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Managing recent transition and changes of various key positions such the Finance <br />Director, the Utility Billings Clerk, City Clerk, Management Analyst, and the Department <br />of Community Assets and Development along with recent retirements and other <br />personnel movement. <br />The City’s website will be redesigned so be more user friendly to the public and will also <br />enhance Community Engagement. <br />The City Manager’s office will continue to search for and be open to joint powers/shared <br />service type relationships with other public organizations in an effort to provide cost <br />effective services. One such example is the contract providing building inspection <br />services to the City of Saint Anthony Village. This is an example of Effective Service <br />Delivery. <br />The recruitment of personnel is costly and intensive. The use of more cost effective <br />techniques, such as the internet, continues to enhance our efforts to reach the public. <br />A significant challenge will relate to maintaining active engagement in legislative policy <br />discussions that impact New Brighton. One of New Brighton’s objectives is to strive to <br />have a diversified revenue base that is sensitive to community demographics and is stable <br />in meeting the community’s long term needs or in other words ensure the City’s <br />Financial Sustainability. <br />Administration continues to emphasize the use of technology for the purposes of sharing <br />information, meeting (Council and Commissions) facilitation, updating of financial <br />software lead by the Finance Department and updating and maintaining digital records <br />via Laserfische among other initiatives. <br />The City continues to look at improving the overall wellness of the personnel. The City’s <br />wellness program will look at improving the overall wellbeing of staff in order to <br />potentially control costs of insurance, improve morale, and have healthier staff. <br />21