Social and Behavioral Sciences Commons^™

Organizational Study Of Information Technology, Law, And Purchasing Departments : City Of Fitchburg, Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

The Edward J. Collins, Jr. Center for Public Management was hired by the City of Fitchburg to perform organizational studies of three departments, including the Information Technology (IT) Department, the Law Department, and the Purchasing Department. All three of the studies were to review the respective departments’ organizational structures, responsibilities, and practices with a goal of identifying areas of improvement that could result in improved operations and time and cost savings (IT and Purchasing) and areas in need of improvement (Law Department).

The Collins Center project team met with the directors of the three departments under review to understand their …

Five Year Strategic Plan For Economic Development: Prepared For The Town Of Winthrop, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

In the spring of 2014, the Town of Winthrop hired the Edward J. Collins, Jr. Center for Public Management at the University of Massachusetts Boston to help develop a Strategic Plan for Economic Development. The Center’s project team began its work by carefully analyzing data in order to understand Winthrop’s current business environment, and to learn how it has changed over time. Multiple sources of information were used, including the Census Bureau’s Decennial Census, American Community Survey, and County Business Patterns, data from the Bureau of Labor Statistics, and Claritas retail leakage data. In addition, the project team distributed and …

Study On Investment In Water And Wastewater Infrastructure And Economic Development, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

The Edward J. Collins, Jr. Center for Public Management in the John W. McCormack Graduate School of Policy and Global Studies at the University of Massachusetts Boston was tasked by the Massachusetts Water Resources Authority Advisory Board (MWRAAB) with asking and answering a very fundamental question relating to public infrastructure: “What is the relationship between investment in water and wastewater infrastructure and economic growth?” To do so, Center staff not only researched the positive results of investing in infrastructure, but also took time to consider what failing to invest in adequate water and wastewater infrastructure might mean. Additionally, the Center …

Review Of Proposed Plan For New Police And Fire Facilities, Carver, Ma, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

The Edward J. Collins, Jr. Center for Public Management at the University of Massachusetts Boston was hired by the Town of Carver to perform an independent assessment of the Buildings Study Committee’s proposals for the construction/renovation of three new public facilities including a fire station, police station, and elementary school. Specifically, the team from the Center was asked to review: 1) the selected and considered sites for the facilities; and, 2) the funding plan recommended by the Buildings Study Committee.

This analysis has been divided into two components. This, first report presents the Center’s findings as they relate to the …

Public Works Department Organizational And Operational Analysis: Town Of Saugus, Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

This report presents the results of the management assessment of the Saugus Public Works Department conducted by the University of Massachusetts Boston’s Collins Center for Public Management (“the Center”). This first Section introduces the analysis – outlining principal objectives and how the analysis was conducted – and presents an Executive Summary.

The project team conducted a comprehensive organization and management analysis of the Department’s existing operations, service levels, infrastructure management, organizational structures and staffing levels. The analysis was to be fact-based and include all aspects of service provision by the Department.

Staffing And Organizational Assessment Of The Public Works Department Of The Town Of Watertown, Ma, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

This report presents the results of the management assessment of the Watertown Public Works Department (the “Department”) conducted by the Edward J. Collins, Jr. Center for Public Management in the McCormack Graduate School of Policy and Global Studies at the University of Massachusetts Boston (“the Center”). This first section introduces the analysis, outlining principal objectives and how the analysis was conducted, and it offers a summary of the recommendations described in detail later in the document.

The project team conducted a comprehensive organizational and management analysis of the Department’s existing operations, service levels, infrastructure management, organizational structure, and staffing levels.

Staffing And Operational Assessment Of The Treasurer-Collector's Office: Town Of Sheffield, Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

The Town of Sheffield engaged the Collins Center (the Center) to conduct an analysis of the Treasurer/Collector’s office. This analysis was to focus on work practices, staffing, management systems, information technology use, policies and procedures, as well as other facets of operations.

The Treasurer/Collector’s Office has, in recent years, been staffed with an appointed Treasurer/Collector, an Assistant Treasurer/Collector and a Clerk. Earlier in the calendar year, the Clerk resigned to take a position outside Town government, and the Town wished to engage an outside consultant to determine whether the workload of the Treasurer/Collector’s office warranted filling the recently-vacate position of …

Review Of Proposed Zoning Bylaw Amendments & Concept Plan For 129 Parker Street, Maynard, Ma, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

The Edward J. Collins, Jr. Center for Public Management was hired by the Town of Maynard to analyze the proposed amendment to the Neighborhood Business Overlay District (NBOD) of the Maynard Zoning Bylaw and associated concept plan for the property located at 129 Parker Street in Maynard. The bylaw amendment and concept plan have been proposed by Capital Group Properties, LLC, the developer of the site. Specifically, the Center was tasked with preparing the following materials:

• Task 1 – Economic Development and Impact Study;
• Task 2 – Traffic Peer Review and Analysis; and,
• Task 3 – Recommendations on proposed bylaw …

Organization And Efficiency Study Of Town Hall Departments: Town Of Carlisle, Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

The Edward J. Collins, Jr. Center for Public Management (the Center) was retained by the Town of Carlisle to conduct an analysis of government operations for departments located at Town Hall. This analysis included the following departments.

• Town Accountant
• Treasurer/Collector
• Assessor
• Town Clerk
• Council on Aging
• Recreation
• Planning Board
• Conservation Commission
• Building Commissioner
• Housing Authority
• Board of Health

This report presents the results of the study, which began in June 2012, and was designed to provide an assessment of the efficiency and effectiveness of Town operations, identifying strengths and improvement opportunities relating to organization, staffing, and management.

In this concluding …

Management Assessment Of The Public Works Department: City Of Lowell, Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

This report presents the results of the management assessment of the Lowell Public Works Department conducted by the University of Massachusetts Boston’s Collins Center for Public Management.

The project team conducted a comprehensive organization and management analysis of the Department's existing operations, service levels, infrostructure management, organizational structures and staffing levels. The analysis was to be fact-based and include all aspects of service provision by the Department.

Organizational Assessment Of The Brookline Planning & Community Development Department, Richard Kobayashi, Monica Lamboy

Edward J. Collins Center for Public Management Publications

The immediate impetus for the organizational study of the Brookline Planning & Community Development Department (Department) was concern about the appropriate role for the Town in supporting the local business community, in particular whether the role performed by the Commercial Areas Coordinator position should continue.

In addition, the Town needed advice about the appropriate strategy for the Town to maintain planning and development services and staffing in light of the long‐term decline in Community Development Block Grant (CDBG) funding. Since its passage in 1974, CDBG has been a principal component of the Department’s financial architecture and a significant portion of …

Report Relative To The Organization And Operations Of The Town Of Sherborn, Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

The Town of Sherborn has many important assets. The Town has skilled department heads and staff, a committed core of citizens and elected officials, one of the best school systems in the state, a stunning pastoral landscape, and a reputation as an extremely desirable place to live.

Despite these assets, no one will be shocked by our observation that the Town is also facing some very serious challenges. While the immediate prompt for this study and report was the vacancy in the Town Administrator’s position, it quickly became clear that the vacancy in the position is not the only challenge …

Report Relative To The Finance Operations Of The Town Of Norwell, Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

At the request of the Norwell Board of Selectmen, the Collins Center for Public Management has conducted a review of the finance operations of the Town. The Center’s mandate was to assess the finance operations to identify opportunities to improve efficiency and effectiveness. To fulfill its mandate, the Center took four steps: (1) Review of Town documents, (2) Interviews with staff and members of various Boards, (3) Review of related research on other communities, and (4) Conversations with additional experts in municipal finance. As with all Massachusetts municipalities, the Town of Norwell is facing a difficult fiscal environment. Norwell also …

Analysis Of The Administration Of Human Resources: Prepared For The Ipswich Town-School Coordination Committee, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

The Town of Ipswich, acting for its Town-School Coordination Committee, contracted with the Edward J. Collins, Jr. Center for Public Management at the University of Massachusetts Boston to undertake a review of the Human Resources (HR) management, Recreation Department programming, and the Information Technology needs of the Town and School Department. The review was undertaken to assess how collaborative approaches might enhance the effectiveness of each of these municipal functions. The Collins Center has published a report on each of these topics. The overall Project Manager was Senior Associate Richard Kobayashi. The HR report was prepared by Collins Center Associate …

Recreation Programming Study: Prepared For The Town-School Coordination Committee, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

The Town of Ipswich, acting for its Town-School Coordination Committee (the Committee) contracted with the Edward J. Collins, Jr. Center for Public Management at the University of Massachusetts Boston to conduct a preliminary assessment of the current recreation program offerings of the Town Recreation Department, the Ipswich School Department and the Ipswich YMCA to assist the Committee in discussing options to optimize programming. Project Leader for the assessment was Center Senior Associate Richard Kobayashi. Associate Chris Howell performed the on site work and was the principal author of the report. Specific objectives of the assessment included:

1. Identifying areas of programming …

Information Technology Review: Prepared For The Ipswich Town-School Collaboration Committee, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

This Information Technology Review addresses the scope of work in the context of Ipswich as a $36 million enterprise and in part answers the question: how would a $36 million business need to plan, invest in, manage and deploy IT if it were to survive and thrive in a competitive environment? The IT Review was conducted during June 2010.

Independent Information Technology Assessment: Prepared For The Town Of Middleborough And The Middleborough School Department, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

This Independent Information Technology Assessment (IT Assessment) arose from long­standing concerns among various elected and appointed officials in the Town of Middleborough about the efficiency and effectiveness of the procurement and deployment of information technology (IT) in both the Town and in the School Department. At Middleborough’s direction, the IT Assessment specifically excluded the Police and Fire Departments as well as the Middleborough Gas and Electric Department.

Recognizing the need for a completely independent analysis of these issues, Middleborough contracted with the Edward J. Collins, Jr. Center for Public Management (the Collins Center), located within the McCormack Graduate School of …

Analysis Of The Delivery Of Public Services On Martha's Vineyard: Prepared For The Martha's Vineyard Commission And The County Of Dukes County, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

This report was commissioned by the Martha’s Vineyard Commission through the Edward J. Collins, Jr. Center for Public Management at the University of Massachusetts Boston and was funded by the Massachusetts Department of Housing and Community Development – District Local Technical Assistance Program. The report was prepared and presented by The Executive Suite for an analysis of the delivery of public services on Martha’s Vineyard. The purpose of the analysis is -

1. Inventory what existing services are delivered at various levels of local and regional government; prepare a list of services that are presently delivered, or could be delivered, by …

The Utility Of Trouble: Leveling The Playing Field: Giving Municipal Officials The Tools To Moderate Health Insurance Costs, Robert L. Carey

Edward J. Collins Center for Public Management Publications

According to the research, Boston could have reduced its 2010 health premiums by between 15.6 and 17.1 percent, for a savings of between $41.4 and $45.4 million by joining the state’s Group Insurance Commission, more widely known as the GIC. The City is unable to join the GIC, however, without first receiving 70% union approval, according to state law. This requirement and the associated tradeoffs involved are a major barrier to municipal participation in the GIC. Several cities and towns including Boston have called for cities and towns to have the same ability as the state to design health insurance …

Case Study: Saving Money Through Alternative Disposal Of Street Sweeping Debris, Town Of Natick, Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

In 2004, Natick submitted a Beneficial Use Determination Application for a restricted use determination by the state Department of Environmental Protection (DEP) for a pilot project to demonstrate that debris collected from sweeping Town roads could be reused to the benefit of the Town. By doing this, the Town would avoid the associated high landfill disposal costs of the sweeping debris, as well as of the cost of disposing excess compost that the Town could now mix with the debris. The majority of the “sweeping debris” is sand the Town uses on its roads during the winter. This pilot tested …

Controlling The Cost Of Municipal Health Insurance: Lessons From Springfield, Robert L. Carey

Edward J. Collins Center for Public Management Publications

The study finds that, by joining the Group Insurance Commission (GIC), Springfield cut increases in its health care costs an estimated $14 million to $18 million over two years. It saved an additional $5 million per year by requiring eligible municipal retirees to enroll in Medicare Part B as a precondition of receiving supplemental health coverage from the City. These two actions, together, reduced increases in the City’s health care costs an estimated 15-19% annually, on average, with savings growth each year due to compounding. Furthermore, the study estimates that if the GIC continues its past pattern of keeping its …

Operational Services Brief: 311 In Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

Non-emergency constituent phone service (also known as “311”) is a growing nationwide trend among municipalities looking to provide more efficient services and improve communications with their citizens. According to an ICMA report, about 15% already use such a system, and another quarter are considering one. As an example of 311’s effectiveness, 43% of local governments reported a significant decrease in non-emergency 911 calls following implementation of a centralized customer service system.

In Massachusetts, 311 is just starting to gain popularity. It currently exists in at least five places (i.e., the cities of Somerville, Springfield, Boston and Worcester; and Dukes County), …