They noted the current capacity limitations within the city’s IT department, which restrict larger projects, and the impending requirement for additional responsibilities due to the police department’s transition to new software. Similarly, Anderson stressed the need for more IT personnel at BPU to manage ongoing infrastructure improvements, particularly with fiber networks. Both directors expressed concerns over skilled staff handling routine tasks, detracting from more critical functions.

A major point of contention was the financial disparity between the city and BPU’s investments in IT systems. The city has spent approximately $250,000 on its finance package, while BPU’s annual expenditure is around $60,000, complicating any potential software integration due to non-interchangeable systems. Legal and regulatory barriers, such as HIPAA and PCI compliance, were also highlighted as significant hurdles, with existing agreements adding layers of complexity to the integration process.

The council’s discussion was not limited to technical and financial aspects but also delved into staffing implications. Concerns about allocating costs and managing payroll post-integration were raised, with suggestions to adopt a cost allocation model similar to that of the local airport. The council debated the feasibility of sharing IT personnel between the city and BPU, recognizing that while this could provide some relief, deeper staffing resources were ultimately necessary for redundancy and backup.

Staffing emerged as a issue, with emphasis on the urgency of hiring additional IT personnel to prevent current staff from being overwhelmed with basic tasks. The council discussed filling roles such as a network administrator and a system administrator, noting the significant costs associated with these hires. Acknowledging the need for prompt action to address staffing shortages, council members expressed frustration over delays in hiring processes, particularly the absence of job descriptions that had stalled efforts.

Comparisons to other cities, like Rochester, were drawn to illustrate different IT staffing models, although it was noted that Brainerd’s unique utility services complicated direct comparisons.

The discussion also touched on management structures, with some participants advocating for centralized command and control to streamline operations and improve efficiency. Others cautioned against potential inefficiencies and confusion arising from a matrix management approach, where dual reporting structures could lead to conflicting priorities.

Despite these challenges, the council unanimously voted to proceed with the integration, recognizing that while the process would incur costs, the potential for improved resource sharing and organizational efficiency could ultimately benefit the citizens. A motion was passed to draft a job description for an IT director to oversee the integrated departments, with plans to advertise the position internally first.

The meeting concluded with a commitment to prioritize staff needs throughout the integration process and maintain transparent communication to alleviate stress and uncertainty among employees. The council acknowledged the importance of further deliberation and clarity on integration plans before formalizing any decisions.