During the mid-1980s, we served for several years as the Authority's Program Manager and Financial Advisor for the Small Business Assistance Fund (SBAF) Program. Program Management responsibilities included (1) assessing small business needs for financing, (2) modifying existing and developing new small business financing programs, (3) marketing financing programs to small businesses, and (4) assisting small businesses through the financing process. Financial Advisor responsibilities included (1) assembling financing teams and coordinating financings, (2) reviewing engineering feasibility studies, (3) ensuring that the underwriter adequately ascertains borrower debt service capabilities, (4) assisting in determining whether to finance projects, (5) determining amounts of cost of issuance and credit enhancement assistance to be provided by the Authority, (6) accounting for and controlling all costs of issuance and credit enhancement, (7) assisting in structuring financings, and (8) assisting in developing, reviewing, and executing all financing documents.
Services Performed: Program Planning and Evaluation, Budgeting and Accounting
During 1984, we performed an assessment of Caltrans' capability to deliver $6 billion in capital outlay projects programmed in the State Transportation Improvement Plan (STIP). We evaluated the capital outlay project development process, the reasonableness of schedules for all 1,600 STIP projects, and Caltrans' ability to manage support staff and implement the STIP program. Also, we determined future staffing levels (over 6,000) necessary to deliver all projects. Finally, we assessed the feasibility of contracting with private engineering firms to design highway projects, and evaluated the ability of the construction industry to absorb increased capital outlay levels.
Services Performed: Program Planning and Evaluation, Workload and Staffing Analysis, Budgeting and Accounting
During 1984, we performed an assessment of the Statewide Food Distribution Program of the Office of Food Distribution (OFD). The emphasis of the assessment was on the OFD's processes for procuring donated food from the USDA, storing/warehousing items procured, and distributing the items to school districts across the state. At the time, the OFD was staffed by approximately 120 professional, technical, and clerical positions. The assessment was authorized because of concerns expressed by the Legislature and others about the overall costs of the state-operated donated food distribution system.
In addition to assessing customer needs, we performed a detailed assessment of the organization, administration, operations, methods, and costs of the OFD to identify areas were effectiveness and efficiency might be improved. This included assessment of (1) major policies, (2) service levels (3) alternative organizational structures and operating methods, (4) staffing levels, (5) position classifications, (6) equipment, and (7) information systems support. In addition, we assessed the costs and benefits of state-owned and operated food warehousing and distribution systems versus private sector-owned and operated food warehousing and distribution systems. Our efforts resulted in identification of more than $3 million in potential annual cost savings.
Services Performed: Program Planning and Evaluation, Organizational Alignment and Restructuring, Workload and Staffing Analysis, Business Process Reengineering, Budgeting and Accounting
During 1985, we completed an assessment of the Division of Facilities Development and Financing (DFDF), the hospital seismic safety plan check process, the construction inspection process, and other related business processes. At the time, the Division had approximately 40 employees. In addition to determining staffing requirements, the assessment included evaluation of DFDF methods, workflow, and procedures to identify more effective and efficient operating practices. The assessment also resulted in a recommendation to use another classification (i.e., civil engineer) for some functions because of difficulties DFDF had been experiencing in recruiting and retaining structural engineers. Subsequently, during 1988, we were engaged to assess the organizational structure of staff within the DFDF and prepare an updated analysis of the Division's workload, staffing standards, and staffing requirements. At the time the Division had approximately 70 employees, and concerns existed as to how 20 additional authorized positions could be used most effectively and efficiently to meet programmatic needs and improve service levels. We also were engaged to develop a Feasibility Study Report and Conceptual System Design for a management information system. The system was needed to support the Division's plan check and construction inspection processes.
Services Performed: Organizational Alignment and Restructuring, Workload and Staffing Analysis, Business Process Reengineering
During 1997, we completed an organizational and budget restructuring of the California Student Aid Commission which separate the CSAC's State-funded Grants Program from its federally-funded Student Loan Program (Ed Fund). We assisted CSAC in reorganizing CSAC's operations while concurrently aligning staffing levels with available state funding. We performed detailed budget and staffing analyses needed to develop CSAC's proposed budget. A nearly $1 million funding deficiency was eliminated through the reorganization and associated cost-savings initiatives.
Services Performed: Organizational Alignment and Restructuring, Workload and Staffing Analysis, Business Process Reengineering, Budgeting and Accounting