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52 <br />Assign~e~t Number VI <br />Look closely at reorganization options created by the potential <br />retirements resulting from the County's incentive program. <br />®verview: <br />The retirement incentive package has produced approximately <br />a 1/3 affirmative response of those qualified to select the <br />option. Thus far results are mixed with regards to any serious <br />restructuring of county departmental staffing. I plan to sit <br />down with each department on a case by case basis and have <br />~Iuman Resources analyze work flow, staff qualifications, and <br />how technology might be applied to assist in redesigning <br />position functions. <br />The retirements are producing vacancies at the operational levels <br />within each department. On the short-term, department heads are <br />being told that they should plan to deal with those vacancies for `at <br />least' the period October 2009 -June 2010. I will be working with <br />each department head where current situations will `not' support a <br />particular position being vacant for that long of a period to address <br />those immediate staffmg considerations on a case-by-case basis. <br />We will seek off-setting savings within. departments to deal with <br />budget implications, <br />Some departments are actively working on restructuring plans <br />addressing future needs. Others are in the early stages of <br />assessing impacts. UNTIL we know who is retiring and who is <br />not, any other analysis is speculation at this point. <br />Beyond the initial impacts of any vacancies created by the <br />retirements of any of the 150 +/- employees eligible under the <br />County's one-time retirement incentive program I have looked <br />broadly at the County's organizational structure. Every County's <br />1 <br />