16 May 2013Public Presentation

Recommendations of theTown Government Study

Committee

Jerry McGovern, ChairPeter MarinelliKevin MurphyDeb TorchiaLiz ValerioDan Vieira

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Agenda

1. Review Background to the Study

2. Introduce Four Primary Recommendations

3. Recap

TGSC Charge & Preparation

Established by the Wrentham BOS in Spring 2012 to:– Evaluate the effectiveness of the town’s current organizational structure,

management systems and processes

– Make recommendations for improvements to increase town government efficiency create better alignment between departments, boards and committees, prepare for the increasing complexity of local government

 TGSC Learning and Research Process – Met with other towns that have gone through the government study process

– Met with state and local agencies to learn about TGSC best practices

– Interviewed all Wrentham town departments, boards, committees and town employees to solicit their input (summer and fall, 2012)

– In November 2012, surveyed 4503 residences for feedback on the quality of life in Wrentham as well as their satisfaction with town services, communication and government management (of that number, 414 responses were collected or 9.19%).

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What is Working Well…

Current BOS working well together and with boards and committees

Some boards and committees with interrelated work activities are recognizing issues and, in some cases, starting to work together to address challenges

Majority say they are clear on their role and charge Most appeared engaged during the data collection process and

willing to look for ways to make improvements 95% of Respondents* rate Wrentham as a good to excellent

place to live

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4 * Per Nov 2012 Wrentham Citizen Survey conducted by Clark University

Today Wrentham operates very similar to the way it did decades ago!– Wrentham needs to modernize specific operations to be as

efficient and effective as possible to meet the current and future needs of our citizens

Examples– Most resources are managed with little to no integration across

the municipality– Processes and workflows continue to be manual, paper-based– Information is stove piped and not easily accessible

How Wrentham Operates Today…

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Wrentham’s government is extremely reliant on volunteers and volunteer committees to manage or approve of day to day operational requirements – Municipal operations are de-centralized and often lack cohesiveness

– Most employees report to part time boards that meet semi monthly or less

– Wrentham needs full-time professional management to manage the increasing complexity of local government

– Boards are operating in silos – cross- functional collaboration relies more on personality than process

Examples:– Municipal Employees = 21 FT, 26 PT; Volunteers = 90+– Boards, Committees, Departments (B/C/Ds) too often contract for

consultants and services individually rather than sharing common resources, resulting in overlaps and inconsistencies

How Wrentham Operates Today…

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Common Themes and Opportunities

The data revealed that similar challenges were being experienced across most groups.

Common themes are:– Communication– Collaboration– Process and Documentation– Leadership– Resources Sharing

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Identified Needs

The Committee identified the need for:• Predictable “content-based” communication within Town

Government and between Town Government and residents.

• Departmental operations to have improved and formalized methods of collaborating - sharing knowledge and general resources - resulting in the efficient usage of existing tools, staffing and other resources across departments.

• Establishing, updating and implementing common policies and procedures across Boards and Departments to significantly improve the efficiency of Town management systems.

• More consistency in resourcing and personnel management issues

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Identified Needs

The Committee identified the need:• To modernize the general structure of Wrentham’s town

government consistent with other towns demographically similar to Wrentham, and as recommended by all governmental and non-governmental consultants with expertise in the area of town management.

• For efficient management of all of the Town’s tangible assets, including but not limited to, facilities, purchasing, engineering, maintenance, IT and asset tracking.

• To increase centralized management in critical areas in order to more effectively operate in an ever tightening fiscal environment.

• To utilize Massachusetts Department of Revenue, Division of Local Services July 2012 Financial Management Report. (Specifics to follow.)9

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RECOMMENDATIONS

Town Government Study Committee

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Recommendation #1:Modernize Municipal IT and Public Communications

The purpose of this recommendation is to: • Provide appropriate, maintained, consistent

IT resources and sustainment throughout theTown’s Boards, Committees, and Departments (B/C/Ds) such that they provide more effective and efficient workflows, processes and asset management

• Provide improved information sharing within Town Government

• Provide improved information sharing between Town government and Town citizens

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Recommendation #1:Implementation

A. Institute a “publish/subscribe” capability for information sharing1) Early summer Pilot program using existing Nixle account for a

publish/subscribe info capability with citizens2) Use the pilot to establish requirements, policy, responsibilities, and

funding needs for a full capability3) Objective is to establish a funding request for FY 2015

B. Institute an internal communication capability for Town B/C/D/E* to support functional and cross functional workflows, transactions, requests, notifications1) Leverage People Forms2) Establish training (especially for cross function information)3) Identify metrics

C. Centralize and modernize the phone system1) Town Hall, DPW, Library, Senior Center2) Leverage Public Safety’s phone consultant

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12* B/C/D/E – Boards/Committees/Departments/Employees

D. Establish implementation steps as specific charge from the BOS to the IT Committee

1) Include roles and relationship of the Town Administrator, WPS, WPD

2) With regard to WPS

Establish an MOU to support objectives

Focus on daily support, sustainment, refresh of HW and SW

3) Target Budget Planning Cycle for FY 2015

Recommendation #1: Implementation

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Provides a “Push vs Pull” information flow– Institute the ability to proactively push information to citizens regarding storm

information, trash removal, school closures, etc

Provides a greater economy of scale for resourcing and maintaining technology

– Employees won’t be reluctant to call outside support services due to cost and time

– Better, more consistent budgeting to provide consistency of devices, service and refresh throughout the Town

Increased effectiveness and access for Town Hall operations– Improved support means less down time, less software latency, and freeze ups,

less file conversions due to antiquated software

Improved phone service for Town Hall customers– Install a common phone system that includes voice mail, etc for departments

Less transfers, dropped calls, frustration with finding numbers; better voicemail 14

Recommendation #1: Benefits

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The purpose of this recommendation is to: • Centralize the management of facilities maintenance in order

provide greater economies/efficiencies of scale

• Identify the true cost of facilities management - from a strategic to item-level view - in order to make better resource decisions for current and future year budgets

• Identify and enact increased collaboration between Town and WPS resources, and in the near future with regional resources

Recommendation #2:Centralize the Town’s Facilities Management Responsibilities

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Recommendation #2:Implementation

A. Continue the current initiative to centralize municipal budget requirements for facilities management.

B. Establish and maintain a centralized management system that will:1) Provide a single, town wide system to input requests for facilities

maintenance work2) Provide the ability to authorize and monitor status of requests3) Capture details to provide historical data

C. Charge the Permanent Building Committee to: 1) Develop a plan of action to integrate municipal FM with WPS FM2) Develop a strategy to identify and execute regional collaboration

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Recommendation #2: Benefits

Maintenance requirements are identified and attended to sooner– It’s cheaper to fix the little things before they become big things (i.e.,

boilers, roofs)– Relieve departments of having to make decisions about things that are

not their core competency– Many of our facilities are starting to enter “the teenage years” requiring

more attention and more focus of maintenance Improved life span of capital items Centralized management enables greater purchasing power and

greater balancing of resources Better, balanced, reasoned decision making across the breadth of

Town assets – We need the ability to make maintenance and replacement decisions

based on item life cycle costs and long term priorities Less deferrals, less of everything coming due at once

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Recommendation #3: Adopt a Town Charter

• A Charter provides the means to institute structural changes to help meet the Town’s long-term goal of improved management and efficient operations.

•A Charter provides a stronger foundation for Town operations than By Laws alone.

• To meet 21st century management needs for a town our size, Wrentham needs a Charter.

 

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DLS Report

“We recommend that Wrentham adopt a charter that clearly defines the government structure under which the town operates. It would document all positions, boards, and committees, establish the distribution of power and provide lines of authority.”

“Wrentham has a decentralized form of government that is not conducive to an efficient and effective modern day operation. We believe the town administrator’s position should be strengthened to include managing all non-school departments. He should handle personnel administration such as appointments, supervision and evaluation of all staff. He should oversee the operating and capital budget planning processes.”

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Massachusetts Department of Revenue, Division of Local Services July 2012 Financial Management Report. At the request of BOS’, DLS performs financial management reviews and provides other consultant type services related to municipal practices.

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Recommendation #3:Implementation

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A. TGSC drafts a Town Charter to be voted on at November 2013 STM

1) Establish authority for the Town Administrator to appoint those specified positions responsible for the day to day municipal operations.• Specified positions to be identified by September• Boards and committees would still determine job descriptions and

qualifications, and daily tasks, priorities, etc2) Provide the Town Administrator specific responsibility to prepare

and present an annual operating budget for the town and a proposed capital outlay program for the five fiscal years ensuing.

3) Stipulate that the Town Administrator is the agent for all collective bargaining except schools

4) Include as voting member of school committee negotiations per MGL 150E, Sect 1

B. Establish the Police Chief as a “Strong Chief” (does not require Charter action, but does require TM vote)

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Recommendation #3:Prime Examples for Recommendation

1993 Education Reform Act Example– School Committee Appoints Superintendent – Superintendent appoints principals– Superintendent approves appointments made by principals (teachers and

staff)

Budget Example– Current by laws do not require professional, centralized development of

the Town’s $35M annual operating budget– Decentralized management leads to development and resourcing

inconsistencies across departments– This process however has greatly improved over the past two years due

to the Town Administrator being significantly more involved in the process

Public Safety Example– Wrentham Fire Chief is a “Strong Chief”, he hires Firemen– Wrentham Police Chief is “Weak Chief, the BOS hires Policemen21

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Appointing Authority Change Recommendations

Current Professionals having Appointing Authority:

WPS Superintendent Fire Chief

Proposed Professionals having Appointing Authority:

WPS Superintendent Fire Chief Town Administrator Police Chief

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Recommendation #3:Benefits

• Provides for professional management on a day to day basis in Town Hall

• Enable Boards and Committees to focus more on policy and strategy and less on administration and logistics

• Management decisions can be made where they are affected

• Shorten decision/authorization cycle time

• Provide the Town 21st century resource management

• Enable centralized, consistent, performance management across all municipal departments

• Address recommendations made by DLS Financial Management Review of July 2012REC

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Recommendation #3:Implementation Timeline

1. BOS endorsement to develop a Charter and expand Town Administrator's and Police Chief’s authorities and responsibilities • Extend the charge for the TGSC to draft and present a charter to

Town Meeting (Current Charge expires 30 June 2013)

2. Target November STM for Town Meeting vote• Draft Charter by beginning of Sep• Communication Campaign Sep-Nov

3. Work with State Senator and Rep to identify timing of legislative action

4. Target April 2014 for ballot vote

5. Target July 2014 for enactment

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Recommendation #4:Improve Collaboration forCommunity Development & Land Use Management

The purpose of this recommendation is to: • Provide improved collaboration processes for community development

and land use management among eight separate boards/committees/departments that all have a stake in community development and land use management.

• Support improved collaboration with regard to workflow, communication, information sharing and responsiveness while maintaining individual authorities and responsibilities.

• Instill clearer understanding of roles, status, intents and strategic direction related to community management and land use development for the Town of Wrentham amongst the stakeholders and the community. 

Stakeholders: Board of Health, Planning Board, Board of Appeals, Conservation Commission, Economic Development Commission,

Historical Commission, Department of Public Works, Inspector

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Recommendation #4:Implementation

A. Update and strengthen the Technical Review Committee By Law to identify beneficial collaboration actions and ensure they become a common practice.• By Law should establish collaborative actions whenever more

than one deliberative body must approve a permit application

B. Update and improve the Development Handbook. Make it more process oriented and have it define the relationships among the stakeholders. Make its purpose, use and maintenance part of the Technical Review Committee by law.

C. Implement a permit software system such as the Municipal Permit Tracking System (MPTS) or self –designed via People Forms .

D. Establish a central/shared engineering service.

E. Establish appropriate positions/staffing and office orientation to provide full coordination and collaboration for daily operations.

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8:00 AM 9:00 AM 10:00 AM 11:00 AM 12:00 PM 1:00 PM 2:00 PM 3:00 PM 4:00 PM 5:00 PM 6:00 PM 7:00 PMBOSTown ClerkTreasure/CollectorAccountantAssessorCOA 8:30 3:30PHNPlannerBOHCONCOMZBABuilding InspectorBOSTown ClerkTreasure/CollectorAccountantAssessorCOA 8:30 3:30 6:45PHNPlannerBOHCONCOMZBABuilding Inspector 4:30 7:30BOSTown ClerkTreasure/CollectorAccountantAssessor 8:30 12:30COA 8:30 3:30PHNPlannerBOHCONCOMZBABuilding InspectorBOSTown ClerkTreasure/CollectorAccountantAssessorCOA 8:30 3:30 5:45 6:30PHNPlannerBOHCONCOMZBABuilding InspectorBOSTown ClerkTreasure/CollectorAccountantAssessorCOA 8:30PHNPlannerBOHCONCOMZBABuilding Inspector

Land Use ManagementTown Hall Hours

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Open Simultaneously:PlanningBoard of HealthConservation CommissionZBAInspector

2 Hours, Tuesday

4 Hours, Wednesday

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= 6 Hours

Recommendation #4:Benefits

Greatly improved customer service due to : Improved information sharing among the stakeholders

Better ability to know the status of applications without having to go to multiple offices on the day they are open

Increased awareness and improved preparation time for decision making by Town officials

Better ability to measure progress; and to identify bottlenecks and common issues

Minimizes inconsistencies, frustrations, and conflicts

Provides administrative, logistical and budgeting relief for volunteer officials28

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“Low Hanging Fruit”R

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Provide improved signage and office directory within Town Hall

Institute PeopleForms throughout Town Hall (with an emphasis on cross-department info sharing)

Institute a Performance Management Program (PMP) and provide PMP Training

Establish an automated shared system for inputting, authorizing and tracking Purchasing and Contracting Requests

Develop a Human Resources Handbook Provide specific written, goal-oriented charges to all

ad hoc committees (and provide to Town Clerk for swearing in)

What Stays the Same, What Changes

Stays the Same:– Open Town Meeting– Town Meeting votes on all spending authorizations– Elected Boards stay elected– Boards’ and Committees’ Responsibilities – Current General By Laws (unless specifically noted)– Zoning By Laws

What Would Change– Wrentham would be governed by a Charter– Town Administrator gains Appointing Authority, Police Chief

becomes a “Strong Chief”– Centralization of IT, Facilities Mgmt, HR to provide

administrative and logistical relief to departments30

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Moving Forward

• Wrentham moves towards being a more professionally managed Town to meet 21st century services by: Increasing Town Government efficiency Creating better alignment between boards, committees and

departments Preparing for the increasing complexity of local government

• Next Steps Recommendations #1 and #2 to be be done by BOS Recommendations #3, and #4 require Town votes and

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