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Douglas County adopts IT reorganization to add cybersecurity, web design and team leads; funded by software savings
Summary
The Board approved an internal services reorganization that creates specialized IT business units, adds cybersecurity and web designer positions, converts professional services dollars into training, and is intended to be budget-neutral through software consolidation savings.
Douglas County commissioners unanimously approved a reorganization of the county’s Information Technology (IT) services on June 19 that creates distinct business units, two technical lead roles, and several new positions — including a cybersecurity specialist and a web designer — intended to modernize county digital services and reduce external contractor costs.
Why it matters: County managers and IT leadership said the current department lacked specialized capacity and that scattered software purchasing created redundancies costing roughly $230,000 annually. The proposed reorganization aims to consolidate software licenses, convert recurring professional services spending into training and internal staff development, and create clearer assignment of responsibilities across network/infrastructure and systems/applications teams.
Key elements approved
- Organizational realignment into separate business units: Network & Infrastructure; Systems & Applications; user support/help desk; and project management. - New or retitled positions: Chief Information Officer (title change from CTO), project manager, cybersecurity specialist, web designer, systems lead, and network lead. - Funding approach: Elimination of 14 software titles and consolidation that staff say yields approximately $230,000 in annual savings; two new FTEs added but net fiscal impact presented as cost-neutral by redirecting saved software and professional services dollars.
Board and public comments
Commissioners praised the proposal’s emphasis on cybersecurity after Moss Adams’ enterprise risk assessment identified IT as the county’s top exposure. Multiple commissioners voiced support for improved public-facing websites; County Clerk-Treasurer Amy Bergens and Recorder Shawnine Guerin testified that service and responsiveness had already improved under current IT leadership and supported the reorganization.
Commissioners also urged careful change management, emphasizing staff communications, expectation-setting, and close monitoring of the transition. Commissioner Tolbert called it “well aligned with strategic goals” but cautioned the devil will be in implementation.
Operational next steps
Staff will implement the reorganized structure, begin consolidation work, and convert some professional services budgets to training. The organization will maintain some external support for specialized needs but intends to reduce that reliance over time. Leadership said they will produce a project roadmap for web redesigns and other prioritized efforts; selected positions will inherit a significant project load and require a staged implementation plan.
Ending note
The board lauded the reorganization as a fiscally responsible modernization effort designed to improve cybersecurity posture, web usability, and internal capacity while aiming to achieve the change at no net cost to the county by reusing existing software savings.
