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City of Santa Ana RFP 17-072 1 Statement of Qualifications (Revised 11/9117) • ° • •' i Streamline & Standardize processes We will leverage the As -Is process documentation as a key input into an Opportunity Matrix. This Matrix brings together the observations and analysis from the prior activities with leading practices and impact assessments. It is typically not practical for an organization to adopt 100% of leading practices as many organizations lack the required economies of scale, the funding for a new technology solution, or other enablers. This is entirely normal. Indeed, this is not about achieving "world-class", but rather it is about moving the Agency on the path towards world-class In a way which is practical, relevant, appropriate and achievable for the Agency. Therefore, the conceptual design Is not for some "theoretical" organization or enterprise, In developing these scenarios, It Is important to use appropriate selection criteria: • Suitability: business criticality, complexity, people, cost and volume • Do -Ability: operational readiness, infrastructure readiness, external constraints. At this point, the governance for the Project would then select the priorities for transformation through a facilitated process. These priorities would consider the individual area's transformational objectives, capacity for change, potential opportunities, budget and dependencies, such as technology enablement. We then spend the final sub -phase of the project developing a more granular analysis based on the approved scope, culminating In the financial business case and implementation plan. OMB Uniform Guidance Requirements The Initial sub -phase of work includes Identifying the relevant requirements from the Office of Management and Budget (OMB) Uniform Guidance. As these guidelines consolidate eight previous sets of guidance into a single document, the elimination of overlapping and conflicting provisions facilitates compliance, while reducing administrative burden and risk of waste and abuse. The 2013 guidelines are being updated and our work will include the most recent changes. As a key part of the Opportunity Assessment, we will incorporate the relevant Uniform Guidance requirements Into the Opportunity Matrix, consolidating these recommendations with our other findings and the gaps between the current state and leading practices. The final workup towards the development of the financial business case and implementation plan includes the development of a future state operating model that we will validate against the Uniform Guidance. This activity will include the development of a complianceltraining plan, that will support maintenance of the procedures and checklists to assist the Agency in grant administration and reporting. Operational & Staffing Improvements To properly support an employee transition plan, it is critical that the Agency complete an Activity Based Analysis (ABA) as a foundational activity. Figure 5 provides a sample ABA. Figure 5: Sample Activity Based Analysis This sample ABA illustrates how an accurate cost for each service line is derived by allocating each position's time to the high-level processes and extending these totals against the salary budget and Chazey Partners Revised per email communication request 10/31/17 20A-45 -I r p I 131 ?I!I rvro4a: "Nmm rYizga'"ac imI is ':g° WMars 1 A4 '. a�mae"awav'mmma 6t�.Aa uD.D N WwWWv f. W iMI.. eie 4�e xd tlipn' f4aV ': Dz' I D flWAkbfi M M1 IDPN i9 LMI � Y4 ' ua S M !9 W tlm � uas wnew wx f o -n 4a Ym w Y MY A4 W 'ph cs I an .M d a W MMM 6 WG YA t I. Ma a@ Ap q mn i AM4 YA ar DM IX . u This sample ABA illustrates how an accurate cost for each service line is derived by allocating each position's time to the high-level processes and extending these totals against the salary budget and Chazey Partners Revised per email communication request 10/31/17 20A-45