The firm was engaged to complete an organizational review of the City of Willmar operations andto provide information necessary for the City staff and City Council to make decisions on thefuture of the organization. The City is at a crossroads in setting service expectations, staffinglevels, and overall direction of the community. Some of the concerns prompting the need for thestudy included:
As people were leaving, the City was reconsidering the need for thepositions and began holding the positions open indefinitely.
City leaders are considering outsourcing severalservices to private companies or to other government organizations.
Concerns were being expressed about the impact of decisionsand comments on the overall psyche of the organization.
Approach and Scope of Work
The organization assessment scope included a broad range of areas, structures, and dynamics tostudy. The areas of review included:
Review existing organization structure and identify any gaps and/or duplication of services, as well as efficiencies to be gained
Propose options for a new organizational structure and recommendations on staffinglevels, workload and span of control
Assess the workplace culture including involving employee feedback
Observe and identify opportunities for intergovernmental cooperation
Develop a succession review based on length of service of employees with the intent toidentify a development of a succession plan for the future
Make recommendations on the current business practices and processes in place.
Assess the City’s customer service with the intent of soliciting feedback from a range of
Assistance with implementation of the approved plan (helping to increase capacity in keystakeholders)
Assumptions based on Contracted Approach
Fundamental to the success of any organization change is support from the board andManagement. It is anticipated that the City Council will support the process and give theCity Administrator every opportunity to explore options that may be in the best interestsof the City.2.
As in any study that requires a characterization of the current state of an organization’s
service levels and structure, there will have to be significant involvement of the City Staff.3.
In addition to the involvement in confirming the current state information, the keystakeholders will be involved in meetings or focus groups to determine the ideal statemodel identification process. This is to ensure that the ideal model can be achieved givenany constraints on resources and budget while aligning with the Mission, Vision, andStrategic Plan.
Best practices in the industry suggest that “learning and change cannot be
imposed on people. Their involvement and participation is needed in diagnosingwhat is going on, in figuring out what to do, and in actually bringing about
learning and change”
(Schein, 2004, p. 418).