Human Resources Strategic Plan Services

The Vendor is required to provide objectively evaluate its current HR operating model and develop a forward-looking human resources strategic plan.
- This engagement is to identify viable future-state options for HR service delivery and organizational structure, assess associated benefits and tradeoffs, and recommend a preferred path forward that best supports the City operational needs, governance expectations, and long-term workforce strategy.
- This effort, supported by the Office of Performance and Data Analytics and reported to City Council, introduced a tiered service delivery model that differentiated departments based on workforce size and HR service volume. Under this framework, larger departments with high-volume HR needs ("Tier 1'J retained embedded HR support with changes to reporting structure, while smaller departments ("Tier 2') were intended to receive HR services through a more fully centralized model.
- Current-State Assessment
• Evaluate the existing HR operating model, including centralized and non-centralized service delivery structures.
• Assess organizational alignment, reporting relationships, leadership roles, and span of control.
• Identify strengths, challenges, risks, and gaps related to standardization, oversight, service consistency, and capacity.
- Stakeholder Engagement
• Engage key stakeholders to inform the assessment and future-state analysis, including:
• Department of Human Resources leadership
• HR supervisors and staff currently centralized on the Department's table of organization
• Leadership of departments receiving centralized or embedded HR services
• Utilize interviews, focus groups, facilitated discussions, or surveys, as appropriate.
• Synthesize stakeholder input into findings and analysis.
- Strategic Analysis and Benchmarking
• Analyze leadership span of control and organizational structure using public-sector HR best practices and comparable models.
• Assess alignment between the Department's current mission, guiding principles, and actual service delivery responsibilities.
• Identify structural and operational approaches that improve consistency, oversight, and effectiveness while remaining within existing civil service rules, labor agreements, and City policies.
- Future-State Options Development
• Develop multiple viable future-state HR operating model options, which may include centralized, decentralized with governance, and hybrid approaches.
• For each option, describe:
o Service delivery model and organizational structure
o Leadership roles and span of control considerations
o High-level staffing implications
o Benefits, risks, and tradeoffs
o Incremental versus transformational change considerations