IE 11 Not Supported

For optimal browsing, we recommend Chrome, Firefox or Safari browsers.

Report: Extra Payments to IT Staff Cost Baltimore $260K

Baltimore City has paid an extra $261,998 in severance to workers from its Office of Information and Technology, according to a new report released Tuesday by the Office of the Inspector General.

baltimore
(TNS) — Baltimore City paid an extra $261,998 in severance to workers from its Office of Information & Technology, according to a report released Tuesday by the Office of the Inspector General.

The inspector general found eight instances in which the department let employees resign rather than terminating them, allowing them to remain in the city’s payroll system while they depleted unused time off. As of Tuesday’s report, two of the employees were still in the city’s system.

Under city rules, employees can be paid for unused personal, vacation and sick time upon separation, but not unused compensatory time off. That practice cost the agency nearly $78,000.

Paying for the employees’ health benefits while they remained in the system cost an estimated $35,149, according to the report from Inspector General Isabel Cumming’s office.

After some of the employees exhausted their accrued leave, they were granted additional permission leave by the Office of the Labor Commissioner, which cost an estimated $148,899.

There isn’t a policy governing the use of permission leave, according to the report, or whether employees could remain on payroll to exhaust accrued leave.

“Without clear policies on these matters, BCIT was told to apply agency discretion,” the report read. “Such discretion had resulted in the perception that City funds are used to pay separated employees in an inequitable or wasteful manner.”

© 2021 Baltimore Sun. Distributed by Tribune Content Agency, LLC.
Special Projects
Sponsored Articles
  • How the State of Washington teamed with Deloitte to move to a Red Hat footprint within 100 days.
  • The State of Michigan’s Department of Technology, Management, and Budget (DTMB) reduced its application delivery times to get digital services to citizens faster.

  • Sponsored
    Like many governments worldwide, the City and County of Denver, Colorado, had to act quickly to respond to the COVID-19 pandemic. To support more than 15,000 employees working from home, the government sought to adapt its new collaboration tool, Microsoft Teams. By automating provisioning and scaling tasks with Red Hat Ansible Automation Platform, an agentless, human-readable automation tool, Denver supported 514% growth in Teams use and quickly launched a virtual emergency operations center (EOC) for government leaders to respond to the pandemic.
  • Sponsored
    Microsoft Teams quickly became the business application of choice as state and local governments raced to equip remote teams and maintain business continuity during the COVID-19 lockdown. But in the rush to deploy Teams, many organizations overlook, ignore or fail to anticipate some of the administrative hurdles to successful adoption. As more organizations have matured their use of Teams, a set of lessons learned has emerged to help agencies ensure a successful Teams rollout – or correct course on existing implementations.