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Ms. Debbie Pollart Page 3 <br /> <br />changes to recommend. As we consider recommendations, we will also identify alternative service <br />delivery models as appropriate. <br />Activity 4 – Plan for Succession <br />Given turnover rates in cities across the country and increasing retirements of managers in many <br />organizations, succession planning is a critical element in every local government. A key element for any <br />succession planning program is helping current staff understand what they need to do to prepare for <br />advancement. Doing so helps contribute to employee retention. As part of this activity, we will do the <br />following: <br /> Analyze data pertaining to potential retirements to identify key at-risk positions. <br /> Identify associated skills and competencies for up to ten key at-risk positions. <br /> Provide a knowledge transfer template to be used for succession planning purposes. <br /> Identify training and development activities that are currently available and those that <br />might be needed to successfully prepare staff to fill senior positions as they become <br />available. <br />Activity 5 – Report Results <br />During this activity, we will prepare our observations and preliminary recommendations and meet with <br />you and others you designate to review them. This will be an opportunity to discuss what we learned <br />and observed in our analysis, and to hear feedback about the opportunities for improvement we have <br />identified. This discussion provides a preview of the issues and recommendations that will be addressed <br />in the project report. <br />Once we have received feedback about the various recommendations and succession planning <br />elements, we will prepare a draft report. It will include our analysis and recommendations about the <br />organization structure, staffing, spans of control, and succession planning elements. We will present the <br />draft for review and comment. At the conclusion of the review period, we will consider all changes and <br />suggested revisions and prepare the final report. <br />Reports prepared by Management Partners are rich in detail, with recommendations supported by <br />quality analysis. We take pains to ensure that our analysis and subsequent recommendations are <br />organized in an easy-to-understand format and presented in a positive manner. Management Partners is <br />committed to recommending actions that result in meaningful operational improvements and can be <br />implemented in the real world. Once comments have been received, the final project report will be <br />prepared, peer reviewed, and then transmitted to you. <br />Activity 6 – Support Implementation <br />Management Partners has a strong bias for action. Our reports and resulting recommendations become <br />tools for setting priorities, and for developing work plans. After completing the project report, we will <br />prepare a draft Implementation Action Plan (IAP) incorporating each recommendation in the project <br />report. The draft action plan sets forth the steps required for implementation, assigns responsibility for <br />action, and an assigned priority level (immediate, near or long term) for initiating each <br />recommendation. <br />The action plan is prepared as a draft and becomes final once the director integrates the action steps <br />into the work plan and develops dates for planned completion. The action plan offers an important <br />management tool for actual implementation of the work reflected in the project report.