ESTABLISHING GUIDELINES FOR STAFFING LEVELS
We benchmarked service levels and staffing requirements for a fiscally distressed midsize Midwestern county. This created a total of $3 million in spending reductions, which allowed the county to repay loans due in the fiscal year and remain fiscally sustainable based on forecasted tax revenues.
PLANNING DEPARTMENT MERGERS
A medium-sized Midwestern county approaching build-out questioned the need for its Planning & Development department to remain as a stand-alone unit. We assessed the efficiency of the department’s operations and developed a plan to merge it into the Department of Public Works.
A large Southern city had us test the ability of different units to share staff, coordinate on-call intake and dispatch and reduce the number of inspectors without reducing the number of inspections done. The savings amounted to approximately 15 percent of the citywide inspection cost.
CREATING A STAFF-SHARING PLAN
Three county departments involved sequentially in the property tax process staffed for their peaks. We assessed the ability of each to share staff, finding sufficient personnel to meet the needs of all without the requested budget increases.
PLANNING A CITY/COUNTY HEALTH MERGER
We helped a city and county create a conceptual plan for merging their two health departments, including billing rates for fees of the new entity. We also created a space management plan, which allowed separation of units requiring HIPAA-related privacy, while placing interacting units in the same location.
DEVELOPING OVERHEAD STAFFING & COST STANDARDS
A large Western county needed to reduce its budget with minimal impact on direct citizen service. By defining categories of overhead, measuring the staffing and spending levels of each department, and assessing similar efforts in a group of peer counties, we identified tens of millions of dollars of spending that could be trimmed without reducing citizen service.
STREAMLINING BUILDING PERMITS
A large Southern city had us streamline the process for several complex types of building permits by analyzing and developing better methods of coordination between the departments involved in these permits.
STREAMLINING DOCUMENT RECORDING
The Recorder of Deeds for a medium-sized Midwestern county requested a staffing increase. However, in analyzing the situation, we noted that service times were climbing despite declining workload. Using the tools of Business Process Reengineering, we identified the bottlenecks caused by uneven staff productivity and an office layout that impeded document flow. This mitigated the county’s need for additional spending.