The vendor is required to provide that professional consulting services to develop comprehensive organizational design alternatives.
- Organizational restructuring was also intended to support coordination and alignment by grouping staff with similar functions and reducing the number of direct reports to the executive director.
- Assess current organizational capabilities, structure, decision-making and collaborative processes, metrics/rewards, and people practices. the assessment must be sufficient to support recommendations on organizational design.
- The district’s obligations as a state wastewater utility as they relate to organizational design. include legal, regulatory, technical, community, and other obligations. the summary must be sufficient to support recommendations on organizational design.
- Gather and organize information from representative individuals or groups of district leadership and staff as well as other stakeholders as needed to make recommendations.
- Maintain regular and clear communications with the project manager. provide information for use in updating leadership, staff, and stakeholders on project progress. include relevant change management steps.
- Develop multiple (at least 3) organizational design alternatives.
- Provide detailed analysis of potential implementation approaches. in particular, analyze dimensions relevant for decision making by the executive director, including effort and cost of implementation, value delivery, and other factors as appropriate.
- The executive director either immediately or with further planning. recommendations should include budgetary impacts including position counts and estimated costs.
- Organizational design toolkit (or comparable) including structure, processes, metrics/rewards, and people practices to support district effectiveness.
- Address organizational design factors that affect equity and inclusion.
- Recommend success metrics and monitoring for evaluating whether implemented organizational design interventions are achieving intended results over time.
- Diagnostic assessment
• Comprehensive diagnostic assessment report
• Comprehensive stakeholder engagement (including interviews and/or focus groups).
• Current-state organizational diagnostic assessment including:
1. Organizational structure mapping;
2. Decision-making process evaluation;
3. Cross-functional workflow analysis; and
4. Management spans and layers assessment.
• Capability gap and root cause analysis.
• Identification of critical organizational challenges and opportunities
- Design alternative development: detailed design alternatives report
• develop a minimum of three distinct organizational design alternatives that include:
1. Alignment with obligations as a utility, commission policy, and executive-level strategic objectives;
2. Detailed organizational structure blueprint;
3. Proposed reporting relationships and configuration of spans and layers;
4. Critical points of collaboration and integration across functions; and
5. Decision-making and governance frameworks and forums.
• Preliminary implementation strategies for each alternative including:
1. Risk assessment for each proposed organizational model;
2. Race and gender equity impacts and implications;
3. Change management implications and recommendations;
4. Resource and capability requirements;
5. Financial and operational impact analysis; and
6. Potential phasing and transition approaches.
• Comparative analysis of design alternatives.
• Recommended success metrics and monitoring approach for evaluating whether implemented organizational design interventions are achieving intended results over time.