Government

CITY OF SANDUSKY, OHIO

City Commission Strategic Planning
B. Greenfield & Associates was engaged to assist the City Commissioners to prioritize the many projects and
initiatives under their purview. This was accomplished collaboratively by developing a point factor rating system
which scored each project/initiative based on categories including the impact on housing, economic development,
generating revenue, reducing costs, and improving community relations. Each Commissioner developed his/her
individual ratings, and a composite score was derived. This approach helped to clarify the parameters used for
prioritizing projects/initiatives, and bring structure and direction to the current situation.

CITY OF SANDUSKY, OHIO

City Policies & Procedures Update
The purpose of this engagement was to review and update the City’s set of operating policies and procedures, which
had been developed over a great many years by several City administrations and lacked the desired levels of order
and consistency. The various Department Heads and Administrators were directly and continually involved in this
process, to ensure that the documentation represented actual current practice in the field; and an independent attorney
provided legal review when appropriate. An important consideration was making the materials available to the target
audience (typically City residents or employees) in electronic form (e.g., through the City’s website).

OHIO DEPARTMENT OF EDUCATION

Center Operations Improvement Initiatives
The Deputy Superintendent of Education, a former B. Greenfield & Associates client while a school district
superintendent, was the initiator and sponsor of this engagement. A series of projects were conducted, comprising all
of the Department’s Business Centers, as selected by each Center’s Associate Superintendent. The scope of the
projects ranged from analyzing and reengineering process flows to restructuring the workload and organization.
Benefits were realized in all of the initiatives, with documented potential savings in the $180,000 – $250,000 range (a
5:1 return on the investment in this project).

DISTRICT XI AREA AGENCY ON AGING

Compensation Program & Performance Appraisal System
Strategic Planning Workshops
This agency experienced major growth from new program additions. The incoming Executive Director wanted to
develop a structured, comprehensive salary program covering a wide variety of positions, both “old” and “new.” The
primary salary issue was internal equity, and building consensus was an important aspect of the study. There was
substantive participation by employees and the Board of Directors. A subsequent project involved working with
agency personnel to develop a related performance appraisal system. In addition, B. Greenfield & Associates
conducted several workshops as part of the Agency’s strategic planning process. Agency management, Board,
and staff participated in these sessions, which helped them to articulate
and clarify their mission, goals and objectives.

OHIO DEPARTMENT OF MENTAL HEALTH

Operational Planning & Management
B. Green field & Associates was retained by the Department’s Office of Consumer Services as a general business
consultant for the Shining Reflections Tea Room, a restaurant in East Liverpool operated by consumers of mental
health services. The assignment included support in operations (staffing, restaurant layout, scheduling), budgeting
and financial analysis, marketing, and computer systems.

OHIO BUREAU OF WORKERS’ COMPENSATION

Organization Restructuring SELF-INSURED SECTION Team Building
This engagement was structured as a collaborative effort, with the consultant serving as a facilitator,
working with employees in processing ideas and issues on organizational and operational improvement/management.
After initial interviews and analysis, the recommended organization/operational structure was
to organize the workers into risk teams, with each team having the overall responsibility
for a certain group of self-insured employers. This direction was based on a “total quality management” approach,
reflecting two key concepts: viewing the work from a customer perspective,
and doing more to build quality into the process.

COLUMBIANA COUNTY WATER & SEWER DEPARTMENT

Analysis of Metering/Billing Cycle
This assignment comprised a high level review of the metering/billing cycle used by this Department.
Recommendations resulting from the study streamlined the process, reducing paperwork and process steps,
and corrected several control weaknesses that were detected.

SOUTHERN COLUMBIANA COUNTY REGIONAL

Merging Existing Organizations WATER AUTHORITY
Two existing water districts in eastern Ohio were merging to form a new entity.
The Board of Trustees retained B. Green field & Associates to assist in transition planning.
The objective was an initial assessment of the current status of fundamental business systems
(operating and personnel policies/procedures, computer systems, etc.) at each of the two water districts.
The resulting report identified the major challenges in merging the two organizations,
which tasks would take the longest to accomplish, and what needed to be in place
by the anticipated start date.

THE OHIO TUITION TRUST AUTHORITY *

Creating a New Organization
This new agency was established to promote and operate two college savings programs administered by the State.
The nature of the consulting assignment was, in effect, to create the organization and get it running,
working closely with the Authority’s Board of Trustees and Program Coordinator.
The project encompassed designing the organization structure, recruiting and training supervisory and staff personnel,
developing operational methods and procedures, designing and developing information and telecommunication systems,
and assisting in the day-to-day management of the operation through the start-up period.

PRIVATE INDUSTRY COUNCIL OF COLUMBUS AND FRANKLIN COUNTY *

Paperflow Process Improvement
Streamlining the paperwork process for handling the agency’s clients and prospects was the major objective
of this project. In addition, management wanted to confirm that the necessary checks and balances
for operations management and regulatory compliance were in place. Using systematic techniques
to document and analyze the workflow and methods, 8 of the 29 forms being used were eliminated,
a 27 percent reduction.

* Bruce Greenfield participated in this project as an employee of Coopers & Lybrand