One of the risks that the group identified at the planning stages was a lack of employee buy-in which could reduce the number of questionnaires filled out. Luckily, this was not the case. There were a total of 117 questionnaires handed out to all employees, and 89 were returned back to our strategic plan group. The majority of the employees who did not return the questionnaire are a part of a Department that has multiple employees doing the same or similar tasks. This gave the group assurance that a large enough sampling to be able to analyze and move on to future phases.
Another risk that was identified at the beginning of phase one was the possibility of employees listing tasks they complete rather than services as a whole. This risk became a reality as the majority of the returned questionnaires included mostly tasks. In order to combat this outcome, it was necessary to meet with the department heads and supervisors in order to classify these tasks into their correct service.
In addition to collecting and gathering data on core and discretionary services, the team also did research on other municipalities or taxing bodies who may have done a similar project. The purpose of this was to see if there were any tactics or models the group could use for any further phases. It was determined that this type of project is either not very common, or other municipalities do not publish their outcomes on their website. A few examples of municipalities that have completed a project similar to this are:
- Oshawa, Canada
- Sparks, NV
- Brownsburg, IN
- Nanaimo, Canada