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<br /> <br /> <br />Responsibilities – What drives the need for your services? It might be the organization’s vision or mission, <br />Federal, State, or local ordinance, or community service standards or expectations. We review these drivers to better <br />understand service level constraints and opportunities for change. <br /> <br />Resources – What assets are available to achieve your responsibilities? These may include time, human resources, <br />staffing, management capacity, financial position, contractual services, technology, and equipment and facilities. <br />We assess the adequacy of these resources based on the service level expectations. <br /> <br />Requirements – What direction is provided to staff? The method by which staff approach service delivery is often <br />guided by laws, codes, policies and procedures, or informal mechanisms like past practices or on-the-job training. <br />These sources provided staff with direction on how they approach tasks and complete their work. We review these <br />business processes to determine opportunities for improvement. <br /> <br />Results – What are the outcomes of your services? Our approach connects your responsibilities, resources, and <br />requirements with the outcomes expected of your services. We assess measures of efficiency and effectiveness to <br />assist in data-driven decision-making. <br /> <br />Recommendations – Are there opportunities for improvement? Based on our qualitative and quantitative analysis <br />of your programs and services, we develop recommendations for improving organizational performance. These <br />changes can range from high-level considerations (i.e., should we be in this business) to strategic issues (i.e., should <br />we consider alternative service sources) to tactical issues (i.e., how can we improve the productivity, efficiency, and <br />effectiveness of the activity or service). <br /> <br />Roadmap – How do we get there? We develop a plan that will guide the organization through the implementation <br />of the recommendations for improvement. The Roadmap offers the recommended priority order of implementation, <br />suggestions for phasing, and key milestones for success. The Roadmap also serves as a valuable tool for the <br />organization as well as the community to promote accountability and communicate progress toward <br />implementation. <br /> <br />THE FOLLOWING DETAILS OUR PROPOSED WORK PLAN FOR THE CITY. <br />Task 1: Project Administration and Kick-Off <br />Raftelis will hold a virtual kick-off meeting with City-designated staff to review the objectives of the project and schedule <br />and to start developing a comprehensive understanding of the Public Works Department operations. <br /> <br />The kick-off meeting will be followed by a data gathering effort. We will provide a detailed data request and access to a <br />shared electronic drive for the City to upload background information for both phases of the work including, but not <br />limited to: <br />• Organizational charts (City overall and each utility if available, ideally with staff names) <br />• City and/or utility strategic plans <br />• Department/Utilities’ budgets for the past three years <br />• An annual City financial report for the past three years <br />• A complete set of Department job descriptions <br />• A list of appropriate peer utilities/entities for comparison <br />