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City of Pleasanton, CA <br />Proposal to Conduct a Citywide Organizational Assessment <br />Section B—Citygate Approach, Scope, and Timelines Page 3 <br />¨ Recommend practical and achievable solutions that: <br />Ø Clarify roles, responsibilities, and authority of staff <br />Ø Eliminate duplication and overlap of responsibilities within each <br />department and between other City departments <br />Ø Improve the delivery time and quality of services provided by each <br />department <br />Ø Improve communications within and between departments <br />Ø Improve communications with customers and stakeholders <br />Ø Identify opportunities for new technology that would reduce resource <br />demands <br />Ø Evaluate future service demands and evaluate staffing levels, funding, and <br />revenue sources to meet that demand <br />Ø Outline a variety of cost reduction strategies within both present and future <br />scenarios to align service delivery goals with available resources. <br />Specific departmental priorities will be addressed for Development Services, Public Works, and <br />Police as follows, with specific areas of emphasis for other departments determined in conjunction <br />with the City throughout the course of the study. <br />¨ Development Services (Community & Economic Development, Business License, <br />Engineering): <br />Ø Timeliness and efficiency of permit processing <br />Ø Technology system evaluation (permit tracking, online portals) <br />Ø Customer service standards and performance metrics <br />Ø Business license renewal and compliance efficiency (contract vs. in-house) <br />¨ Public Works <br />Ø Vacant position recruitment strategy <br />Ø Water/sewer operations analysis <br />Ø Contract vs. in-house service delivery <br />¨ Police <br />Ø Staffing deployment and patrol coverage analysis <br />Page 182 of 323