This report was prepared to evaluate the performance of the Bainbridge Island Finance and Administrative Services Department and recommend strategies for improving performance. The performance review was designed to determine what performance measures/expectations were in place for the Finance Department, what understandings employees had of these expectations, what measurements were available to compare actual performance against pre-agreed goals, what can be done to make expectations clearer, what can be done to make meeting expectations more likely and how Bainbridge Island compares to other comparable or best practice cities.
This report was prepared in response to the Eugene City Council's request for a review of the Road Fund to find opportunities for improved efficiency. The investigation was a management level analysis of the various functions based on interviews with key employees, review of budgets and reports and comparisons with other comparable cities. Areas of potential improvements were identified for further staff review. The analysis evaluates opportunities to improve efficiency and effectiveness in providing services that include administration, general street maintenance, street trees, street lighting, signals, striping, sidewalks, etc. In addition, the report covers potential methods of achieving greater economy such as contracting for services.
The study is organized into the following three areas: CIP development refers to the planning and needs analysis that generates a list of potential improvement projects that are prioritized and then selected for inclusion in the City's CIP. CIP program delivery and project management is the process through which the projects specified in the CIP are designed and constructed. CIP program monitoring and reporting are tools used by SeaTran for both internal and external communication. JOMC's portion of the report consisted of conducting a Best Management Practices Assessment by surveying cities and counties with Capital Improvement Programs recognized as superior and recommending reporting metrics relevant to Seattle's situation.
This report was a review staffing levels and adequacy of employee position descriptions
and organization and included an analysis of workload distribution through 2011
and an analysis of contracted versus in-house services. The report also included
a general organizational effectiveness with recommendations for improvements.
This work involved confidential interviews with crew members to determine the
causes and cures for internal disputes.