Performance Improvement Projects
In an effort to increase job placement and retention outcomes, LaGuardia Community College engaged us to redesign operations at its Career Center. We implemented a robust employment model focused on employers in the healthcare sector—a growth-oriented industry in New York City. We identified healthcare organizations looking for employees with the skills taught at LaGuardia, created a plan for referring jobseekers to them and prepared LaGuardia to connect its students to these jobs. As a result, the Center was able to help businesses in the healthcare industry to address obstacles to growth and to place and advance healthcare workers in those resulting job opportunities.
Faced with increasing demands on NYC’s open space and recreation facilities, but a declining operating budget, the NYC Department of Parks & Recreation sought opportunities to streamline its daily maintenance operations. Public Works Partners joined a global consulting firm to identify best practices from other large urban park systems, and to develop an implementation to adopt them. We used our on-the-ground experience with NYC Parks to inform our partner firm’s approach to integrating the agency’s new enterprise resource management system into daily operations. We helped design and assess the efficiency measures. We also applied our deep experience with welfare-to-work programs to offer suggestions on how the department might better leverage its work experience program in executing daily maintenance work. The result is that NYC Parks adopted new field practices that they expect will optimize staffing while maintaining parks at the high levels cleanliness and in good repair.
After several years of significant and sustained budget cuts, the Long Island region of New York State Parks—among the busiest in the state—was finding it harder to maintain its parks and facilities to its high standards. With support from the Alliance, a program of the Open Space Institute, we reviewed the region’s finances, operations, and management processes. We then developed a roadmap to enable the region to transition to a more strategic operational approach within current budget constraints. We also identified new opportunities to raise revenues. The region is now poised to shift some of their focus from the “daily doing” to strategically evaluating their operations and improving the parks experience for visitors in a financially sustainable way.