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Internal Consulting Services Projects
Process Improvement Studies
Customizied Studies
Fee Studies
Process Improvement Training - Customized
Performance Measurement Coaching
FAQs
Process Improvement Studies
Animal Care: Warning & Citation Process, FY2004
Mapped and analyzed the processes for issuing written warnings and citations and identified opportunities to decrease processing time and cost by 19% for the written warnings process and 22% for the citation process. The improvement opportunities will also enable the Division to increase the number of valid warnings issued by at least 15%.
Building Code Services: Filing Complaints against Licensed and Unlicensed Contractors, FY2004
Mapped and analyzed the process for filing complaint against licensed and unlicensed contractors and identified opportunities to reduce processing times for the licensed contract process by 74% and for the unlicensed contractor process by 71%.
Building Code Services: Permitting Counter Analysis, FY2004
Analyzed the permit counter operations of Building Code Services and identified opportunities to dramatically reduce the 40-minute wait/service time for permit pick-up customers.
Children’s Services: Background Screening & Fingerprinting Process, FY2004
Mapped and analyzed the process for background screening and fingerprinting of workers and operators of child care facilities and homes. Identified opportunities to reallocate work and better balance the capacity of staff and fingerprinting equipment.
Children's Services: Licensing and Provisional Licensing, FY2006
As of October 1, 2006, the Child Care Licensing and Enforcement Section was required by the state to begin issuing a provisional license if a home or facility was out of compliance when its current license expired. Since this would add work for the licensing staff, the objective of the project was to streamline the existing process and maximize the likelihood of compliance prior to license expiration. With a team of division managers and staff, consultants identified a wide range of improvements that were implemented as the study progressed to ensure that the division could meet the new requirements by the deadline.
County Administration: "Filling Vacancies Faster," FY2007
This study was initiated by County Administration to aid in addressing concerns that surfaced in the Employee Survey administered in FY2006 on behalf of the Management and Efficiency Study Committee. Internal Consultants facilitated input from agency representatives (users) and Human Resources staff, assembled baseline data for the entire process from creation to filling of a vacancy, and led a project team in identifying and analyzing the major factors that contribute to process cycle time and the highest impact solutions that would aid in reducing cycle time.
Housing: First-time Homebuyer Assistance, FY2002
Mapped and analyzed the process for the first-time homebuyer assistance process and identified opportunities for a potential 2.1% task time reduction per application and 6% staff time reduction per year.
Housing: RFP Process & Documents, FY2005
Mapped and analyzed the RFP process that is used to allocate funds for housing and community development projects. Key improvements were developed such as the creation of a "universal" application for information needed by all programs, advertising for SHIP funds in advance of their receipt and the revision of the rating instrument to utilize among others.
Housing: Single Family Rehab Process Improvement, FY2006
Following the merger of the Community Development Division and Office of Housing Finance, the processes for the SHIP, HOME and CDBG programs were mapped and analyzed to identify similarities, differences and processing times. Recommendations were developed to integrate and streamline the processes, create a single intake process, and provide a smooth connection from intake to the processes that provide programmatic assistance. Initial improvements shortened the bid process by 1-2 weeks, the contractor payment process by 2-3 weeks, the loan approval process by 2-3 weeks, and outsourced $1.1 million in CDBG funds for minor rehab work for an estimated savings of 2-4 weeks per case
Medical Examiner: Toxicology Operations, FY2003
Mapped and analyzed the toxicology and DUI testing processes and identified opportunities for a potential staff capacity increase of 1600 hours and labor savings of $55,000.
Planning Council: Land Use Amendment Process, FY2005
Mapped and analyzed the amendment process and identified opportunities to reduce the cycle time required for amendments. Opportunities were identified to eliminate nearly 2 weeks worth of staff time for the process.
Permitting: Permitting and Licensing Integration Project (PLIP), FY2001
Mapped and analyzed 29 different county permitting and licensing processes. Identified opportunities to realize staff capacity savings of 42,699 hours by co-locating all licensing and permitting functions at a single location.
Public Works: Space Planning, FY2004
Mapped and analyzed the process for planning, leasing, and acquiring county space, and identified opportunities to enhance understanding of the process and improve communication between service agencies and process customers.
Purchasing: Surplus Warehouse Space Analysis, FY2006
Developed and analyzed 7 scenarios for reducing surplus warehouse costs and space requirements to free up space for additional county records storage. Scenarios ranged from modifications of current operations to complete outsourcing of the surplus operation. The analysis indicated that current cost per dollar of on-site revenue could be reduced with an outsourced operation and could turn the annual cost into a net revenue of $115,000.
Purchasing: Process Improvement Team, FY2006
Led a Quality Improvement Team of purchasing agents to identify quick-wins and other improvements that would allow them to work faster and smarter. The top three quick-wins were to post quotation requests and tabulations to the web for downloading; develop templates for bids and award documents; and require complete information before accepting requisitions for processing. A longer-term goal was to formalize a training program for new hires and for staff development.
Risk Management: Certificate Tracking Process Improvement
With a team of Risk Management managers and staff and representatives of major user/client agencies, mapped and analyzed current workflow for establishing contract insurance requirements and tracking insurance certificates. The team identified key opportunities for improvement and implemented several quick-win improvements during the period of the study.
Small Business: SDBE Process Improvement, FY2002
Mapped and analyzed the goal setting and responsibility evaluation processes of the County's Small Disadvantaged Business Enterprise (SDBE) program. These are sub-processes of the county's various purchasing processes. Opportunities were identified to reduce cycle times for the goal setting and responsibility evaluation processes by over 50%.
Veterans Services: Veteran's Benefit Award Process, FY2003
Mapped and analyzed the process for working with veterans to determine the benefits for which they were eligible and to prepare claim packages. In FY2003, only 20% of submitted claims were approved by the Veteran's Administration without appeals. Streamlining improvements were implemented by the division, and by the end of FY2005, 82% of claims were approved without appeal, and rework valued at $192,669 has been eliminated annually from the entire process.
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Customized Studies
Aviation and Building Code Services: Partnering Project for Consolidated Rental Car Facility, FY2002
The consulting team facilitated development of a highly successful partnership and agreement among regulatory agencies and the Ft. Lauderdale/Hollywood International Airport to govern design, permitting, construction and inspection of the unique Consolidated Rental Car Facility. The partnership and agreement were developed among Building Code Services, the Fire Marshal's Office, and the Airport and its Program Manager during the planning stages of the project in order to avoid or minimize conflicts and delays that had characterized prior projects. The partnership was enthusiastically embraced by the agency partners and project contractors and contributed to project completion in FY 2005 ahead of schedule and under budget.
Housing: Affordable Housing Strategic Visioning, FY2005
Internal Consultants facilitated the County Administrator, Housing Director and 10 senior managers in 4 intense ½-day sessions to develop strategies for providing affordable housing. Outputs of the sessions included identification of approaches and trends that are new, emerging, established and disappearing; a shared vision for affordable housing in the county; detailed strategies for achieving the vision; and an assessment of factors that support or work against achieving the vision.
Mass Transit: Call Center Analysis, FY2006
Analyzed operation and performance of the Mass Transit Customer Service Center to determine whether or not the division would be better served by a separate paratransit call center. The consultants recommended cross-training transit operations agents, reallocating staff to take calls for both fixed route and paratransit clients, and filling new or vacant positions with part time agents to increase flexibility to meet peak hour needs. Recommendations were estimated to reduce the average wait time for paratransit callers by 57% with a negligible impact on fixed route callers.
Port Everglades: Port Harbormaster Process Mapping & Analysis for new software solicitation, FY2004
Mapped and analyzed the process for tracking and billing for vessel use at Port Everglades. The process map was used to clarify for potential vendors the performance requirements of new software, especially the tracking requirements associated with the new incentive-based tariff.
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Fee Studies
Development Management: Fee Update, FY2007
Performed a comprehensive analysis of the revenues for the Development Management Division to recommend adjustments to reach full cost recovery. The primary sources of revenue studied were the environmental review fee, plat review fee, and delegation requests.
Print Shop: Convert Hourly Fees to Service Categories, FY2003 & 2004
Analyzed Print Shop operations to allocate all costs to the services provided. Developed a service-based fee structure to replace the hourly rate structure and to ensure sufficient revenue to cover the cost of operation while maintaining a balance for future equipment purchases
Planning Council: Platting Interpretation Review Fees, FY2002
Reviewed and validated a proposed fee to be charged for issuance of a written statement from the Planning Council staff regarding whether a proposed development on a specified parcel of land would require platting per requirements the Broward County Land Use Plan.
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Process Improvement Training - Customized
Revenue Collection: Process Improvement Training & Results Reporting, FY2003
Provided customized Process Improvement training for Revenue Collection managers and supervisors that resulted in 9 division processes being mapped and analyzed in a 3-week period. Within 4 months, staff from the first class accomplished an overall 20% reduction in the number of process tasks, and task time for 3 of the processes was reduced by more than 25%.
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Performance Measurement Coaching
Transportation Planning: FY2003
With a staff team, completely redesigned mission, goals, objectives and performance measures to better meet division needs.
Traffic Engineering: FY2004
Coached Traffic Engineering managers and supervisors in developing more meaningful measures consistent with the county's performance measurement reporting program.
Planning Services: FY2005
With a staff team, redefined the division mission, and developed a set of goals, objectives and performance measures for consideration by management.
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FAQs
Who can request services?
Any county manager or supervisor can request internal consulting services.
How do you request services?
Contact JoAnne Greiser, Internal Consulting Manager, at 954-357-6355 or via
e-mail jgreiser@broward.org
Is there any charge?
There is no charge for Internal Consulting Services to the agencies.
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