Tiger Team Recommendations: Establish a Five-Year Staffing Strategy
The Village should establish a five-year staffing plan that incorporates anticipated attrition, compensation rates for new hires, outsourcing, civilianization opportunities and modeling of efficient staffing levels.
Personnel costs, staffing levels, and service offerings are some of the main drivers of the excessive operating costs of the Village. Historically, when one Village employee retires, another is hired as a replacement with little or no attempt to reengineer other employees’ duties to consolidate positions or reduce cost.
Across the Village, a significant number of employees are near or currently eligible for full-time retirement benefits. These long-term employees are at the highest end of the pay scale and it is critical for Village management to evaluate the cost-benefit for them to continue working for the Village or attempt to accelerate their retirements and replace them, if necessary, with lower cost employees. This must be facilitated under collective bargaining agreements. In order to properly evaluate this, the concessions from existing employees, as well as the terms of contracts for new hires must be known. Therefore, this analysis should be performed in conjunction with collective bargaining agreement negotiations, in collaboration with the FOB, and in alignment with the Strategic Financial Plan.
The manner in which services are delivered must be closely evaluated for every service offering throughout the Village. If the Board of Education can save hundreds of thousands of dollars by terminating the use of Village services and outsourcing them, it is only logical that the Village itself could save significantly larger amounts by doing the same. As referenced throughout this report, Village management must carefully evaluate the cost-benefit of outsourcing the delivery of all service offerings.
The analysis of all of these components requires coordination among numerous departments and Village management. In order to more effectively manage future personnel levels and compensation/benefit costs, in terms of the immediate and long-term impact, the committee believes it is critical for management to develop a five-year staffing plan.