 Base Name Title Salary 1986 1987 1988 1989 Rick Wolfsteller C.A. $32,538 $34,530 $43,000 $45,150 $48,000 John Simola PW Director $31,475 $33,470 $35,155 $37,265 $38,942 Jeff O'Neill Asst. Admin. ---- ------ ------- $32,000 $36,575 011ie Koropchak Econ. Devel. $22,900 $22,900 $24,800 $26,288 $27,471 Director Roger Mack Sts/Pks Supt. $25,010 $26,550 $27,830 $29,500 $30,828 Gary Anderson Zoning/Bldg/ $25,205 $26,755 $27,825 $29,216 $30,531 Assessing Matt Theisen Water/Sever ----- ------ ------- $27,000 $28,215 Supt. Joe Hartman Liq. St. Mgr. $25,500 $25,500 $26,570 $28,031 $29,292 Cathy Shuman Util. Billing ------- ------- ------ ------ $18,616 Marlene Hellman Bkkpr. $16,224 $18,970 $19,885 $21,050 $22,006 Diane Jacobson Dep. Reg. $16,910 $19,385 $20,300 $21,465 $22,422 Pat Kovich Dep. Reg. ------- ------- ------- ------- $17,160 Karen Doty Exec. Sec. $15,121 $18,512 $19,427 $20,592 $21,528 Cindie Erickson Liq. St. Clerk $12,480 $13,278 $14,435 $15,163 $15,850 Tom Schumacher Grounds Maint. $12,833 $11,353 $14,019 $14,726 $15,392 Karen Hanson Sr. Citz. Ctr. $13,280 $14,300 $14,300• $14,300• $20,736 *No, 1987 or 1988 salary adjustment made during these years. REFERENCE EXAMPLES �- RECENT SCHOOL DISTRICP SALARY ADJUSTMENTS For the 1988-89 and 1989-90 school year, the salary increases for administration and clerical were between a range of $1,900/yr. to $5000/yr. as follows: L Actual 1988-89 1989-90 Salary Annual Amt. B Annual Amt. 8 1989-90 Superintendent $5,000 8.3 $5,000 7.7 $70,100 Asst. Superintendent $3,400 6.2 $3,400 5.9 $61,300 Business Manager $3,600 8.4 $4,500 9.7 $51,015 H.S. Principal $2,900 5.5 $2,900 5.2 $58,365 Asst. Principal $2,000 3.9 $2,900 5.4 $56,440 Athletic Director $1,900 4.4 $2,800 6.2 $48,250 Secretarial Staff Approx. 7.0 Approx. 7.0 Community Ed. Director $2,300 5.3 $2,900 6.4 $48,712 L f TOTAL 1989 STAFF PAYROLL: $375,564 �l- (Excluding union, part-time liquor store personnel, and administrator) 3% 48 4-1/21 5% 5-1/28 69 $11,261 $15,023 $16,900 $18,778 $20,656 $22,534 Administrator's salary: $48,000 3% 48 4-1/21 5% 5-1/28 68 S 1,440 S 1,920 S 2,160 S 2,400 S 2,640 $ 2,880 NOTE: Union employees covered by separate contract which will be up for renewal 4/1/90. Part-time liquor store salaries not included in above gross payroll. CI THE KIPLINGER WASHINGTON LETTER Ciavlavd .re Uy m bm cfiew — 7923—UM. w. N. 42 THE KIPLINGER WASHINGTON EDITORS 1729 H St.. xW., washinyton. D.C. 7006 Tel: 20-&17-6+0 C—A"d Kwh—, N;vemeron D C Dear Client: Washington, Oct. 20, 1989. Don't fall for all the gloom -6 -doom stuff about the economy... waiting for the other shoo to drop after the plunge in the stock market. Too much pessimism can be just as bad as too much optimism. First, consider the reasons for the fidgets and uncertainty: The slump in real estate. Cutbacks in auto plants and other industries. Heavy debt loads. Narrower margins... profits beginning to taper off. On ton of this, the saR in the market raises a lot of questions on whether it was merely an overdue correction of the previous too -highs or an advance indicator of rough sledding ahead for business as a whole. Individual investors will become more conservative in the wake of the sudden drop in stock prices... spooked by the short-term risks. And bankers will take a harder look at loans, especially LBO -typo and real estate loans. But that's a healthy sign... avoiding poor risks. Stock market tremors won't derail the economv in months ahead. No more effect on actual business conditions than the bigger drop in 187. In fact, it's more the other way round...softar business hurting stocks. A business slowdown was already under wav before stocks tumbled. Besides, business people and consumers won't turn their plans upside down just because of Wall Street. Out around the country, the autumn harvest, job growth and retail sales are bigger factors than the stock market. Figure on the economy lust ookinR along through early next year. But not tilting into recession. Total GNP expanding around 1Z, average annual rata the rest of this year and In the first part of 190. Gradual pickup by next summer but not all the way back to normal. Profits will decline duo to slimmer margins, slower sales gains. There's nothing in eight to relieve the stiff competition of the present, which is causing a lot of small and weak companies to turn up their tons. Unfortunate for them individually, -but natural_in.a competitive economy. (Inflneion, 44% next vear,_.just-le -shade -lower than this year./ Federal Reserve will ones credit and nudge interest rates lover. It would have done so anyhow due to concern about the softening economy. The stock market drop led the Fad to move faster, providing enough money to keep the financial system working smoothly through a potential crisis. Cautious loosening to keep growth moderate and control inflation. Prime rate will slip to 92.94% by early 190. T-bills, 61-6%%. CDs, down 1i -15i. Fixed-rate mortsaces, just under 9hZ. T -bonds, 712%. (If you have a CD that's about to expire, 12 -month CDs still look good... rates will be higher a year from now. Decide than whether to go longer.) Note that the loosening by the Fed is intended to help business and to head off a recension. But it might help the stock market too. Anxieties will persist, but we think they'll gradually laasan. eowna,n loan na .,acorn w.u..amM ev"", " oho,.', Hal ne"a wnm w• Mal oe .11 , Ale an -*Ll on « oar w am a0aw wN.HItWM o THE KIPLINGER WASHINGTON LETTER r 0,r .d .rdly m bw— 161- lwr 191!—VW. 66. -Vu !O 1 THE KIPLINGER WASHINGTON EDITORS l� 1729 H St.. N.W.. W-hinat— D.C. 30001, Td: 202M7 -64W Call. A- R,yl.naa. uan D C Dear Client: Washington, Oct. 6, 1989. What's ahead for the economy, inflation and interest rates... And what to do about it as you make your plans for next year. Slow growth for the rest of this year and into early 1990. No recession. ..we'll dust keep plugging along at a snail's pace. Softness in autos, construction, computers and several other industries. Picking up by mid•'90...consumers catching their second breath, housing firming up a bit and more pep from chemicals, paper, textiles, apparel and aerospace. Healthy exports... gaining fester than imports. Keane progress against the trade deficit for the THIRD straight year. We won't have a recession while foreign markets are growing vigorously. Interest rates are a key reason for the slowdown and the pickup. Rate rises in '88 and early this year are starting to brake the economy. As the slowdown reduces rates, easier credit will give business a lift. Later next year, the strengthening economy will gradually nudge rates up. They'll decline a little further. ..11 or so by early next year. Then turn uD next PDrinR...ending '90 about where they are now. Prime rate will dip to 912i early next year, up to 101-104% later. Fixed-rate mortgages, dust below 94%, then rising close to 10i. Savings CDs will edge down 1% or a bit less, then go up slowly. Treasury bills, 11-weok issues falling to 641.7i, then up to 741. Treasury bonds will slip to 74%, later climb back to about 8%. As for what to DO about all this in your own money decisions: CDs duo in about 12 months look best since rates should be rising when they mature. You can decide than whether to shift into longer CDs. T -bonds are good for steady income, but don't expect big gains. If you need to borrow, no reason to dolair...rates won't dip much. Adiustable-rate mortgages will cost a bi, less than fixed rates in long run, but the advantage will be small as rates come down further. Federal Reserve will ease credit later this year and early next. Cautious moves aimed at avorting a recession while raining in inflation. Inflatiyn next vest. about -4ht...that, a the --Consumer Price Index, measured_ from Dec. to Dec. Compares with slightly logo than 51 for 189. Oil won't kick up as much as -in -early '89, and food will behave better. Stock market will trend upward, with the usual backing 6 filling. Pensions and mutual funds are flush with cash, under pressure to invest. And foreigners will bot on the U.S. for long-term growth and stability. Dollar will weaken a little more from now until year end... largely because of higher interest rates in Cormany and perhaps Japan. Than strengthen next year as our own economy gathers momentum and budget and trade deficits look better than many analysts now think. Net, now adjustments and anxieties... but no genuine recession. cola" � It! •Wa.w A W.eN U)"" No, auw,TION WI nn rnD_?Ct —1 Wtea ft.0 LCo N -a& On M 1rw1 M un.0 /—moam 4"Z000r THE KIPLINGER WASHINGTON LETTER Grrda�nl +rru, m nuunn, rLrnu nnrr /V]J—l'ul M. Rn !n THE KIPLI"GER K'.SHI.IGTO' EDITORS D.C. 2000b Tel: 203-yrT4AW Cma +aa..0 R,rh. , sung D C Dear Client: Washington, Sept. S. 1989. Business will be skating on thin ice for a while. Probably touch 6 go until next spring... but no recession. Second half of next year looks better than the first half. That's our opinion after visiting with many owners and managers, bankers, economists and others around the country in the past few weeks. There are lots of soft spots, such as La. and Okla. due to oil. Mich ... cars . Atlanta...real estate glut. New England ... high-tech slump. And North Dakota... two straight years of drought and severe crop losses. But most areas will keep chugging along at near-normal speed. Profits off a bit from past two years, which were VERY good. Other points that we picked up in talks with business people: Cautious hiring... strongest in West, weakest in the Northeast. Labor shortages in many areas and many ways of coping with them, including more flexibility on hours ... such as 7 co 3:30 for working moms. A hard-nosed approach to payrolls, which are getting out of line. Farming out computer and accounting services, taking on temporary help instead of regular hiring. The cost -of -living lover used to lift pay will be lase potent next year because inflation will slow to around 44Z. Benefit packages will come under closer scrutiny by employers... notably health, other insurance. Managers question their effectiveness and are reexamining their obligations to currant employees and retirees. Retiree costs put many companies at a competitive disadvantage against nowar outfits, including Japanese transplants in this country. Some auto and stool companies have two retirees for ovary worker. More companies will get rid of pensions in favor of 401(k) plans. They feel safer promising specific pay-ina than hard -to -figure payouts. Bonuses. profit aharing will be Soared to individual Rerformance, not across the board whore everyone EXPECTS an annual slice of the melon. Managers feel they gain flexibility giving bonuses rather than pay hikes. Makes it easier to hold the lino on payroll costs when hard times arrive. Liability insurance Pools will catch on all around the country... companies forming groups to negotiate coverage. Worth checking out. More attention to export markets as a way to grow in the future. Focusing on European product standards... to sell in Europe '92. Many exporters will require payment in dollars in now contracts because they want to avoid getting whipsawed by swings in exchange rates. R&D expenditures will be stepEed up. ..•essential for long haul.' Suppliers are being seueezed for long-term Rrice commitments in oxchango for long -corm sales. Most are afraid of stretching TOO far. Not.. .some rough spots through early next year, than picking up. Most firma planning for continued growth by taking practical steps now. ggae9M ,ae. np a W..e[. waw,Q•O.. eMOq wC Q,Oa..Oa� rT S.wrtLq wRnui W. M1 N e, nOgwClD w w.agae M w w, a .w+ ,enw wwfe0ev.. 101 / I\ THE KIPLINGER WASHINGTON LETTER \ ` C—dw d .nth m bw thew ,urr !vl!—t}:i. 66. V. J1 \\V THE KIPLINGER WASHINGTON EDITORS 17:9 H Si., N, W., W ue,nzt . D C. 10006 TO; 2201 -U -b,00 Dear Client: Washington, Aug. 18, 1989. Looks like the economic expansion will reach its seventh birthday this fall and keep going ... but tapering off, a definite slowdown. Some lines will feel it badly, while others will hardly notice. Some will catch it sooner, some later, like a series of showers. Business will be soft through the rest of this year and into '90. Keep this in mind as you start roughing out budget and marketing plans. Retailing will be weaker than capital Roods or export business. CNP will rise only I%% this year ... not even half of last year's growth. But a recession is not likely... no sustained decline in the CNP. In fact, business is now popping up a little, muffling recession talk. Things will improve by mid -'90 ... the economy growing at 2S -3Y. So a soft landing for the economy ... but hard bumps for many businesses. Lower interest rates will steer the economy clear of recession. They'll decline from now to early next year, than turn up next spring. Prime rate, 91.94% by early '90. Treasury bills, down to 65i4i. T -bonds, 74%. Fixed-rate mortgages, near 9%. CDs, lower by 1% or so. � Federal Reserve will ease credit cautiously later this year... pausing now to make aura the economy and inflation stay on a slow track. Bush wants lower rates and faster growth, but the Fed won't back down. Hilder inflation will also help overt recession. Worst is over for '89 ... food and energy behaving bettor in second half than the first. That will prop up consumer buying power and keep a lid on interest rates. Inflation thio year...a shade below SMS. Inflation next year ... near 4ht. Profits will decline moderately. Costs of labor and materials will creep up, and soft demand will make It harder to raise moat prices. Unemployment will rise to nearly 6% by year and from 5.25 now. Consumers will hang back. Only small gains in retail sales. Debt loads aro Quite heavy, and not much pent-up demand to spur buying. But rotailing will chug along enough to help keep us out of recession. Car sales will draa. Falling off 5I this yoar and again in '90. Housing. so-so. But lower mortgage rates are giving it a lift, and raton will trend lower. So the market will improve the rest of '89. Cov't spending curbs will ninth defense industries and others. Exports and capital spending will keep driving the economy... providing most of the oomph, though there are signs of some slackening. Growth abroad will boost our sales and lower our trade deficit. Plant 6 equipment spending, rising but not as much as last year. Companies don't want co overdo it when sales and profits aren't so hot. Inventories ars In good shape, with exceptions... such as autos. There's your road map... details and detours to come along later. ao..+o,n me ..c .w�.ac. ow.a,a. arena w Atavr[CELLO 250 Ease RrowJu-m \1.mricello• Ni\ 55362.92'5 Phone: (612) 295.2711 nierr (612) 333.5739 11;u r.•„ �.mJ� R,: I, 1l':dj,�rlln l .�nnnun,n ILS.: ��pnum IN FROM: -4 MEMO City Council and City Staff Jeff O'Neill, Assistant Administrator DATE: November 29, 1989 RE: Special meeting of the City Council scheduled for 2:00 pon., Friday, December 9 This is just a quick note to remind you of our special meeting corning up on Friday, at which time Cathy Shuman and I will be discussing issues pertaining to corrputerization at City Hall. Attached you will find the basic outline of our presentation which will focus on the following items: 1. What went right with the existing computer system. 2. System development mistakes and inherent on-going problems, or why it didn't work and will continue to fail. 3. "If we could do it all over again." d. Where do we go from here --staff recommendations. The information presented to you is in outline form and rray be somewhat difficult to understand as you review it. However, I will be reviewing the outline in some detail and will be able to answer any questions that you might have. Also included in the packet is Exhibit A, which describes tasks associated with operating a computer system. It to proposed that these tasks be added to the job description for the position now occupied by Cathy Shuman. Also included are two sets of budget documents which outline the three-year cost to operate DMDI versus a micro-coinputer network, and the second set outlines the three-year cost to operate DMDI software vs. an IBM based mini computer system. Memo City Council and City Staff November 29, 1989 Page 2 Also enclosed is a system implementation organizational chart which outlines the chain of command or management structure necessary to successfully implement computer systems. A computer system implementation worksheet is also enclosed which outlines the project activities and position or person responsible for each activity for each software system that is installed. This particular form will be completed prior to the initiation of system implementation so as to assure us all that everyone knows who is responsible for what when we get into actually implementing that particular system. Finally, Cathy has prepared a time table for system implementation in the year 1990. As you can tell, there has been considerable effort put into turning the computer application development process around. We've had some significant problems with the system as you will note in our outline. I feel positive that we have learned from those mistakes. it is our view that our "education" is reflected in the system development plan ' proposed. Thank you for reviewing this material. I look forward to seeing you on Friday. k OUTLINE �c PRESENTATION TO COUNCIL .T. WHAT WENT RIGHT ESTABLISHED A VISION FOR WHERE WE WOULD LIKE TO GO WITH COMP APP OEVLMNT REPLACING MANUAL PROCESS WITH MORE EFFICIENT ELECTRONIC PROCESS DEVELOP SHARED. INTERELATED APPLICATICNS TO ELIMINATE DUPLICATION OF EFFORTS DEVELOPMENT OF COMMON DATA BASES WHICH REDUCE MULTIPLE ENTRY, INCREASE ACCURACY ATTEMPT TO IMPROVE DECISION MAKING BY PROVIDING BETTER INFORMATION ATTEMPT TO INTEGRATE SYSTEMS AND ACHIEVE COORDINATED COMP APPL DEVE PROCESS Q. SYSTEM DEVELOPMENT MISTAKES AND INHERENT ONGOING PROBLEMS OR WHY IT DIONT WORK AND WILL CONTINUE TO FAIL SYSTEM DEVELOPMENT/DESIGN PROCESS WAS FLAWED PROBLEMS AND OPPORTUNITIES NOT PROPERLY IDENTIFIED WISH LIST APPROACH TO DESIGNING SYSTEM RATHER THAN NEEDS BASED COST BENEFIT ANALYSIS NOT PERFORMED CONSULTANT SERVED TO ESTABLISH UNREALISTIC EXPECTATIONS "SOLUTIONS" DID NOT MATCH PROBLEMS TICKLER ELECTRONIC MAIL STREET INVENTORY TAX ASSESSMFNT FLEXICALC MEANS FOR SOLUTIONS NOT IDENTIFIED RESPONSES TO RFP NOT ADEQUATELY REVIEWED IMPACT ON ADMINISTRATION AND STAFF NOT CONSIDERED TRAINING EXPERIENCE SYSTEM 1MPIEMENTAI'ION NOT INCORPORATED INTO NORMAL WORK ROUTINE IMPLEMENTATION PROCESS/TIMELINES NOT IDENTIFIED NO PROVISIONS FOR TESTING DECISION MAKING PROCESS UNDEFINED IN ADVANCE LACK OF ACCOUNTABILITY — APPEARS THAT CONSULTANT SET HER OWN DIRECTION IMPLEMENTATION NO PLAN FOR IMPLEMENTATION BEYOND TRAINING SCHEDULE UNREALISTIC GOALS — TOO MANY PROGRAMS TOO FAST ACCEPTANCE PERIOD TOO SHORT(10 DAYS)/UNREALISTIC EVALUATION PROCESS INSI"AL.LAIICN/TRAINING INADEQUATE USER DOCUMENT"ICN VERY POOR NO PROVISION FOR STAFF TO MAKE TRANSITION FROM MANUAL. 10 AUTC14ATED VENDOR CREDIBILITY GAP CAUSED BY POOR TRAINING/INSTALLATION PROCESS DISK ALLOCATION DIMINISHED CAPABILITIES OF UTILITIES MANAGEMENT/DIFFICULT FIX VENDOR SUPPORT DISTANCE RESPONSE TIME PERSONNEL WITH MARGINAL KNOWLEDGE OF SPECIFIC PROGRAM FXECUTICN AND PROCEDURES CUTBACK IN SERVICES TO SYSTEMS THAT THE CITY PURCHASED NO USER GROUP SUPPORT IN MINNESOTA HARDWARE ONLY CITY GOVT IN MINN USING WANG HARDWARE OPERATION REQUIRES PROGRAMMING KNOWLEDGE - (EX. BACKUP. DISK MANAGEMENT) CENTRAL PROCESS UNIT - NEVER HAD POTENTIAL TO RUN ALL PROGRAMS CONCURRENTLY RESPONSE TIME DEGRADATION WITNESSED WITH ONLY THREE WKSTATION OPERATING. NO FUTURE. OMDI REDUCING SUPPORT/COMMITTMENT TO OUR BOX SOFTWARE ONLY CITY GOVT IN MIN USING DMDI SOFTWARE PORTIONS UNTESTED-VLANY MINOR ERRORS, SOME MAJOR PROGRAM CORRECTIONS AND UPDATES OFTEN NECESSARY FAILED TO MEET SPECIFIC, UNIQUE NEEDS IN MANY INSTANCES DO NOT MEET BASIC MN STANDARDS: PAYROLL, UTILITY BILLING, FUND ACCOUNTING BURDEN ENTIRELY ON CITY TO KEEP UP ON LEGAL REQUIREMENTS REQUIRES UNIQUE/EXPENSIVE PROGRAMMING UPDATES - NO SHARED COSTS FINANCE PAK:BUDGET PREP, GENERAL LEDGER, ENCUMBRANCE BUDGET DOES NOT STORE SUFFICIENT HISTORY; DIFFICULT/AWKWARD ACCOUNT NUMBERING INCONSISTENT WITH STATE STANDARDS - UNCHANGEBLE CODE TABLE INTERELATIONSHIP DIFFICULT TO MAINTAIN UTILITY BILLING DID NOT INCLUDE SALES TAX ON WATER DID NOT INCORPORATE MULTIPLE/COMBINATION METERS DOES NOT ALLOW FOR MORE THAN THREE CHARGE CODE TYPES FIELD LENGTHS ARE TOO SHORT MANY, MANY MORE PROBLEMS/INCONSISTENCIES THAT ARE NOT FIXABLE PAYROLL FRINGE BENEFITS SUBSYSTEM INSUFFICIENT WITHHOLDING TABLES MUST 13E UPDATED THROUC41 PROGRAMMING l INTERFACE TO FINANCIAL IS NOT COMPLETE, NOT FIXABLE PROGRAM ENHANCEMENTS PROMISED IN 1988 - REMAIN UNDELIVERED STREET INVENTORY SYSTEM VAPORWARE SYSTEM COST WOULD EXCEED $70,000 AND CAN NOT BE OPERATED ON OUR HARDWARE DEPUTY REGISTRAR SYSTEM BUGS RAMPANT, UNUSABLE IN PRESENT FORM SORTING AND REPORTING NOT PROGRAMMED COST TO PURCHASE CANNED PACKAGE LESS THAN COST TO CLEAN-UP DMDT VERSION REPORT WRITER WILL NOT WORK WITH CERTAIN PAYROLL FILES NEED PROGRAMMING KNOWLEDGE TO FULLY UTILIZE PROGRAM EFFECTIVENESS NOT KNOWN UTILITIES DATA MANAGEMENT - "OPERATING SYSTEM" REQUIRES BASIC2 PROGRAMMING TO OPERATE CONFIGURATION NOT UPDATED. NOT CONSISTENT WITH DISK ALLOCATION FLEW ICKLER/ELECTRON I C MESSAGING/FIXED ASSET/SPECIAL ASSESSMENT JOB CO3TING/TAX ASSESSMENT/CAAFR/PLANNING AND ZONING 00 NOT MEET NEEDS AND/OR NCf1-EXISTENT OR NOT FEAS. TO DEVELOP WITHIN DOLLARS ALLOCATED BY CONTRACT USER DOCUMENTATION POOR EXISTING DOCUMENTATION MERELY CUILINE OF SYSTEM USER DOCUMENTATION FOR PROCESS I NG/PROCEOURES IS NON-EXISTENT DATA DEFINITIONS UNCLEAR AND CONFUSING LACK OF DOCUMENTATION CREATES COMPLETE DEPENDENCE ON VENDOR VENDOR LACKS COMPLETE UNDERSTANDING OF PROGRAMS �.' STAFF TURNOVER HIGH AND NOT ALWAYS REPLACED NEW STAFF NOT ABLE. TO RESOLVE PROBLEMS AND ANSWER CUES, ON A TIMELY BASIS �J ECONOMICS CONTRACT REQUIRES THAT WE PAY FOR SOFTWARE/HARDWARE THAT IS NOT USED PAID TOP PRICE FOR INNAPROPRIATE HARDWARE CONFIGURATION -NOT USING PORTION HARDWARE MAINTENANCE COSTS SIGNIFICANT METHOD OF FINANCING REQUIRES THAT CITY PAY FULL AMOUNT FOR HW/SW SOFTWARE SUPPORT COSTS EXPENSIVE, DO NOT REFLECT EXTENT OF SOFTWARE UTILIZATION ALL UPGRADES, CORRECTIONS AT CITY EXPENSE, NO USER GROUP SHARING COSTS TRAVEL EXPENSE FOR TRAINING OR SYSTEM ANALYSIS EXPENSIVE PROVISIONS FOR TRAINING HAVE NOT BEEN USED (DMDI PERSONNEL NOT AVAIL ON SITE) INSUFFICIENT PROVISION FOR SYSTEM "TRIAL PERIOD" , LEASE MORE APPROPRIATE -ZIC. "IF WE COULD DO IT ALL OVER AGAIN" INFORMATION SYSTEM DESIGN DEVELOP PLAN BASED ON INFORMATION NEEDS BASIC SYSTEM APPLICATIONS PROVEN TO IMPROVE PROCUCTIVITY/INFORMATION PHASE 1: FINANCE, UTIL BILL, PAYROLL, WORD PROC, SPREADSHEET, DEP REG YEAR ONE PHASE 2: FIXED ASSET, DATABASE SYSTEM FOR PROPERTY -RELATED APPLICATIONS FLEET MAINTENANCE IDENTIFY HUMAN RESOURCE REQUIREMENTS MANAGEMENT - SYSTEM PLANNING, IMPLEMENTATION, COORDINATION OPERATIONS - SYSTEM - KEEPS THE COMPUTER SYSTEM WORKING OPERATIONS - DATA - USES THE PROGRAM BUILD "OWNERSHIP" BY SHARING PROPOSALS WITH CITY STAFF UTILIZE FEEDBACK IN DEVELPMNT OF SYSTEM DESIGN SYSTEMS EVALUATED PRIOR TO PURCHASE IMPLEMENTATION DEVELOP IMPLEMENTATION PLAN PRIOR TO START OF INSTALLATION ESTABLISH REALISTIC PACE SPECIFIC PROGRAM IMPLEMENTATION ACCOMPLISHED VIA EXISTING STAFF ADEQUATE ACCEPTANCE PERIOD OR "TRIAL PERIOD" APPROPRIATE INSTALLATION/TRAINING VENDOR SUPPORT CLOSE PROXIMITY PROVEN MINNESOTA EXPERIENCE ADEQUATE STAFF CAPABILITIES HARDWARE USER FRIENDLY HAR]WARE NOT UNIQUE SOFTWARE PROVEN,TESTED SATISFIES NEEDS OTHER USERS IN STATE GOOD USER DOCUMENTATION ECONOMICS GENERIC SOFTWARE ABLE TO SATISFY NEEDS C EXPANDABLE - SYSTEM 10 GROW WITH PAY AS YOU GO/OPFN ENDED - BUY ONLY WHAT YOU NEED WHEN YOU NEED 17 "WHERE 00 WE GO FRCM HERE?" - RECOMMENDATIONS IMPLEMENTATION PHASED SYSTEM DEVELOPMENT/PACKAGE PHASE OUT WANG LETTER TO DMDI SALE OF EQUIP TO OMDI RECOVERY OF SOFTWARE DEV MONIES PHASE IN NEW APPLICATIONS IMPLEMENTATION SCHEDULE PHASE I (IN ORDER) FUND ACCOUNTING/W.-RD PROCESSING PAYROLL DEPUTY REGISTRAR UTILITY BILLING PHASE II ( NOT IN ORDER - 1991-92) FIXED ASSETS. PROPERTY DATA RELATED SYSTEMS (BLONG PRMTS. PUBWKS, SPC ASSESS) PHASE 111 (GIS MAPPING - NOT INCORPORATED INTO BUDGET) VENDOR SUPPORT MICRO - BANYON DATA SYSTEMS LOCAL/PROVEN SMALLER CITIES ORIENTATION OVER 50 MINNESOTA CLIENTS - GROWING MAY NOT BE EQUIPPED TO SATISFY LONGEST TERM "WANTS" MINI - BUSINESS RECORDS CORPORATION LOCAL/PROVEN MEDIUM SIZE CITIES ORIENTATION OVER 15 MN CITIES - GROWING MAY BE MORE ABLE TO SATISFY LONG TERM "WANTS" HARDWARE MICRO - AMERIDATA SYSTEMS - STATE CONTRACT LOCAL (25 MILES)/PROVEN ELIMINATES 610 PROCESS 30% REDUCTION 114 OFF -SHELF COST PERFORMANCE VERSATILE - EXPANDABLE - LEGO CONCEPT DISTRIBUTED PROCESSING - PROCESSING DUNE CN -SITE EXPANDABLE WITHOUT REDUCING WORKSTATION PERFORMANCE CENTRALIZATION OF PROGRAMS AND DATA/EFFICIENT BACK-UP 6 RETRIEVAL LESS RELIANCE ON SINGLE PROCESSOR/WKSTATIONS BACKING UP FILE SERVER UNIVERSAL - ISM EQUIPMENT IS THE STANDARD OPERATING SYSTEM REQUIRES KNOWLEDGE OF DOS/DISK MANAGEMENT SELF DIRECTED MINI - BUSINESS RECORDS CORP/AMERIOATA SYSTEM - STATE CONTRACT LOCAL (25 MILES)/PROVEN STREAM -LINES BID PROCESS PERFORMANCE VERSATILE - EXPANDABLE - LEGO CONCEPT PROCESSING ALL CENTRALIZED EXPANDABLE, BUT MAY RESULT IN WORKSTATION PERFORMANCE DEGRADATION CENTRALIZATION OF PROGRAMS AND DATA/EFFICIENT BACK-UP S RETRIEVAL "TOTAL RELIANCE ON SINGLE PROCESSOR - NO BACK-UP UNIVERSAL - IBM EQUIPMENT 1S THE STANDARD OPERATING SYSTEM "USER FRIENDLY" �s SYSTEM DIRECTED/MENU DRIVEN WELL DOCUMENTED CONFIGURATION OF HARDWARE LESS FLEXIBLE THAN PC NETWORK SOFTWARE MICRO - BANYON SYSTEMS OPERATING SUCCESSFULLY IN MANY COMMUNITIES MEETS AND EXCEEDS MINNESOTA STANDARDS CAPABLE OF HANDLING RECYCLING CONVERSION LEVEL OF SOPHISTICATION SUFFICIENT PHASE I PROGRAMS MEET ALL OF OUR PHASE I NEEDS NOT KNOWN TO WHAT DEGREE PHASE 11 PROGRAMS WILL MEET NEEDS MICRO ENVIRONMENT ALLOWS FOR OFF SHELF PURCHASE OF NEEDED SOFTWARE MINI - BRC OPERATING SUCCESSFULLY IN MANY COMMUNITIES MEETS AND EXCEEDS MINNESOTA STANDARDS PROBABLY CAN HANDLE RECYCLING CONVERSION LEVEL OF SOPHISTICATION SUPERIOR TO BANYON PNiSE I PROGRAMS MEET ALL OF OUR PHASE 1 NEEDS NOT KNOWN TO WHAT DEGREE PHASE 11 PROGRAMS WILL MEET" NEEDS MINI GENERALLY DEPENDENT ON CUSTOM PRC494G. ECONOMICS PROJECTED THREE YEAR COST - INCLUDES LIOUIDATION OF EXISTING COMPUTER EOXUIPMENI PHASE I APPLICATIONS ONLY CONVERT TO MICRO-COMPUI"ER - $112.000 CONVERT TO IBM MINI COMPUTER - $137,000 -'j THREE YEAR COST TO STAY WITH OMDI - PHASE I APPLICATIONS - $138,000 '^• �w SEE BUDGET DOCUMENTATION FOR DETAIL SUPPLEMENTAL INFORMATION TO BUDGET DOCUMENTATION CITY ABLE TO RECOVER FUNDS SPENT FOR INCOMPLETE SOFTWARE LEGAL OPINION OF CITY ATTORNEY CITY REQUIRED TO PAY REMAINING DEBT - NO OPTION CITY UNABLE 10 RECOVER DAMAGES - HANDS TIED BY CONTRACT DMDI ANN CARROLL HUMAN RESOURCE ALLOCATION/MANAGEMENT - WHO IS GOING TO DO WHAT IDENTIFY STAFF RESPONSIBLE FOR SYSTEM PLANNING AND IMPLEMENTATION - CITY ADMINISTRATOR - ALLOCATES NECESSARY HUMAN RESOURCES ASSISTANT" ADMIN - USER NEEDS ANALYSIS, SYSTF143 ANALYSIS, BUDGET INFORMAL "ION SYSTEMS COORDINATOR- SEE ATTACHED DESCRIPTION- F.a, .f A ADJUST CATHY SCHUMAN'S JOB DESCRIPl10N TO REFLECT NEEDS OF ORGANIZATION ADJUST SHUMAN'S SALARY TO REFLECT RESPONSIBILITIES AND TRAINING REQUIRED ADJUST JOB DESCRIPTIONS OF ALL CLERICAL STAFF 10 REFLECT IMPACT OF C0MPUTER!••9 •��•'1 INVENTORY OF DUTIES MUST BE COMPLETED �•'«- •'� '�' '� TEMPORARY HELP NEEDED DURING IMPLEMENTATION PHASES FUTURE ACTIVITIES PRESENT THIS PROPOSAL TO STAFF - GET FEEDBACK VISIT S11"ES WHERE SYSTEMS ARE IN OPERATION FINALYZE SYSTEM OEVELOT'MENT TIME -TABLE - SEE A1lACHED DESICN IMPLEMENTATION PLAN FOR EACH APPLICATION- ETC 6.1 /l LIST OF COMPUTER RELATED WORK AREAS AND ACTIVITIES - CATHY SCHUMAN THIS LIST DOES NOT INCLUDE NON -COMPUTER RELATED DUTIES COMPUTER DEVELOPMENT PLANNING ASSIST ADMINISTRATION IN DEVELOPMENT OF IMPLEMENTATION PLANS ASSIST IN DEVELOPMENT OF LONG AND SHORT RANGE COMPUTER DEVELOPMENT PLANS MEET WITH USER TO DEFINE NEEDS AND DETERMINE FEATURE REQUIEMENTS FOR SOFTWARE APPLICAITONS ASSIST ADMINISTRATION IN DETERMINING NEEDS OF END USER/DATA PROCESSING NEEDS RESERCH AND MAKE RECOMMENDATIONS FOR ACQUISITION OF COMPUTER HARDWARE ASSIST IN DEFINING NEW USES FOR COMPUTER APPLICATIONS ASSIST WITH IDENTIFYING SOFTWARE PROGRAMS THAT WILL MOST CLOSELY MEET INFORMATION NEEDS ASSIST ADMINI IN IDENTIFING ALTERNATIVE HARDWARE OF SOFTWARE SOURCES FOR USERS EVALUATE COMPUTER EQUIPMENT AND SOFTWARE PACKAGES ASSIST IN PREPARATION OF COMPUTER DEPARTMENT BUDGET ASSIST IN SELECTING AND MONITOR VENDORS/CCNSULTANTS SYSTEM IMPLEMENTATION SUPERVISE, MONITOR AND CONTROL SOFTWARE SYSTEM IMPLEMENTATION ESTABLISH OVERALL PROJECT SCHEDULE PREPARE SOURCE DATA FOR PROCESSING ASSIGN TASKS TO EMPLOYEES AND ORGANIZE WORKLOADS TO MEET COMPUTER IMPLEMENTATION SCHEDULE DEVELOP TEST OBJECTIVES AND EVALUATION STANDARDS EXECUTE SOFTWARE SYSTEM TESTS PROVIDE INPUT TO SUPERIORS AECUT THE JOB PERFORMANCE OF EMPLOYEES TRAINING AND DOCUMENTATION TRAIN USERS IN OPERATION OF COMPUTER EQUIPMENT AND/OR SOFTWARE APPLICATION PACKAGES CONDUCT FORMAL PERFORMANCE APPRAISAL REVIEW WITH EMPLOYEES DEVELOP AND UPDATE COMPUTER USER INSTRUCTIONS AND PROCEDURES WRITE DOCUMENTATION MATERIALS AND TRAIN USERS `(� SYSTEM OPERATIONS PERFORM SYSTEMATIC BACK-UP OF FILES ON FILE SERVER RESOLVE SYSTEM PROBLEM OR CONTACT VENDOR AND PROVIDE TECHNICAL INFO REGARDING PROBLEM IDENTIFY INITIAL CAUSE OF COMPUTER SYSTEM PROBLEMS MAINTAIN VENDOR SUPPLIED COMPUTER APPLICATION DOCUMENTATION CREATE AND MAINTAIN DATA FILES PERFORM DISASTER/RECOVERY ACTIVITIES PERFORM PROCESS CONTROL ACTIVITIES MAINTAIN A LOG OF DAT PROCESSING ACTIVITIES FOR PROBLEM TRACKING PERFORM COMPUTER SYSTEM CONFIGURATION CHANGES MANAGE DATA FILES FOR WORD PROCESSING, SPREADSHEET OR OTHER APPLICATIONS ACT AS LAISON BETWEEN STAFF AND VENDOR IN RESOLVING SYSTEM PROBLEMS CREATE AND MAINTAIN BACK-UP SYSTEMS REQUISITION COMPUTER SUPPLIES EQUIPMENT REPAIRS OR SERVICES REGULATE CCMPUTER SYSTEM RESOURCES TO ASSURE SATISFACTORY OPERATION SYSTEM SECURITY/FVALUATION ASSIGN UER I.D.S AND PASSWORDS AND MAINTAIN DIRECTORY OF USER ACCESS INFORMATION PROTECT DATA FROM UNAUTHORIZED USAGE MONITOR COMPUTER SYSTEM SECURITY REVIEW COMPUTER OUTPUT FOR APPEARANCE AND PROCESSING ERRORS AUDIT COMPUTERIZED REPORTS FOR COMPLETENESS AND ACCURACY REVIEW SOFTWARE PERFORMANCE TO VERIFY CONFORMANCE WITH REQUIREMENTS USER SUPPORT DEVELOP APPLICATIONS USING SPREADSHEETS, GRAPHICS OR DATA BASE PACKAGES DEVELOP PROGRANG, UTILITIES OR APPLICATIONS USING A REPORT GENERATOR COMPILE UTILITY BILLING DEPARTMENT REPORTS (UTILIZING COMPUTER) ENTER DATA USING TERMINAL USE ROUTINE FEATURES OF WORD PROCESSING, SPREADC1EEIS OR OTHER PACKAGES USE COMPLEX WORD PROCESSING. SPREADSHEET. GRAMICS (MAILMERGE, LIST PROCESSING ETC) DEVELOP APPLICATIONS USING USER FREINDLY PROGRAMS 3 pp 1 Ut+..JJ�f �o•_e. ,..�-}%�o,;'/Cv1 _ c�.or �os� �u 0 l net! M— c.7,3.... BUDGET WORKSHEET OMDI MINI IOMDI MINI IDMDI MINI 1990 1990 1 1991 1991 1 1992 1992 PERSONAL SERVICES I 1 SALARIES, REG $0 $0 1 $0 $0 1 $0 $0 SALARIES, OT $0 $0 1 $0 $0 1 $0 $0 SALARIES,TEMP I 1 FEES I I PERA/PENSION $0 SO 1 $0 f0 1 $0 $0 INSURANCE $0 $0 1 $0 $O 1 $0 $0 SOCIAL SECURITY $0 $0 1 $0 $0 1 $0 $0 ALLOWANCES $0 1 $O 1 $0 SEVERANCE PAY $0 1 f0 1 $0 PERSONAL SERVICES TOTAL $0 I $D 1 $0 I f0 1 $0 $0 SUPPL I ES I I I I OFFICE SUPPLIES I I COMPUTER PAPER $245 COMPUTER PAPE $245 1 $245 $245 1 $245 $245 PRINTER RIBBONS $290 PRINTER RIBBO $290 1 $290 $290 1 $290 $290 DISKETTES $10 DISKETTES $10 1 $10 $10 1 $10 $10 FILE FOLDERS $SO FILE FOLDERS $50 1 $50 $50 1 $50 $50 CASSETTE TAPES $40 CASSETTE TAPE $40 1 $40 $40 1 $40 $40 FORMS $630 FORMS $630 1 $630 $630 1 $630 $630 SUPPLIES TOTAL $1,265 I $1,265 1 $1.265 I $1.265 1 $1,265 $1,265 OTHER SERVICES AND CHARGES I I I I PROFESSCNAL CONS FEES 1 1 SOFTWARE SUPPORT $5,610 SOFTWARE SUPP $3,950 1 $5,610 $3,950 1 $5,610 $3,950 DEVELOPMENT/UPDAT $3,000 GOVT FINANCE $10,000 I $3.000 $500 I $3.000 $500 CHECK RECON $1.500 I I PRJCT ACCNT $1,500 I I PAYROLL $6,500 1 I UTIL BILL $9,000 1 1 US/RECYCLING $1,000 1 1 WORD PROCESS $1.000 1 I DEPUTY REG $800 DEPUTY REG $800 1 I DESIGNER RPT $3,000 I I METER INVENT $2,000 1 I PHONE/POSTAGE $725 $25 1 $725 $25 1 $725 $25 TRAVEL. SCHOOLS $1,245 $SCO 1 $1,245 $500 1 $1,245 $500 AOVERIIZING $100 $100 1 $100 $100 1 $100 $100 MAINT OF EQUIP 1 I WANG SYSTEM $5.800 SYSTEM 36 $0 1 $5.800 $1,000 1 $5,800 $1,000 TOSHIBA PRINTERS $1,375 PS/2 — 30 $0 I $1.375 $360 1 $1,375 $360 FUJITSU PRINTER $225 PS/2 — 50 $0 1 $225 $415 1 $225 $415 SYST WKST f0 1 f0 1 $0 QUIK PRINT $0 1 $335 1 $335 PRO PRINT f0 1 $285 1 $285 DATA PRINT f0 1 $480 1 $480 DUES, MEMBERSHIPS $100 $100 1 $100 $100 1 $100 $100 I IHER OTSERVICES TOTAL $18,98D 540.975 1518,180 I $8,050 1f 18, 180 I $8.050 3 y BUDGET WORKSHEET OMOI MINI 1DMDI MINI IOMDI MINI 1990 1990 1 1991 1991 1 1992 1992 CAPITAL OUTLAY LAND I I BUILDINGS/STRUCTURE I i IMPROVEMENTS I I FURNITURE AND EQUIP 2 - DRAWER FILE $165 2 - DRAWER F $165 2 WAY SWITCH BOX $125 2 WAY SWITCH $125 I j PS/2/ - MODEL 50 $3,450 I 1 PC STAND $325 PC STAND $325 I 1 HIGH SPEED LO PRI $1,250 SYSTEM 36 $7,950 I 1 DUAL BIN SHEET FE $700 11x6 MEM BOARD 1NCLUDEI I ENVELOP FEED $250 FXO OSK 105MB INCLUDEI 1 (2) PS/2 - 30 $4,936 I I (2 )PS/2 - 50 $5,932 (2)ENULATER/P $1,266 I I SYST WKST INCLUDEDI I DUAL 8I SF $685 1 1 ENV FEED $260 1 1 (3)PRO PRINT $2.517 1 1 DATA PRINT $4,129 1 1 MACHINERY AND VEHICLES $0 1 CAPITAL OUTLAY TOTAL $6,265 I $28,290 I $0 I $0 ( $0 $0 DEBT SERVICE I 1 I PRINCIPAL $25,900 $65,240 1$25.900 1$13.440 INTEREST $3,000 $0 1 $3.000 ( $1,006 PAYING AGENT FEES $0 1 1 DEBT SERVICE TOTAL $28.900 I $65,240 1$28,900 I $0 1$14,446 $0 TRANSFERS AND OTHERS I I TRANSFERS/OTHER TOTAL $0 $0 ( $0 $0 1 $0 $0 GRAND TOTAL $55,410 I $135,770 1$48,345 I $9,315 1$33,891 $9,315 REVENUE SALE OF EQUIPMENT $5,000 $0 $0 SOFTWARE SETTLEMENT $12,000 $0 $0 TOTAL SALE OF EQUIP $0 $17,000 $0 $0 $0 $0 S3�Ss•Sit$liiiiSS2i�CS2fiH,SZiisiOCSiiiCSiisii'sias2i.TSL__ NET EXPENDITURE $55,410 $118,770 $48,345 _ isiis29Li4i�'i6 $9,315 $33,891 $9,315 THREE YEAR COST DMD! $137,646 MINI $137,400 y L�J,%.� C/o C. ,.M r.+�o D�rar - � �n•a /! Cor �o Qpt.e�� n�OZ V: M.�ru /trfwor� \_ BUDGET WORKSHEET DMDI MICRO 10MD1 MICRO IDMDI MICRO 1990 1990 1 1991 1991 1 1992 1992 -------------------- PERSONAL SERVICES I -------------1------------ I I SALARIES. REG $0 $0 1 $0 $0 1 $0 $0 SALARIES, OT $0 $0 1 $0 $D 1 $0 $0 SALARIES,TEMP 1 1 FEES I I PERA/PENSION $0 $0 1 $0 $0 1 $0 $0 INSURANCE $0 $0 1 $0 $0 1 $0 $0 SOCIAL SECURITY $0 $0 1 $0 $0 1 $0 $0 ALLOWANCES $0 I $0 1 $0 SEVERANCE PAY $0 1 $0 1 $0 PERSONAL SERVICES TOTAL $0 I $0 1 $0 $0 I 1 $0 $0 SUPPLIES I I OFFICE SUPPLIES I I COMPUTER PAPER $245 COMPUTER PAPE $245 1 $245 $245 1 $245 $245 PRINTER RIBBONS $290 PRINTER RIBBO $290 1 $290 $290 1 $290 $290 DISKETTES $10 DISKETTES $10 1 $10 $10 1 $10 $10 FILE FOLDERS $50 FILE FOLDERS $50 1 $50 $50 1 $50 $50 CASSETTE TAPES $40 CASSETTE TAPE $40 1 $40 $40 1 $40 $40 FORMS $630 FORMS $630 1 $630 $630 1 $630 $630 SUPPLIES TOTAL $1,265 I $1,265 1 $1,265 $1,265 I 1 $1,265 I $1,265 OTHER SERVICES AND CHARGES I 1 I PROFESSONAL CONS FEES I I SOFTWARE SUPPORT $5,610 SOFTWARE SUPP $1,785 1 $5,610 $1,785 1 $5,610 $1,785 DEVELOPMENT/UPDAT $3,000 GOVT FINANCE $3,990 1 $3,000 $0 1 $3.000 $0 FIXED ASSTS $0 1 I PAYROLL/PERA $2,170 ( 1 UTIL BILL $3,290 1 1 UB/RECYCLING $1,700 I I WORD PROCESS $1,000 1 I DEFU1"Y REG $800 DEPUTY REG $800 I I NETWORK TRNG $400 1 I SOFTWARE TRNG $1.000 1 I HROWR INSTL $1,110 1 I PHONE/POSTAGE $725 $25 1 $725 $25 I $725 $25 TRAVEL. SCHOOLS $1,245 $500 1 $1.245 $500 1 $1,245 $500 ADVERTIZING $100 $100 1 $100 $100 1 $100 $100 MAINT OF EQUIP 1 I WANG SYSTEM $5,800 NETWORK $600 ( $5,800 $600 1 $5.800 $600 TOSHIBA PRINTERS $1,375 TSHBA PRNT(2) $561 1 $1.375 $561 1 $1.375 $561 FUJITSU PRINTER $225 HRDIWR $760 1 $225 $760 1 $225 $760 DUES, MEMBERSHIPS $100 $100 1 $100 $100 1 $100 $100 OTHER SERVICES TOTAL $18,980 I $19.891 1$18.180 I $4,431 I 1$18.180 I (4.431 CAPITAL OUTLAY I I LAND I I BUILOINC3/STRUCTURE / I I BUDGET WORKSHEET OPIDI MICRO ICMDI MICRO IDMD1 MICRO 1990 1990 1 1991 1991 11992 1992 IMPROVEMENTS I I FURNITURE AND EQUIP I I 2 - DRAWER FILE $165 2 - DRAWER F $165 I 1 2 WAY SWITCH BOX $125 NETWORK SRVER $9,600 I 1 PS/2/ - MODEL 50 $3.450 WRKSTTNS (7) $17,850 I 1 PC STAND $325 COLOR M0N(2) $630 I I HIGH SPEED LO PRI $1,250 PRINTER -CABLE $2.845 I I DUAL BIN SHEET FE $700 ENV FEED INCLDED I 1 ENVELOP FEED $250 DUAL BIN INCLDED I I MACHINERY AND VEHICLES $0 I I CAPITAL OUTLAY TOTAL $6,265 I $31.090 I $0 $0 I 1 $0 $0 DEBT SERVICE I I I I PRINCIPAL $25,900 $65,240 1$25,900 1$13.440 INTEREST $3,000 $0 I $3,000 I $1.006 PAYING AGENT FEES $O I I DEBT SERVICE TOTAL $28,900 I $65,240 1$28,900 $0 I 1$14,446 $0 TRANSFERS AND OTHERS i I I I TRANSFERS/OTHER TOTAL $0 I $0 I $0 $O I I $0 $0 GRAND TOTAL $55,410 I $117,486 1$48.345 $5,696 i 1$33.891 $5.696 -REVENUE-------------------------------------- ----------------------- SALE OF EQUIPMENT $5,000 $0 $0 SOFTWARE SETTLEMENT $12,000 $0 $0 TOTAL SALE OF EQUIP $0 $17.000 $0 $0 $0 $0 NET EXPENDITURE $55,410 $100.486 $48,345 $5,696 $33,891 $5,696 THREE YEAR COST DMDI $137,646 MICR $111,878 I� L N SYSTEM IMPLEMENTATION ORGANIZATIONAL CHART CITY ADMIN ALLOCATE NECESSARY HUMAN RESOURCES ASSISTANT COMPUTER DEVELOPMENT PLANNING CITY ADMIN DEFINE USER NEEDS EVALUATE PROJECT MANAGEMENT/ASSIST EVALUATE PERSONNEL PERFORMANCE ESTABLISH COMPUTER BUDGET EVALUATE AND SELECT HARDWARE/SOFTWARE MANAGEMENT INFOFIMAT 1 ON SYSTEM COORDINATOR PROJECT MANAGEMENT HARDWARE/CABLING/FURNITURE SCHEMATIC PURCHASE EQUIPMENT/SUPPLIES ORGANIZE TRAINING OR TRAIN COORDINATION/SCHEDULING MANAGE CONVERSION PROCESS OPERATIONS - SYSTEM SUPPORT DOCUMENT INFO PROCESSING PROCEDURES IMPLEMENTATION TES11NG/VERIFICATION MAINTAIN SYSTEM SECURITY CN -GOING SYSTEM SUPPORT ON-GOING HARDWARE MANAGEMENT ON-GOING VERIFICATION/EVALUATION \V END USERS OPERATIONS - DATA ENTRY REPORT GENERATION SYSTEM UTILIZATION TEMPORARY CONVERSION WORKLOAD SUPPORT PERSONNEL COMPUTER SYSTEM IMPEMENTATION WORKSHEET j( DATE: SYSTEM: SYSTEM IMPLEMENTATION DATES: FROM - / /90 ------------------ TO - / /90 POSITION RESPONSIBLE PROJECT ACTIVITY ICITY IASSISTIMIS I I I I I IADMINIADMIN ICOORDI_-- II_ -_i__ -_I. I I I I I I I I ALLOCATE NECESSARY HUMAN RESOURCES I I I I I I I I EVALUATE PROJECT PlANAGEAENT/ASSIST I I I I I I I I PROJECT MANAGEMENT I I I I I I I I HARDWARE/CABLING/FURNITURE SCHEMATICI_____I -___I-___I_-__ II11. I I I I I I I I PURCHASE ECU I PMENT/SUPPLIES I I I I I I I I ORGANIZE TRAINING OR TRAIN I I I I I I I I COORD I NAT I ON/SCHEDU L I NG I I I I I I I I MANAGE CONVERSION PROCESS I I I I I I I I CONVERSION WORKLOAD SUPPORT I I I I I I I I OPERATIONS - DATA ENTRY I__-- I__--I___--I --_-- I_---I_----I-----I I I I I I I I I EVALUATE PERSONNEL PERFORMANCE I I I I I I I I OPERATIONS - SYSTEM SUPPORT I I I I I I I I REPORT GENERATION I I I I I I I I DOCUMENT INFO PROCESSING PROCEDURES I I I I I I I I IMPLEMENTATION TESTING/VERIFICATION I I I I I I I I OJ -GOING SYSTEM SUPPORT I I I I I I I I ON-GOING HARDWARE MANAGEMENT I I I I I I I I ON -WING VERIFICATION/EVALUATION I I I I I I I I