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The benefit to the City of Roseville is that these partnerships allow us to recoup our investment in research, training and equipment costs over a broader base. In addition, Roseville retains a much stronger complement of IT Staff to service our own needs than we could if we were to go it alone. The recent installation of the City's new phone system is a good example; whereby a11 three IT Staff warked over two successive weekends to install the new phones. This not only a�oided ha�ing to take the phone system down during weekdays, it sa�ed the City nearly $20,000 in installation costs had we chosento outsource the project. Staffing Issues If the City of Roseville were to engage additional business partners, monies previously spent by other cities will transfer to the City of Roseville. A portion of these monies will be needed to hire additional IT Staf£ In effect, the other cities will continue to outsource their IT function — only through Roseville rather than a private vendor. �� [� is estimated that one or two additional IT Staff will need to be hired if a11 pending partr�cr�I�Gp� �� Iare approved. The full cost of salaries, benefits, training, equipment, etc. will be bome by the �} � other cities and will na� require additional monies from Roseville. In addition, the City of � � Roseville will spread its fixed costs over an even larger base, and we will be in an even greater � ��iti�it to respond to our own needs. � Financial Benefits To better portray the financial benefits, the following graphs depictf the differences between funding IT individually versus on a partnership basis. The first graph below uses hypothetical data for three cities that provide for its IT function independent of each other. Cost categories include hardware, software, and general administrative. �� i� �� � � �� � IT Function without Pa rtne rs hips c�� a c�� s c�� c In this hypothetical example, each city spends $100 to meet its IT needs. Collectively the three cities spend $300. ��