CITY COUNCIL MEETING AGENDA PACKET

City of Pleasanton, CA Proposal to Conduct a Citywide Organizational Assessment Section B—Citygate Approach, Scope, and Timelines Page 9 B.5 WORK PLAN (CORE PROJECT SCOPE) Citygate’s Work Plan to address the scope of work identified is comprised of five core tasks, each with clear task objectives, detailed sub-tasks, and key milestones/deliverables. This Work Plan reflects our understanding of how best to address the City’s priorities cost-effectively at a higher level, with sensitivity to the impact on City staff of simultaneously reviewing each department. Our recommendations, which will be developed through our highly iterative, transparent, and collaborative approach to analysis, will lay the groundwork for interdepartmental efficiency, effectiveness, and esprit de corps. Following this Work Plan, we discuss our approach to the requested assessment of the Livermore- Pleasanton Fire Department. Task 1: Initiate and Manage the Project 1.1 Meet with the City to Initiate Study: A key to a successful review is a mutual understanding of the project’s scope and objectives. Citygate will begin with a virtual pre-kick-off call between Citygate’s Project Manager and the City Manager to discuss project goals and objectives and the approach to the project kick-off meeting. Next, Citygate’s Project Team will meet virtually with the City Manager, Assistant City Manager, Department Heads, and the designated Project Manager for the project kick-off meeting to correlate our understanding of the study’s scope and ensure that our Work Plan and project schedule are mutually agreeable. We will prepare a Project Orientation Brochure that can be used to inform staff and stakeholders of the project objectives and approach. This early effort to clearly define expectations, roles, and lines of communication should result in better focus on substantive issues as the engagement progresses. For us to be most effective, we will continuously communicate throughout the duration of the study, beginning with our first contact with City staff. Our key message must be that our role is not an adversarial one. Our role is to provide an independent review of the City Departments. We believe our ability to initiate and maintain positive, two-way communication as the study proceeds will result in not only well-supported findings but also a consensus and buy-in among City personnel concerning the acceptance of our work and the benefit of implementing our recommendations. It is crucial that the project be viewed by the City staff and officials as a valuable and worthwhile endeavor. Page 188 of 323