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Qualifications Overview to Conduct a Public Works Assessment EVERETT, WASHINGTON <br /> 3 Proposed Task Plan <br /> In this section the project team provides a description of the approaches that would be <br /> utilized and the tasks completed in completed an evaluation of the outlined scope of work <br /> for the Public Works Department evaluation. We would anticipate scheduling periodic <br /> steering committee meetings to review the interim deliverables developed at the <br /> conclusion of each task and to discuss overall project status and progress. These <br /> steering committee meetings usually occur at least monthly. <br /> Develop an Understanding of Current Public Works Issues and <br /> Develop a Detailed Profile of Existing Operations. <br /> To evaluate the organization and operations of Public Works services in Everett, we need <br /> to develop an understanding of the key issues impacting and shaping service <br /> requirements today. To develop this perspective, we will conduct interviews with the, <br /> Mayor, the Director of Public Works as well as the Managers in each of the divisions in <br /> the Department, and selected line staff members. If desired, we would conduct project <br /> initiation meetings with all employees in a group setting to describe the project, the project <br /> scope and schedule and answer questions. Interviews would also be conducted with <br /> stakeholders of the Public Works operations including both internal and external <br /> stakeholders — as identified by the City. <br /> Our interviews will focus on exploring issues and attitudes in the following areas: <br /> • Adequacy of service levels, and perceived gaps in existing levels of service. <br /> • Organizational changes which have been made in the past several years and <br /> perceptions of the impacts of these changes; <br /> • Staffing changes in the past several years due to the economic environment or <br /> other causes; <br /> • Goals and objectives with regard to the delivery of services in the City and in each <br /> of the public works functions; <br /> • Current and historical strategic planning initiatives and the results achieved <br /> through them; <br /> • Adequacy of management systems and technology, and the extent to which the <br /> managers in the Department utilize this information to make meaningful <br /> managerial, operational, scheduling and staff allocation decisions; <br /> Matrix Consulting Group Page 16 <br />