Services
Phase 2 Summary

What happened over the course of Phase 2?

The objective for phase 2 for Categorize & Rationalize Services was to categorize and prioritize core and discretionary services. The original scope called for the following steps to occur in order to achieve the phase 2 goal.

  • Using the data, information, and feedback collected in Phase 1, design a format for the master document to list core and discretionary services provided by the Village.

  • Prioritize all core services on the master document using priority rankings to signify the relative importance of the service as a core service, which must be provided to meet the guiding policy set in the Village’s strategic plan.

  • Prioritize all discretionary services on the master document using priority rankings to signify the relative importance of the service as a discretionary service, which may be provided or eliminated to meet the guiding policy set in the Village’s strategic plan.

  • Meet with Department Heads to review each department’s service categorization and prioritization, finalize list to submit to the project manager and prepare for phase 3.

Organizing the Data

After the completion of phase 1, the group was provided with a large inventory of services and tasks the Village provides to its customers. The strategic plan group was left with the challenge of organizing this list into a way that will be most effective to assist in future phases, be presentable to the stakeholders, and allow us to analyze it to its full potential.

Prior to meeting with department heads to review the listing of their respective services, it was quickly identified that it would be difficult to put a priority ranking on all services the Village provides from most important to least important. For example, it’s nearly impossible to say whether a core function that Public Works provides may be more important than a core service the Police Department provides.

Instead, the group decided to come up with a method of classifying each core and discretionary services into a priority ranking of 1 through 3. The three rankings for core services are:

  • PRIORITY 1: Services that are mandated by law, contract or adopted policy of the Village Board. These services are deemed necessary for the orderly governance of the community.

  • PRIORITY 2: Service that fulfills a basic need.  Failure to provide these services will result in negative consequences to the overall health, safety, or general welfare of the community.

  • PRIORITY 3: Services that the Village is intended to be the sole source provider for the service. 

    These services enhance the quality life for residents and the Village is the sole source provider for the service.

The three rankings for discretionary services are:

  • PRIORITY 1: Services that expand enhance or supports the delivery of core service. Services that do not expand or enhance core services, but are in community demand and are self-supported. Self-supporting services must offset the majority of direct and indirect operating cost through revenue.

  • PRIORITY 2: Services that adds value to the community and are in community demand.  These services are considered above and beyond what is required or expected from a local government and are not offset through revenue generation.

  • PRIORITY 3: Services that are available on the private market and are not offset through revenue generation.

The group’s final step in the phase was to have an initial meeting with all department heads to assist with the classification of the services. The department heads had the opportunity to assign a priority ranking to each of the services.

What were the results?

The end result of this phase was a finalized spreadsheet that listed every service offered by the Village. Each department head had the opportunity to review this list for accuracy. All the services were then classified under a priority ranking giving the group a chance to review and identify services for possible elimination.

One large finding in phase two is that there has been little tracking done on Parks & Recreation events and activities prior to the department reorganization that occurred earlier in 2018. Based on this, there is no hard data to be able to classify their discretionary services into one of the three priorities listed above. Subsequent to the reorganization of Parks & Recreation Department they have begun to track revenues, expenses, attendees, feedback, and future plans of all their events. This data will assist with the classification of their services.

What is the next step?

The group will be starting phase 3 which includes communicating the categorization to stakeholders for input and feedback and receiving finalized feedback from Department Heads on how to further proceed with their discretionary services.