Andrew Kuhlmann

The Department of Administration & Information (A&I) strategic plan for fiscal years 2022-2026 focuses on exceptional service, collaboration, and creative solutions to support its partners. Key areas of focus include proactively addressing issues, optimizing agency performance through communication and customer service, and efficient resource management. The plan outlines strategies for process improvement, leveraging technology, enhancing communication, providing excellent customer service, and supporting employee development and work-life balance. A balanced scorecard approach is used to measure progress towards strategic targets.

The agenda includes discussion and potential action on the Housing Allowance Policy Eligibility Requirements, an update on State Revenue, future Personnel Rule Revisions, Succession Planning, and the nonexempt hourly requirement effective January 1st for new employees. The meeting will also cover the 2017 Market Analysis/Pay Tables and Employee Requests for Review. Public comments will be accepted.

The Wyoming Department of Administration & Information (A&I) Strategic Plan (FY 2019-2022) outlines the agency's mission, vision, values, and goals. A&I's core functions include statewide biennial budgeting, personnel management, employee group insurance, office leasing, vehicle fleet management, procurement, and economic analysis. The plan addresses challenges such as budget reductions, employee safety, succession planning, and telework. Strategic priorities include proactively addressing issues, optimizing agency performance, and managing resources effectively. The plan details strategies for collaboration, technology optimization, staff training, communication, customer service, and budget management. Performance measurement uses a Balanced Scorecard approach to track progress toward strategic targets.

The commission meeting addressed several key issues. Discussions included housing allowance policy eligibility requirements, focusing on Teton County's allowance and concerns about potential misuse. An employee group insurance update covered the Affordable Care Act's continued impact, deductible changes, new hearing aid programs, and the rising cost of claims. An update on state revenue highlighted positive trends in revenue collections. Future personnel rule revisions were discussed, addressing areas of confusion regarding donated sick leave, reduction in force procedures, grievance and appeals processes, and family definitions. Succession planning was reviewed, presenting the results of a talent inventory survey and recommendations for agencies. The implementation of a non-exempt hourly requirement for new employees was detailed, along with the transition to electronic timecards. A 2017 market analysis and pay tables were presented, showing a significant market increase and the need for pay adjustments. Employee requests for review were addressed, covering various issues such as position classifications, compensation for certifications, workplace safety concerns, and pay discrepancies.

The meeting included presentations on state revenue, the employee group insurance program, and a study on span of control in state government. The revenue update highlighted positive gains in general fund and school foundation program revenue. The insurance program presentation covered enrollment levels, benefits offered, actuarial reviews, and cost trends, particularly in prescription drugs. The span of control study focused on evaluating supervisor-to-worker ratios, workforce planning, and organizational structure across state agencies.