serving 2014-07-26 through 2014-08-03
Request for Proposals for An Organizational, Staffing and Operational Review Jordanelle Special Service District BACKGROUND Established in 1993 by Wasatch County, the Jordanelle Special Service District ("JSSD") provides water and wastewater services to properties generally located in the Jordanelle Basin of Wasatch County. JSSD also provides water, via wholesale contracts, to other adjacent cities and districts. JSSD owns and/or operates a mine drain tunnel, a culinary water treatment plant, a wastewater treatment plant, wells, pump stations and other related facilities. JSSD also provides management and operational services to other special service districts within Wasatch County by interlocal contracts, including: Twin Creeks Special Service District North Village Special Service District Strawberry Lakeview Special Service District Strawberry Ranch Special Service District Brighton Estates Special Service District Due to the economic down-turn beginning in 2008, JSSD was compelled to reduce the number of employees working for the District. Since that time, workloads have increased, and the need for additional staffing is becoming critical. Additionally, in order to reduce costs, District employees have been temporarily housed in various buildings, resulting in a decrease in administrative efficiency. This study is intended to review staffing levels, administrative facilities, organizational issues, workloads, and other similar issues, in order to assist the decision makers as they plan for future growth within the District. JSSD is governed by an administrative control board, currently consisting of the Wasatch County Council members. The main contact for this study will be the General Manager. Under the direction of the Board, the General Manager and Assistant Manager will review all proposals, conduct interviews and malce a recommendation to the Board as to which consultant, if any, the Board should hire to conduct the study. A. SCOPE OF SERVICES - ORGANIZATIONAL AND OPERATIONAL REVIEW The general purpose of the study is to evaluate administrative and operational improvements that may lead to the provision of required services in a more efficient and effective manner. The Board has not raised water or sewer rates for customers within the District since 2009. It is the desire of the Board to complete this study prior to initiating the annual review of rates which will commence in the fall of 2014. Additionally, existing and projected growth will require increasing the number of employees of the District. The Board is interested in reviewing the organizational structure of the District in order to insure that the District can continue to provide a high level of service in a cost-effective manner. 1. Examine at least the following operational issues, among others, without a preconceived priority, to identify potential operational improvements: a. Identify the standards or ratios regarding the number of employees to the size of the current or projected District operation. b. Evaluate whether consolidation of district would increase efficiency and costeffectiveness of services provided by those districts. b. Ascertain whether there are opportunities for cross-training of employees that could result in increased safety and efficiency. c. Identify options for improving organizational efficiency. d. Identify opportunities for combining similar work roles or whether re-assignment of functions can allow for a more efficient work process. e. Identify opportunities to improve efficiency, and insure that adequate staffing is available to provide services. f. Evaluate any improvements in training, expertise and staffing levels, including administrative staffing and functions, that are necessary to adequately provide services both now, ami in lhe future. g. Verify whether improvements in automation technology for monitoring and other functions is a viable and cost effective way to provide necessary services in a cost effective and efficient manner. h. Identify opportunities to improve the effectiveness and efficiency of employees by training, scheduling, etc. 1. Analyze the current Board make-up by comparing the structure to other similarly situated Districts and make recommendations regarding any proposed changes. J. Evaluate overtime and call-out strategies and recommend ways to improve the cost-effectiveness and efficiency of emergency work. k. Evaluate and recommend strategies for succession planning of staff. I. Evaluate current salary levels of District employees by comparing to other similarly situated entities, and make recommendations regarding pay scales, benefit packages, etc. m. Recommend any other means (in addition to those listed above) by which the District could implement cost efficiency and effectiveness measure to improve the level of service for customers of the District. 2. Review and make recommendations regarding the organizational structure and staffing levels, based upon past, current and projected workload. 3. Show how JSSD compares to benchmarks of public and private water and wastewater entities engaged in similar operational activities. 4. Identify what are the "best practices for public and private water and wastewater entities" and suggest where JSSD meets or fails to meet these best practice standards. B. CONTRACT DELIVERABLES 1. Review operations and assets to become familiar with JSSD responsibilities, facilities and organization. 2. Interview the direct stakeholders a. Board Chairman b. General Manager c. Assistant Manger, Supervisors and other staff as detennined to be necessary. 3. Once the stakeholder interviews are completed, prepare a smnmary of issues and proposed approach to the study and discuss it with the General Manager, Assistant Manager and Board Chairman. 4. Conduct the Study. 5. Prepare a draft report and submit for review by the Board Chairman and General Manager (this review would be for accuracy, internal consistency, and compliance with study scope, not to debate recommendations). 6. Present the draft report to the Board as directed by the Chairman. 7. Receive comments from the Board and General Manager and incorporate into the final report. 8. Prepare the final report (to include Executive Smnmary, implementation steps and proposed timetable). 9. Submit fifteen (15) copies of the written final report and one copy of the report in electronic format. C. PROPOSALCONTENT The Proposal shall be in the following format: 1. Letter of introduction (two page maximum). 2. Approach. Describe the finn's approach to the Scope of Services described in this RFP. Describe what type of information will be required from JSSD. Please keep this description to ten (10) pages or less. 3. Project Team. List proposed project team members by name and position, the function that each person will perform, the percent of time each will spend on the project and related information. Provide resumes for each proposed team member, including past experience of each team member that is relevant to this project. 4. Experience. Describe the relevant experience of the firm in conducting operational/organizational reviews, including experience within the water/wastewater industry and a representative list of prior similar projects. Provide a summary of the stated experience and outcomes accomplished, including prior client contacts and phone numbers. 5. Time Frame/Schedule for Completion of the Project. Provide a schedule for completion of the Project. List major benchmarks I accomplishments. 6. Rates. Provide a not-to-exceed contract amount for the Project and hourly rates for the personnel assigned to this Project. Contract amount shall include all out-of-pocket costs such as travel costs and other expenses associated with the Project. 7. References. Provide at least three (3) references of individuals and/or jurisdictions with whom the applicant has worked; provide a contact name, firm name, address, telephone number and e-mail address for each reference. 8. Other Information. Include any topics not covered in the RFP that you would recommend including in the scope of work, including but not limited to modifications of the proposed schedule. D. PROPOSAL EVALUATION CRITERIA The consultant's proposal will be evaluated based on the following equally weighted criteria: 1. Expertise in organizational analysis as well as understanding of water / wastewater operations and facilities. 2. The professional qualifications of the proposed project manager, including the extent of demonstrated specialized projeel management experience. 3. The professional qualifications of the proposed project team, including the extent of specialized experience in the type of work required, past performance on similar projects. 4. The consultant's approach and work plan. 5. The capacity of the consultant to accomplish the work and ability to meet schedule. 6. Site visits and interviews. 7. Cost. 8. References. 9. Demonstratd ability to idt:nlify upt:ralional efficiencies in private and public entities. E. SUBMISSION OF PROPOSALS AND DEADLINE Each firm must submit fifteen (15) copies of the proposal in a sealed envelope bearing on the outside the name of the firm, full address, name of project for which the proposal is submitted, and date and time the proposal is due. Proposals shall be delivered or mailed to the following address: Jordanelle Special Service District 6135 Lake Creek Road P.O. Box 519 Heber City, Utah 84032 The proposals must be received no later than 5:00pm MST on August 15, 2014. Proposals received after this time will not be accepted or considered. 972585 UPAXLP