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• Staff has developed an Organizational Chart reflecting the combination of the two <br /> departments into one. (See Attachment 1). The basic structure of the two departments <br /> remains intact, while moving them into defined Divisions. Each Division will have a <br /> Manager. The Manager of each Division will be responsible for the performance of <br /> their area. The Tax Administrator will be responsible for ensuring that the overall <br /> operation is pursued with high efficiency and is effectively serving the public while <br /> meeting all legal responsibilities. <br /> • Having one Department Director responsible for the overseeing all tax related functions <br /> will provide a clear and consistent operational direction for the County and the public. <br /> • The reorganization plan will involve the reclassification of some positions. Study of <br /> responsibilities and duties is occurring for potential changes to be proposed at a later <br /> date. The reorganization has also identified the need for two additional positions. <br /> With the added responsibilities of assessment and reclassification of the Revenue <br /> Director to Tax Administrator, the need for an additional Deputy Tax Collector is <br /> evident. Additionally, the workflow of the PIN/Land Records Division indicates the need <br /> for an additional GIS Mapper I. <br /> • Staff has developed a timeline for reorganization outlining the events related to <br /> reorganization and the impending projects as a guide for a smooth transition. <br /> • As the reorganization process moves forward developing the ideal structure and <br /> workflow, there will be a thorough review of the knowledge, skills and abilities of the <br /> current workforce within the organization. This reorganization process has identified <br /> existing skill gaps the department will face, and efforts have already begun to address <br /> these gaps. Additionally the process has brought forward different approaches to <br /> accomplish functions without additional or present staff replacement. <br /> • One key element is contracting with EMS Management and Consultants in an endeavor <br /> to improve the claims process delivery to the public while allowing County staff to work <br /> with clients toward the collection of accounts that have reached a delinquency status. <br /> (This element is further discussed in another agenda item for this meeting.) <br /> • Another key element is the utilization of the firm Tax Management Associates to <br /> administer the Business Personal Property program. The current staff member <br /> responsible for this area will be retiring effect December 31, 2009. By utilizing this <br /> avenue it is believed the current Business Appraiser position can be realigned to reflect <br /> a stronger utilization of the position. The current position of Appraisal Technician will <br /> assume the role of liaison and in-house business personal property coordinator. This <br /> position will require review after a responsible period of time for possible <br /> reclassification. <br /> • The ultimate goal of the Tax Administration department will be to continue to enhance <br /> the cross-training of employees on a broader skill base. This will in-turn provide greater <br /> flexibility during peak periods and ultimately provide an even higher level of customer <br /> service capability for the public. <br /> FINANCIAL IMPACT: By encompassing the Tax Management Associates and the EMS <br /> Management & Consultants contracts in conjunction with the reorganization of the two <br /> departments, the initial cost savings is projected to be $45,000 annually. However, these <br /> savings do not encompass the personnel cost of two additional staff positions or the potential <br /> reclassification of existing positions entailed in the reorganization plan. These costs will take <br /> place over two (2) fiscal timeframes. <br /> RECOMMENDATION(S): The Manager recommends that the Board: <br />