City of La Crosse Organizational Assessment

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City of La Crosse Organizational Assessment

Final Report Out March 13, 2014

5:00pm to 7:00 pm

Objectives • Report out on Organizational Assessment

Agenda

I. What do your key stakeholders say about the City? II. What you are doing well III. High-level Summary of Opportunities for improvement IV. More Detailed & Some Best Practices V. Recommended Next Steps.

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Today’s Objectives / Agenda

Many constituencies say “there is a need for City Hall Improvement."

Streamline Council Committee process Reduce the number of city committees Eliminate flip flop votes between the Committee of the Whole and the Common

Council Meeting Improve the decorum at Council Meetings between the Council, the public and staff. Reduce the number of committees that an applicant/opponent has to attend to obtain

a final action by the Council Reduce referrals Improve the treatment that some members of the public receive at Public Hearings.

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Background – What you asked for…

1. “I love this city” “Has a lot going for it” “Great place to live”

2. Medical Directive

3. “I really like the staff” “I think they are doing a great job”

4. “I really like the other council members”

5. “Council is much more collaborative” “More respectful”

6. “I really like this Mayor” “Communication is better”

7. Downtown – No empty storefronts

8. Pockets of “Access to Information”

9. City is Open to Change

10. Strong Technology Base.

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Strengths and Common Things We Heard…

1. DO NOT TAKE OFFENSE!

• Don’t Blame People, Blame Processes!

2. This is what YOU and your customers said

• These are common issues / themes that came up

• We then put it through the “How do we improve City Hall lens?”

• You run cities, this is what we do

3. It’s About Execution

• Mark the ideas that you agree with

• This is the easy part, the hard part is taking ownership, leadership, and making it happen.

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Disclaimer and Ground Rules

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Voice of Customer

Here’s what your citizens are saying….

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Focus Groups Were Conducted of Some of the Key Stakeholders in

La Crosse (City Committee/Board Members, Business Leaders, etc.)

• Jerry Arndt - Senior VP Gundersen Health System

• Jim Webb - Board of Park Commissioners Member

• Gregory Sheehan - Board of Park Commissioners

• Dave Ring - Community Relations Coordinator for

Kwik Trip

• Marvin Wanders - Owner Three Sixty Real Estate

Group

• Mike Richards - Executive Director of External

Affairs Gundersen Health System

• Brent Smith - La Crosse Center Board

• Nick Roush - North La Crosse Business Association

• Linda Lee - Community Development Block Grant

Committee

• Mike Lemmon - Community Development Block

Grant Committee

• Dyanne Brudos - La Crosse Chamber Board

Member

• Dave Clements - La Crosse Area Convention &

Visitors Bureau Director

• Jerry Every - Board of Park Commissioners Member

• Steve O’Malley - La Crosse County Administrator

• Karen Ringstrom - City Plan Commission Member

• What do you like about the City of La Crosse’s services?

• What do you dislike?

• What are two areas they can improve?

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The Groups Were Then Asked Three Questions

“Police and fire are excellent.

They are very professional

and well trained”

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Here’s What They Said:

“Our parks and services provided are

above average. We have great parks that

bring in visitors and tie into revitalization”

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Liked

“At times, there is a lack of timeliness and responsiveness on

topics. For example: Economic development process – too

many meetings, unclear process, unclear who to talk to. No

clear guidance from staff”

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Disliked

“There is a lack of oversight of city professionals. Work gets done in silos.”

“There’s not a lot joint planning across departments”

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Disliked

“We need a clear plan and to work as a team. We need to say what we

mean and mean what we say.”

“Make government more efficient and accountable – need to know who

makes decisions and who they should be communicating with. “

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Areas to Improve

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Comparative Study: Governance Model

Eau Claire Janesville West Allis La Crosse Sheboygan Wauwatosa Fond du Lac

Population 2010 Census

65,883 63,575 60,411 51,320 49,228 46,396 43,021

Form of Government

City Manager City Manager Mayor,

Council Form Mayor,

Council Form Mayor,

Council Form Mayor,

Council Form City Manager

Number of Council Members. Includes Mayor

11 5 at large 6 by ward

7 10 18 16 16 7

Other Elected Officials

None None City Attorney

Municipal Judge

City Clerk Municipal

Judge None

Municipal Judge

None

City Administrator

City Manager City Manager Yes No Yes Yes City Manager

Number of Committees

21 14 25 60 38 35 17

Departments 14 11 15 19 18 17 15

Number of monthly Council meetings

2 2 2 1 2 2 2

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Comparative Study: Governance Model

Eau Claire Janesville West Allis La Crosse Sheboygan Wauwatosa Fond du Lac

Population 2010 Census

65,883 63,575 60,411 51,320 49,228 46,396 43,021

Form of Government

City Manager City Manager Mayor,

Council Form Mayor,

Council Form Mayor,

Council Form Mayor,

Council Form City Manager

Number of Council Members. Includes Mayor

11 5 at large 6 by ward

7 10 18 16 16 7

Other Elected Officials

None None City Attorney

Municipal Judge

City Clerk Municipal

Judge None

Municipal Judge

None

City Administrator

City Manager City Manager Yes No Yes Yes City Manager

Number of Committees

21 14 25 60 38 35 17

Departments 14 11 15 19 18 17 15

Number of monthly Council meetings

2 2 2 1 2 2 2

Conducive to quicker decisions

Conducive to slower decisions

III. DEVELOP A PERFORMANCE CULTURE

IIIC. IMPROVE AND STREAMLINE OUR PROCESSES III.C1 Develop a “LEAN and CLEAN” Culture III.C2 Identify and Execute LEAN Projects

IIIB. DEVELOP TOOLS TO MEASURE SUCCESS III.B1 Develop Department Internal / External Key Performance Indicators (KPI’s )

III.B2 Develop Standard Service Levels III.B3 Develop Council “Scorecard”

IIIA. ENGAGE AND DEVELOP OUR PEOPLE III.A2 Develop and engage our Leaders, staff, and Council III.A1 Develop a culture of change and acceptance III.A3 Improve our Employee engagement/recognition III.A4 Improve Employee morale

IV. CREATE A MORE “CUSTOMER- CENTRIC” CITY HALL IV.A Create a One-Stop–Shop for Common City Functions & Questions IV.B Improve Our Communication and Response to Our Residents (more transparency the work we do, where your

dollars go, status of request, etc.) IV.C Increase Public Awareness of City Services and Value IV.D Improve Public Relations Communication (P.R.) both public and employees IV.E Develop partnerships with Local business - Have more conversations with business/potential owners

CITY OF LA CROSSE 2014 ORGANIZATIONAL ASSESSMENT Mission

None Vision None

Improve City Hall Streamline Council Committee

process Reduce the number of city

committees Eliminate flip flop votes

between the Committee of the Whole and the Common Council Meeting

Improve the decorum at Council Meetings between the Council, the public and staff.

Reduce the number of committees that an applicant/opponent has to attend to obtain a final action by the Council

Reduce referrals Improve the treatment that

some members of the public receive at Public Hearings

Guiding Principles – We Will… 1. TBD Target / Lead Stakeholders • TBD

March, 2014 I. STREAMLINE CITY GOVERNANCE AND STRUCTURE I.A Streamline Council, Committees and Meeting Structure I.B Improve Department Reporting & Structure I.C Improve Our Planning Processes I.D Regionalize and Partner (Future)

II. TECHNOLOGIZE! II.A Evaluate / Optimize Munis and Payroll Systems II.B Automate Timecards and Reporting II.C Accelerate Transition to GIS System II.D Better Utilize SharePoint II.E Better Utilize City Website II.F Leverage Legistar II.G Invest in Staff Technology Training II.H Reduce Hardcopy! II. I Build IT Redundancy for Disaster Recovery

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I. STREAMLINE CITY GOVERNANCE AND STRUCTURE

Staff Owner: Mayor Council Owner: Council President Council Committee:

Challenges / Issues • TBD Measures: Reduce number of meetings for

citizen to get a decision Reduce the overall time spent

in meetings

Objectives - WHAT Strategies / Tactics - HOW

I.A Streamline Council, Committees and Meeting Structure

Issues: • Citizens have to go

to too many meetings

• Still want public input

Staff Owner: Mayor Council Owner: President Council Committee:

RE-ALIGN COMMITTEE STRUCTURE 13 are required by State Law Re-purpose committee structure around core city processes 6-8 Core Committee – Align around core processes Clarify purpose and what goes to what committee

Strategic Goal

I.B Improve Department Reporting & Structure


Position Mayor - Elected Official role as more “Chairman of the Board” (if it remains Full Time Mayor position)

Create clear accountability for leadership at top Too many “Direct Reports” for Mayor Department Heads need more leadership, direction, and feedback Mayor needs to have hire / fire capabilities Make City Clerk an appointed position (future) Make Municipal Judge an appointed position (future)

I.D Regionalize and Partner (Future)


Start building relationships and discussions around how can Identify regional service partnership opportunities

Regional Fire Regional Economic Development 911 Emergency Response Partner with Police and County Sherriff Regional Purchasing

REDUCE SIZE OF COUNCIL Reduce the size of the Council to 8 members – Mayor being tie breaker Representation:

All district positions A mixture of districts and at-large positions All at-large positions

CHANGE MEETING STRUCTURE 2 Council meetings / month “Committee on the Whole” becomes the regular council meeting Public Hearing at each meeting Consider starting meetings at 6:30 pm ELIMINATE RESOLUTIONS FOR PURCHASING ITEMS ALREADY BUDGETED Refurbish Council Chambers – Council faces public Adopt “Civility Project” – how to act


None Vision None










March, 2014

I.C Improve Our Planning Processes


Transition Agenda Items to Future Planning vs Reactive “Today “ Issues Develop a City Strategic Plan Align Department Plans with City-wide Plans Clearly Define Goals, Objectives and Measures Have ¼’ly Progress Checks on the City Council Agendas Create a Strategic Plan SharePoint Site Update Plan every 2 -3 years Base Department Head pay raises based on Plan execution and results

COMMUNICATIONS Build-out and promote our website

Develop work order request and resident concerns system 2014

Determine how follow-up with the resident who sent in the work order/concern will be handled and ensure follow-up with the resident once complaint has been handled 2014

Improve access to information and promote resident engagement through updated technologies (get processes online, city website, social media, awareness of events and issues (e.g. budget, etc.). 2014

Document and standardize our key customer facing processes 2014

TECHNOLOGY MUFN broadband network 2014 Equipment replacement ongoing Investigate ways to Improve current email system 2014 Implement electronic bill paying (water billing, permitting,

police) 3-5 years Train staff in productivity tools (Doodle, Google calendar,

Google docs). Train employees for better use of email or smart phones ongoing

OTHER Review City Committee Structure 2014 Review compensation and incentives ongoing Develop template and standards for department head reports

2014 Safety training ongoing Get updated operations policies in place 2014 Initiate City Council “department visits” prior to budget sessions

2014

I. STREAMLINE CITY GOVERNANCE AND STRUCTURE I.A Streamline Council, Committees and Meeting Structure I.B Improve Department Reporting & Structure I.C Improve Our Planning Processes I.D Regionalize and Partner (Future)

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IA. Streamline Council, Committees and Meeting Structure

Current Committees

Committee Purpose Recommendation City Council Required Required

Finance and Personnel Responsible for bonds and sinking funds, special claims, salaries and residency, insurance, current bills, printing, TIF, personnel matters, purchase of Supplies and equipment, other Expenditures, and budgetary matters.

Required

Board of Building Appeals Responsible for hearing appeals from those aggrieved by an order or determination from the city building inspector. Required

Board of Canvassers A board of canvassers is hereby established pursuant to Wis. Stat. Sec. 7.53. The municipal board of canvassers for the City of La Crosse shall have all powers and duties prescribed by statute relating to a board of canvassers.

Required

Community Development Block Grant

Oversees the City’s annual receipt of federal Community Development Block Grant (CDBG) funds from the Department of Housing and Urban Development and allocates these funds to local public service agencies, for public facilities, and housing and economic development programs in order to benefit low- and moderate- income households within the City.

Required

Joint Board Harbor Commissioners

The Port of La Crosse Harbor Commission is a Joint Committee of the City of La Crosse and La Crosse County established under an intergovernmental agreement between the City and County of La Crosse. The Commission shall exercise such powers and duties as provided under Wis. Stat. §30.38, except where such powers refer to a specific municipality and are inconsistent with other provisions of the Intergovernmental Agreement between the City of La Crosse and the County of La Crosse. View more information.

Required

Board of Zoning Appeals Responsible for granting or denying requests for variances of the City Zoning Codes. Required

Citizen Board of Review The powers, functions and duties and procedures of the Board of Review shall be those specifically prescribed by Wisconsin State Statute 70.47. Required

City Plan Commission The powers, functions and duties and the method of procedure of the City Plan Commission shall be those specifically prescribed by Section 62.23 of the Wisconsin Statutes and other Statutes of the State.

Required

Housing Appeals Board Hears petitions and makes decisions regarding housing matters including variances from the provisions of Municipal Code. Required

Housing Authority Charged with ensuring fairness in the administration of housing authority policies; attracting adequate resources; balancing the demands of conflicting community groups; winning public support; conducting the business of overseeing local public housing operations; being aware of and following federal, state and local laws and housing regulations essential to meeting the housing needs of low-income citizens.

Required

Police and Fire Commission

This board is responsible for duties determined by Wis. State Statute 62.13. Required

Board of Public Works

The jurisdiction and responsibilities of the Board of Park Commissioners is described here: Municipal Code Chapter 10. Responsible for supervision all Public Works projects and to regulate, control and supervise the Water Utility, Wastewater Utility, Parking Utility, Highway Department (including the Maintenance Shop), Engineering Department, Grounds & Buildings, Refuse & Recycling, Public Works office, and Sanitary District #1. The Board of Public Works may convene in closed session pursuant to Wisconsin Statute 19.85(1)(e) to formulate and update negotiation strategies and parameters. Following such closed session, the Board may reconvene in open (public) session.

Required

Library Board Handles matters relating to the operations of the City Libraries. Required

Judiciary and Administration Committee

Responsible for Airport, health, re-zonings; conditional uses, licenses, contracts, wavier of 25-foot rule, La Crosse Center, Police and Fire, Ordinances, judiciary matters, annexations; quiet zones, and Congressional or State legislative matters.

Responsibility could be place on a City Administrator

Committee of the Whole The Committee of the Whole provides oversight on matters reported on by each standing committee (Judiciary & Administration and Finance & Personnel.) as designated in Municipal Code Rules Section VI.

Convert to regular council meetings

City Contribution Committee

Accepts, from any source, monetary contributions or gifts of real or personal property for use of the City for public purposes. May also adopt rules for the regulation of its affairs and the conduct of it business in order to promote contributions or gifts to the City of La Crosse.

Handle administratively with approval by council

Aviation Board Oversees matters relating to the operations of La Crosse Municipal Airport. Handle administratively with any necessary approvals by council

Executive Committee The Executive Committee acts as a liaison committee and further aids in the development of programs for the good of the City. Handle Administratively

Board of Electrical Examiners

Responsible for examining applicants and to grant electrical licenses to qualified applicants, also to revoke or suspend electrical licenses of those in violation of electrical code. See Ordinance 17.02.

Could be handled by administrative staff

Board of Gas Examiners Responsible for formulating or revising gas exams, examining applicants for gas licenses and mediating disputes between City Inspection Department and any citizen, contractor, or installer regarding City Gas Code. See Ordinance 18.04(E).

Could be handled by administrative staff 18

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Current Committees

Committee Purpose Recommendation Equal Opportunities Commission

Receives, initiates and investigates all complaints alleging discriminatory practice with respect to any discriminatory practice prohibited by City Ordinance 7.03(I).

Allow HR staff to administer

Budget Parameter Committee

The Budget Parameter Committee, prior to July 1st of each year, shall: Prepare a report(s) showing the number, title, compensation range of each officer, and each position in the City service, and the proposed appropriation for the same recommended for the ensuing year, Set budget parameters for the upcoming year, Set the schedule of public meetings at which the Board of Estimates will discuss the department estimates filed with the secretary, Determine the place and time of the public hearing of the Common Council on the proposed budget, Provide the budget parameters, compensation report and other pertinent information tot eh secretary of the Board of Estimates who will provide them to each department.

TBD

City of La Crosse Arts Board

The purpose of the City of La Crosse Arts Board is to focus on four principal areas: Development of the Arts District as identified in City Vision 2020; to serve as forum to receive proposals and forward them to appropriate Council committee; work as advocate for the arts by commenting of policies and plans of the City and by seeking non-City funding for its advancement; and to analyze gaps and opportunities in programming, support, funding, and promotion for the arts, cultural activity and economic development.

TBD

Economic Development Commission

The Economic Development Commission was created May 9, 2013.

Ethics Board Offers advisory opinions regarding clarification and interpretation of the city code of ethics (Sec. 2.48 of the Municipal Code).

Heritage Preservation Commission

Responsible for the protection, enhancement, and perpetuation of such improvements which represent or reflect elements of the City's cultural, social, economic, political, engineering and architectural history; safeguarding the City's historic and cultural heritage, as embodied and reflected in such historic structures, sites and objects; stabilizing and improving property values; fostering civic pride in the beauty and noble accomplishments of the past; protecting and enhancing the City's attractions to residents, tourists and visitors, and serve as a support and stimulus to business and industry; strengthening the economy of the City; and promoting the use of historic structures, sites and objects for the education, pleasure and welfare of the people of the City. The present commission's authority is defined by City Ordinance 2.27(C).

International Committee

The City of La Crosse International Committee exists as an umbrella committee to advise the Mayor and City Council and to act as a resource on international matters, to advise and to recommend future Sister City relationships, and to coordinate activities among the La Crosse Sister City Committees. The Committee is responsible for keeping alive our locally rich and diverse cultural heritage, for raising awareness of international connections available in the La Crosse area, and for fostering positive relations with citizens in other countries. The Sister/Partner/Twinned Cities include Republic of Cameroon, Kumbo, West Africa; Epinal, France; Dubna, Russia; Luoyang, China; Friedberg, Germany; Forde, Norway; and Bantry, Ireland. More information...

La Crosse Area Convention and Visitors Bureau

Responsible for improving the overall image of Greater La Crosse; strengthening the spirit of the community involvement among our citizens and business community; attracting visitors and promote the holding and conducting of conventions, public gatherings and the conducting of public attractions; developing and fostering civic interest and participation in the attraction of visitors and the holding of conventions and public gatherings and the conduction of public attractions; compiling and distributing information relating to conventions, public gatherings, and visitors and public attractions; and fostering high standards in all business dealings relating to the foregoing purposes.

La Crosse Center Board The La Crosse Center Board controls the promotion, management and maintenance of the La Crosse Center and insofar as possible, to operate the same without cost to the taxpayers as per Ordinance 2.28.

La Crosse Housing Rehabilitation Committee

Has the overall responsibility for the City of La Crosse Housing Rehabilitation Program including the applications for loans and grants which program is to be administered by the City Planning Department.

Liability Claims Review Board

As the City of La Crosse is self-insured, this committee approves or denies claims against the City.

Municipal Parking Utility Board

Oversees matters relating to parking in the City of La Crosse.

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Current Committees

Name Purpose Recommendation

MTU Board

The MTU Board has powers and duties prescribed by statute relating to the acquisition, management and operation of a Transit System and has jurisdiction, powers and duties extending to any comprehensive local transportation system whether within or without the corporate limits of the City. The operation of any transit system is deemed a public utility pursuant to the provisions of the Wisconsin Constitution and the laws of the State of Wisconsin. (Municipal Code 2.18)

Neighborhood Revitalization Commission

Acts as an advisory body to the Common Council in implementing the Comprehensive Plan (Neighborhoods and Housing Element), the RENEW Plan, and Specific Neighborhood Plans as well as addressing issues common to all of the City's neighborhoods. (Municipal Code 2.24)

Redevelopment Authority Carries out blight elimination, slum clearance, and urban renewal programs and projects. (Amended Council Resolution 5/14/1991)

Room Tax Commission

Oversees the budget of the La Crosse Area Convention and Visitor Bureau, Inc. in regards to all Room Tax funds. The Commission makes its budget recommendations with respect to the proposed expenditures from the Room Tax. The Commission also reviews the annual budgets of any governmental agencies which receive room tax monies. The Commission may also make policy recommendations relative to the City's room tax, including the ordinance.

Sustainable La Crosse Commission

Regularly reviews progress of implementing City and County of La Crosse Strategic Plan for Sustainability and coordinates the review and revision of the Plan on a 2 to 5 year cycle. Makes recommendations of funding and policy; and contributes to the education, expansion, enhancement and public awareness of the Sustainability Plan. (Municipal Code 2.50)

Comml/Multi Family Design Review Committee

Ad-Hoc Consultant Meeting

The Ad-Hoc Consultant Committee is tasked with devising a request for proposal for requesting the services of a consultant to identify operational changes that would result in operational cost savings.

Ad-Hoc Single Family Conversion Committee

8.07 (4) Committee. A committee to be called the Single Family Conversion Ad Hoc Committee is hereby established and directed to commence a study of the impacts of the conversion of one family dwellings into rental dwellings within the (R-1) Single Family Residence District and Washburn Residential District on the public health, safety, and welfare, quality of life, aesthetics and tax base in light of existing regulations and to propose such amendments to this Code or other regulations that it deems necessary and advisable. Said committee shall consist of two (2) citizen members and three (3) council members to be appointed by the Mayor. The Mayor shall be an ex officio non-voting member of the Committee.

Animal Control Governing Board

The Animal Control Governing Board ensures the agreement for animal control between the City of La Crosse and the Humane Society is carried out accordingly.

Anti-Racism Task Force The mission of Anti-Racism's Task Force is to study racism as it may exist in City agencies, human services, the educational system and other work places and neighborhoods. (Council Resolution File #2004-06-024)

Ad-Hoc Bike/Ped. Advisory Committee

Fire and Police Dept. Management and Operations Commission

The Fire and Police Department Management and Operations Review Committee was created to evaluate the management and operation of the Fire and Police Departments.

Floodplain Advisory Committee

Established to implement the Comprehensive Plan affecting City Council Districts 1, 2, 3, and 4.

German International Relations Committee

Responsible for facilitating relations and exchanges between the City of La Crosse and Germany, encompassing all forms of industry, education, culture and business.

Information Technology Committee

The Information Technology Committee was formed to oversee the general direction of IT, and to provide the IT Director with help and oversight as needed.

La Crosse CVB Lease Negotiating Committee

Negotiates the lease between the City and La Crosse Area Convention and Visitor's Bureau regarding the historic building in which they currently reside.

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Current Committees

Name Purpose Recommendation La Crosse Area Development Corporation (LADCO)

Focuses on industrial economic development and serves as the initial contact for business and industry in the La Crosse Area. LADCO serves a "triad of development": the attraction of business, the retention of business and industry, and co-management of the Coulee Region Business Center.

La Crosse Industrial Park Corp Board

LIPCO's purpose is to acquire, own, sell and lease, and promote the development of industrial and commercial property in the City of La Crosse.

La Crosse-Epinal Cultural Exchange Committee

LIPCO's purpose is to acquire, own, sell and lease, and promote the development of industrial and commercial property in the City of La Crosse.

Myrick-Eco Park Board of Directors

Naval Reserve Oversight Committee

The Navy Reserve Center Memorial Oversight Committee oversees a special fund, receives donations, and considers designs and establishments of a memorial at the Navy Reserve Center. (Amended Council Resolution File #2007-06-017)

Powell-Hood Hamilton Neighborhood Association

Created to help carry out neighborhood plan

Public Safety Communications Governing Board

TIF Joint Review Board State Statues require that a City that seeks to create or amend a Tax Incremental District (TID) convene a Joint Review Board (JRB) to review the proposal

Washburn Neighborhood park Negotiating Committee

Negotiates with Franciscan Skemp and the Washburn Neighborhood Association in the creation of the Washburn Neighborhood Park.

1. Consider a City Administrator (or bring back the City Manager ref.)

2. Increase Monthly Council Meetings to 2 Per Month To Facilitate Items Being Approved in a More Timely Fashion

3. Research and Identify Committees to Sunset

• Develop a Work Team Consisting of Staff Members and Elected Officials

• Identify Committees Required by State Statue

• Identify Committees Critical to Key Competencies and Processes

• Review for oversight overlap and duplication of effort

• Identify Committees to Merge Based on Similarities

• Review Remaining Committees for Value Added Functions that Help the City Achieve Desired Goals and Objectives

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Recommendations Based On Comparables

II. TECHNOLOGIZE! Use the systems you already have to automate and reduce hardcopy

Staff Owner: IT Council Owner: TBD Council Committee:

Challenges / Issues: • City has the systems in

place, they are not consistently and uniformly utilized

Measures: TBD

II.C Accelerate Transition to GIS System

Staff Owner: Public Works, Water Utility


II.A Evaluate / Optimize Munis and Payroll Systems

Staff Owner: Finance, IT

II.B Automate Timecards and Reporting

Staff Owner: Finance, IT

Strategic Goal

II.D Better Utilize SharePoint

Staff Owner: All Dept, IT

II.E Better Utilize City Website

Staff Owner: IT,

II.F Leverage Legistar Staff Owner: Administration

USE “REPORT A CONCERN” FUNCTION AS A WORK ORDER REQUEST SYSTEM FOR EVERY DEPARTMENT

Too busy - Clean it up and simplify Get ALL forms on-line

Great system, once committee structure is revised, move ALL committees to system

CREATE WORK ORDER REQUEST SYSTEM FOR EVERY DEPARTMENT Not being used consistently across departments Only using about 20% of it’s capability

Accelerate transitioning of ALL data on-line

Research Staff card system System must have ability to charge / bill to different jobs and

departments

FOR GOD SAKES, P-CARDS* Wisconsin Association for Public Procurement

Payroll was the number one issue stated by Department Heads Eliminate duplicate entry

P2K / Munis Bridge to Telestaff (Scheduling) Multiple people entering payroll

Provide visible access to ALL funds (not hardcopy) Eliminate hardcopy check stubs Make check stubs easier to read Part of a union agreement to look at the system

II.H Reduce Hardcopy! Staff Owner: Each Department, IT

Every department gets forms and work requests on-line Eliminate hardcopy pay stubs Each department reviews and tries to eliminate hardcopy files

II.G Invest in Staff Technology Training

Staff Owner: HR, IT

Train staff in Microsoft products Train all key personnel in GIS

II.I Build IT Redundancy for Disaster Recovery

Staff Owner: HR, IT

Several single points of failure Set-up and utilize a disaster site (in process)


None Vision None










March, 2014

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• No visibility • To other departments • Status • Joint Prioritization

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Department Project List

Using SharePoint to Track Work Requests

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Export to Excel

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Export to Excel

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Documenting Core Processes in SharePoint Recruiting Process

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Document Core Processes in SharePoint Recruiting Process

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Strategic Plan Tracking

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1. Leadership • IT Manager is well respected by staff and colleagues

• IT Manager is extremely knowledgeable in technology and solutions

• Team works great as a unit

• Every team member takes/has ownership

2. Workload and Team Capacity • Team manages over 400 desktops, dozens of servers, dozens of locations and dozens of

applications

• Incredible amount of work is done by this small and efficient team

• Typically we see 2x or more this size team for this size organization

3. Team Summation • Great leadership and team buy in

• Under staffed (we understand additional staff has been approved) smartly done.

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Technology Assessment – Executive Summary

4. Disaster Recovery/Failover/Redundancy • This is the biggest area of concern

• Disaster recovery and planning is vital to data safety and uptime (vital services, Police)

• We understand some funds have been allocated to this area - more funds still need to be allocated

• Several single points of failure

• This is not a design flaw, it is a lack of funding

• See next slide for points of failure, the red circle shows two single points of failure

• Only one internet provider

• Only one router handling all inbound/outbound internet traffic

• If one or both of these points fail, all locations are down

• Have had an outage of approximately 4 hours (users felt outage was handled well)

• “The investigative bureau was unable to complete report dictations, assign or look up cases” “Payroll Processing was delayed” “email did not work” “unable to do reports”

• Set-up and utilize a disaster site (in process)

• Should be in different zip code (typical at least 90 miles), not on the river

• Funds major hurdle

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4. Disaster Recovery/Failover/Redundancy

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5. IT Department Name Door Badge and Security • Consider name change

• Must remove or change door badge (name) so people stop using the IT dept as a resource to find city resources (saw this first hand), disruptive and creates security risk/breach issues

6. Desktop Policies • Team wishes to provide higher levels of security and system safety

• Industry standards should be implemented and observed

• Systems should be locked down more to help prevent data loss, security breach illegal software licensing, personal use on city time

• IT is meeting resistance to changes and need top down buy in to start identifying and implementing these standards

• Team recently (at Acuity’s recommendation) sent out a fake spam email to approximately 400 users. To date over 150 users have clicked through, proving the very real need for more strict desktop policies

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7. Budgeting Issues • IT department struggles with immediate or urgent procurement of hardware/software because of the

amount of time it takes for resolutions to be approved

• We found that the department struggles and gambles on making purchases needed to replace failed hardware or other items that can’t wait for the resolution process

• IT has no P-Card, this prohibits them approximately 5 times a year from getting the goods they need when they need them

• We recommend working on a way to streamline the hardware and services needed

• There are areas that some costs savings could be observed with the ability of the staff to do more research and due diligence

• We found areas where more funds should be allocated

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8. Helpdesk Process and Support • No clearly defined IT helpdesk/support process

• End users tend to “call down the line” one IT staff, then the next and so on

• Valuable time and energy is wasted when helpdesk support is random and unorganized

• Everyone’s issue is an urgent issue within current process

• Issues need to be recorded, coded and tracked based on level of urgency and addressed accordingly based on “possibly” SLA’s

• Need buy in of end users to accept and adhere to processes needed

• Need top down buy in and support to implement helpdesk processes

• Processes and tools are needed to streamline

• Deliverables

• IT tracking of common issues

• Identify trends

• Deliver based on metrics

• Identify areas that require more support for better service standards

• Preemptively address issues

• Streamline support and tracking in the event or staff turnover/vacations etc. (next person up)

• Reduce wasted IT staff time due to constant interruptions and lack of end user processes

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Staff Owner: IT Council Owner: TBD Council Committee: Issues / Challenges • “I want a high

performing, highly engaged workforce.”

• “Where do my tax dollars go?”

Measures: $ of Cost Savings from

Improvement Projects $ Rewards and Recognitions Training Hours per Employee

vs Total Dollars Spent for Training

Employee Satisfaction Process time savings Citizen satisfaction


III.A1 Develop Our Leaders, Staff, and Council

Staff Owner: Human Resources

III.A3 Improve our Employee engagement

Staff Owner(s): Human Res.

Create LEAN Teams are staffed with frontline employees

Increase training opportunities & flexible options

Strategic Goal

IIIA. ENGAGE AND DEVELOP OUR PEOPLE

Staff Owner: HR

III.A2 Develop a culture of change and acceptance


III.A4 Improve our Employee recognition

Staff Owner(s): Human Res.

Investigate pay for performance system Train leadership in how to recognize staff

performance

Employee input in operations Formalize our change management

methods

Develop and deliver Leadership program Improve Council on-boarding and training Train staff in best practices in technology Train staff on how to identify “waste” Train leaders on how to develop and

manage to measures Implement a leadership development

program for dept. heads/ supervisors to facilitate improved decision making, strategic planning, change management, and employee engagement

Read Baldridge Applications of Coral Spring and Irving Texas

Develop partnerships with local businesses

III.C1 Develop Department Internal / External Key Performance Indicators (KPI’s )


III.C3 Develop Council “Scorecard”

Staff Owner: Kristen, Senior Management Analyst

Increase informed decision making by developing a Council Scorecard

Redevelop Dashboard and post/update on internet regularly to communicate how/what we are doing. (develop goal measurements tool for dept. heads)

IIIB. DEVELOP TOOLS TO MEASURE SUCCESS

Staff Owner: Administration

III.C2 Develop Standard Service Levels


Develop “Work Order Request” tracking system in each department

Segment work by level of difficulty Establish service standards by type

Establish a metrics team to develop organization metrics

Identify and Segment Dept. Customers Identify Customer Needs Create Customer Focused Measures Identify In-Process Measures Prioritize and Develop Measurement Plan Develop Dept. Scorecard / Dashboard


None Vision None










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43


Issues / Challenges • “I want a high






Employee Satisfaction (Anonymous)

Process time savings Citizen satisfaction

Objectives - WHAT Strategies / Tactics - HOW Strategic Goal

III.C1 Develop a “LEAN AND CLEAN” Culture

Staff Owner: TBD

IIIC. IMPROVE AND STREAMLINE OUR PROCESSES

while maintaining

quality Improve service

delivery and the responsible use of tax dollars by making city government more efficient and affordable through streamlined processes and elimination of waste

Staff Owner: TBD

DEVELOP A CITY LEAN SYSTEM Develop a strategic continuous improvement

concept/vision and structure; plan to align resources Engage stakeholders to continuous improvement

vision Require each department to select one LEAN project Require ALL departments to make all forms and

applications on-line Adopt a formal process improvement methodology

that all teams will adhere to ( DMAIC) Identify an ongoing project hopper to evaluate

projects Develop a one page charter for projects Develop LEAN Project SharePoint site so project

tracking can be more visible to all New Hires preference for process improvement

experience

CLEAN – 5S Month 1 - 5S Training & Planning Month 2 - 5S Month


None Vision None










March, 2014

44

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What is 5S?

5S = Workplace Organization

• Sort

• Set In Order

• Shine

• Standardize

• Sustain

- Remove unneeded items

- Arrange for ease of use

- Cleanliness

- Establish procedures

- Maintain procedures

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1. Electronic vs. paper forms prevent overproduction

2. Removing unneeded items from the workplace inventory

3. Clearing obstructions pathways reduces transportation time

4. Placing items in accessible locations eliminates excess motion for retrieval and storage

5. Cleaner equipment have fewer breakdowns, reducing waiting time for repairs

6. Standardized work ensure no excess effort due to over-processing

7. Out-of-spec conditions are more visible, leading to less rejects

5S Eliminate Waste (aka: Muda)

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While Touring We Saw Some Opportunities

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50

As Well as Some Areas With Some Organization

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52

But What if You Could Get to This????

53

Or This?????

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5S Isn’t Just For Your Machine Shop

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Your Chemical Cabinet Could Use Some 5S Too

Your chemical cabinet today What it could be

• Keeps the items you use more frequently near you

• Allows you to know quickly if you have the items you need and if they

are in good shape or need repair/replacement

• Safety – reduced trips/falls

• Training – easy to find what you need when you need it

• Supplies and equipment are available for immediate use

• Helps to prevent mistakes

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5S Helps With:

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With 5S You Can Quickly Tell if Something is Out of Place

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Your ladder is leaned up

against a wall and could

potentially fall

This ladder is on a rack and

everyone knows its location


Issues / Challenges • “I want a high






Employee Satisfaction (Anonymous)

Process time savings Citizen satisfaction


III.C1 Develop a “LEAN AND CLEAN” Culture

Staff Owner: TBD

IIIC. IMPROVE AND STREAMLINE OUR PROCESSES

while maintaining

quality Improve service

delivery and the responsible use of tax dollars by making city government more efficient and affordable through streamlined processes and elimination of waste

Staff Owner: TBD

DEVELOP A CITY LEAN SYSTEM Develop a strategic continuous improvement

concept/vision and structure; plan to align resources Engage stakeholders to continuous improvement

vision Require each department to select one LEAN project Require ALL departments to make all forms and

applications on-line Adopt a formal process improvement methodology

that all teams will adhere to ( DMAIC) Identify an ongoing project hopper to evaluate

projects Develop a one page charter for projects Develop LEAN Project SharePoint site so project

tracking can be more visible to all New Hires preference for process improvement

experience

III.C2 Identify and Execute LEAN Projects

Staff Owner: TBD

PROJECTS FINANCE! P-CARD / CREDIT CARDS

Wisconsin Association for Public Procurement

STREAMLINE PAYROLL PROCESS Streamline Releasing of Funds Centralized Purchasing

HUMAN RESOURCES STREAMLINE HIRING PROCESS

4-6 Months to fill positions Time Tracking and Scheduling

PLANNING STREAMLINE INSPECTIONS PROCESS STRENGTHEN AND STREAMLINE ENFORCEMENT

PROCESS STREAMLINE SITE PLANNING REVIEW

Run Around - “I can’t answer, you’ll have to go to…”

“2 Months if you’re lucky…” ALIGN ALL DEPT AND RESOUCES ON NEIGHBORHOOD

REVITALIZATION (Planning, Inspection, Enforcement, Police, Fire, Judicial, Assessment, etc.)

JOINT PLANNING FOR STREETS, WATER UTILITY, ENGINEERING

CLEAN – 5S Month 1 - 5S Training & Planning Month 2 - 5S Month


None Vision None










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Track, Update, and Provide Status

p r o c e s s i m p r o v e m e n t m e t h o d o l o g y

Measure

2 Analyze

3 Improve

4 Control

5 Improvement

Project Implemented

Define

1

2.0 MEASURE How big is the

current problem? How often, when,

how many, etc?

0.0 ORGANIZE TEAM What’s the high-level

problem, goals, and objectives? Who’s should be on the

team? Meeting Logistics

3.0 ANALYZE Why is the problem

happening? How do you know?

4.0 IMPROVE Develop Solutions Redesign Process Develop

Recommendations Approval Implement

Organize Team 0

Proposed Project

1.0 DEFINE Who’s the customer? What do they need? What’s the problem?

5.0 CONTROL How will you make

sure it will stick?

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Process Improvement


IV. CREATE A MORE “CUSTOMER- CENTRIC”

CITY HALL

TBD Customer Need: • “Where do I go to…” • “Finding ways to improve

communication between employees and the public ”

• “Create transparency for the public and its employees”

Measures:

Citizen satisfaction Employee productivity Employee moral Public interest, satisfaction Website hits

IV.A Create a One-Stop–Shop for Common City Functions & Questions

Create a City Hall Service Center on First Floor of City Hall Identify the top 10 reasons people come to City Hall Staff it with your most-friendly people Cross-train

IV.B Improve Our Communication and Response to Our Residents (show more transparency)

IV.C Increase Public Awareness of City Services and Value

IV.E Develop partnerships with Local business

IV.D Improve Public Relations Communications to both public and employees

Develop a plan for improving the City website Identify new resources/options Better communication with the public regarding upcoming and on

going projects Develop 3-5 year milestone: Performance Measurements Develop On-line Dash Board

Long Term Financial Planning Continue to improve the budget planning process including

Capital Project process

See high-performance work places Potential help with training and facilitators TRANE Gunderson Medical

Advertise the services available to county residents more effectively

Communications Updates Department to department


None Vision None










March, 2014

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No Activity Who By When

1

City Council Committee On The Whole Special Meeting Goal IA: Streamline Council, Committees and Meeting Structure May want to consider closed session Decide about Council size Decide approach to re-aligning Committee Structure Decide about meeting structure

City Council Committee On The Whole

End of May, 2014

2

City Council Personnel and Finance Special Meeting Goal IB: Improve Department Reporting & Structure Closed session Decide about Department Reporting Structure Decide about elected positions

City Council Personnel and Finance

End of July, 2014

3

Form the Finance Project Team Form P-Card Sub-Team

Contact Wisconsin Association for Public Procurement and Implement a P-Card Program

Form Payroll Process Team Look at Time Tracking and Scheduling Look at Payroll and payment process (eliminate hardcopy paystubs)

Finance End of July, 2014*

4 Align Resources and Team Around Neighborhood Revitalization

Make sure everyone is on same page to approach, roles, responsibilities, and action itmes

Planning? End of June, 2014

5 Form Enforcement / Inspection Team

Align with Neighborhood Revitalization Improve enforcements and inspections

Inspection End of July, 2014

6 Form HR Hiring Process Team

Reduce time it takes to fill positions HR End of August, 2014

Recommended Next Steps in Next 120 Days

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• What questions do you have?

Questions

3/17/2014

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What did you like, dislike, or learn today?

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Meeting Wrap-up

City of La Crosse Organizational Assessment

Documents

Transcript of City of La Crosse Organizational Assessment