#28 - Public Works Operational Assessment

Home Browse Search

PUBLIC WORKS & ENGINEERING DEPARTMENT ORGANIZATIONAL ASSESSMENT SCOPE Dated: 8/28/24 Between City of Lake Elmo, Minnesota and Baker Tilly Advisory Group, LP Baker Tilly Advisory Group, LP and Baker Tilly US, LLP, trading as Baker Tilly, are members of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. Baker Tilly US, LLP is a licensed CPA firm that provides assurance services to its clients. Baker Tilly Advisory Group, LP and its subsidiary entities provide tax and consulting services to their clients and are not licensed CPA firms. • Resources needed to meet results-based metrics and other performance measures • Incorporate management and employee feedback from surveys The consultant team will discuss the initial observations with the project sponsor to solicit feedback from the observations and discuss the direction and focus of the recommendation development. During this meeting, the project team will also come to consensus with the project sponsor to identify high priority items for detailed recommendation development. Key activities and deliverables • Develop project introduction memo to distribute prior to interviews and focus groups • Review of all data provided • Conduct on-site individual and focus group meetings • Conduct virtual follow-up meetings as needed • Documentation of gap analysis initial observations • Meeting to discuss initial observations Phase 3—Future state analysis and reporting 3.1—Best practice research and operating analysis Baker Tilly will assess the City’s current measures of effectiveness, efficiency, and workload. We will seek to determine if changes are needed either to the process, staffing resources, or reporting lines available to meet the desired metrics. Additional best practice research will be conducted to consider industry standards and metrics commonly used as staffing benchmarks, as well as the department work plans. Steps and resources used may include: • Analyze service delivery metrics • Analyze scheduling • Assess in-source and out-source opportunities • Identify technology capabilities and functionality gaps • Identify employee technical skills needed for responsibility realignments • Aggregate service delivery challenges and needs • Identify communication strategy needs • Research industry best practices. Common resources include: o International City/County Management Association o American Public Power Association o American Public Works Association 3.2—Comparative community benchmarking (optional) Baker Tilly will work with the City to establish up to six mutually agreed upon benchmark communities to develop and issue a custom-built survey to solicit program and operating statistics for comparative efficiency and effectiveness. Dependent on the priorities set during project initiation, the survey may include: • Budgeted FTE • Filled FTE