SAINT PAUL PUBLIC LIBRARY AND THE SAINT PAUL PARKS AND RECREATION DEPARTMENT COLLABORATION AND EFFICIENCY STUDY

The Project Description and Consultant

The Saint Paul City Council Audit Committee selected and awarded Wilder Research a professional services agreement to conduct up to two (2) research and evaluation projects beyond those that Council or City staff can provide to examine program and financial evaluations designed to improve the timing of delivery of services with the goal of building greater public trust and satisfaction with city services and to provide reports with recommendations to the city for improvements to city services and processes.

Wilder Research is a nationally respected nonprofit research and evaluation group. The organization work with nonprofits, community leaders, government agencies, foundations and policymakers throughout Minnesota and the country to gather and interpret facts and trends, help them uncover and understand issues affecting their communities and how best to address them, and inform action that improves lives and communities.

The Project Scope

The first of two research and evaluation projects has been identified. Wilder will examine opportunities for collaboration, cost-sharing, and process improvement between the Saint Paul Public Library and the Saint Paul Parks and Recreation Department and to assess current operations and make recommendations aimed at improving service delivery and ensuring efficient use of City resources.

Objective

The objective of this efficiency study is to identify areas of improvement and potential cost-saving measures in operations within the Saint Paul Public Library Agency and the Saint Paul Parks and Recreation Department. The study aims to optimize resource allocation, streamline operations, and enhance overall efficiency.

The study is intended to explore specific operational functions of each department and determine areas which could lead to greater efficiencies and cost-savings for the departments and city. The scope of work outlined below will apply only to the key focus areas identified here:

Facilities and Maintenance

Outdoor space maintenance to include landscaping, snow removal, building exterior maintenance.
Indoor space management to include assessment of design standards and lifecycle management for furniture and fixtures, lighting, building controls, and HVAC systems in co-located and separate facilities.

Financial Management

Assessment of procurement of supplies, operational goods, professional and technical service providers, and recommendations for cost-sharing or purchasing that maximizes economies of scale.
Assessment of contracting processes and mechanisms with external service providers.

Technology Management

Assessment of software and hardware uses between the two department for systems such as staff scheduling, security cameras, customer/client databases.

Scope of Work

To apply only to the specific focus areas identified above.

Wilder will provide:

A. Data Collection:

Gather information on the current processes, workflows, and resource allocation for the key focus areas in the Library Agency and the Parks and Recreation Department.
Collect data on the number of staff members, their roles, and responsibilities in each department within the key focus areas.
Identify the key performance indicators (KPIs) for both departments and collect relevant data for analysis within the key focus areas.

B. Process Analysis:

Analyze the existing processes and workflows within each department to identify bottlenecks, redundancies, and areas of improvement in the key focus areas.
Evaluate the utilization of resources, such as staff, facilities, equipment, and technology, in both departments specifically in the key focus areas.
Identify any possible overlapping or duplicated efforts between the Library and Parks and Recreation in the key focus areas.

C. Cost Analysis:

Assess the current budget allocation for each department and evaluate the effectiveness of resource utilization in the key focus areas.
Identify potential cost-saving opportunities, such as shared joint purchasing or consolidation of certain functions in the key focus areas.
Analyze the return on investment (ROI) for various initiatives and recommend cost-effective strategies.

D. Stakeholder Engagement:

Conduct interviews or surveys with staff members, managers, and stakeholders from both departments to gather their perspectives on current challenges and potential areas for changes and collaboration.
Facilitate discussions and workshops to encourage collaboration and idea-sharing between the SPPL and SPPR and their key focus areas.

E. Recommendations

Based on the findings from the data analysis and stakeholder engagement, provide actionable recommendations to enhance efficiency, streamline operations, and optimize resource allocation in the key focus areas.
Prioritize recommendations based on their potential impact, feasibility, and alignment with the goals of both departments.

F. Deliverables

A comprehensive report summarizing the findings, analysis, and recommendations from the efficiency study.
Presentation of the report to Library Director and Parks and Recreation Director.
Any additional supporting documentation, data analysis, or visualizations as necessary.

Saint Paul Public Library Agency and the Saint Paul Parks and Recreation Department will provide:

A. Access

Provide the consultant with access to staff and information necessary for a full understanding of the operations and services of each department within the identified focus areas.
Provide all requested documentation such as policies, procedures, guidelines, budgets, spending reports, etc.
Provide consultant with opportunities to view/tour facilities from each department, particularly co-located facilities, which will inform the study.

B. Designated Contacts

Identify departmental leads to act as the first point of contact for consultant.
Designated contacts will report to the Audit Committee as requested during the course of the study.
Designated contacts will ensure all access as outlined in the above section.

C. Reporting

Departments will report an overview of the study and plans for implementation upon delivery of the report by the Consultant.
At such a time or intervals as requested by the Audit Committee, Department will report on progress of implementation and outcomes achieved.

Project Phases

There are three (3) activity phases to this project with clearly identified tasks and deliverables. You can learn more about the work for each phase by selecting the specific activity below:

To ensure that each project runs smoothly and effectively achieves its objectives, Wilder will facilitate key planning, communication, and project management activities.
Task 1a: Hold a preliminary meeting to discuss the scope of services.
Once the project has been identified and this contract amended as needed, and the City provides notice to Wilder, Wilder will begin by meeting with the Audit Committee and/or the relevant department(s) to understand the full scope of each project, identify project stakeholders and answer any remaining questions about Wilder’s approach and the project proposal. This meeting will take place within two weeks of executing this contract. The activities and tasks outlined in this proposal are subject to change, depending on new or updated information or timelines, as shared by the Audit Committee and/or the relevant department(s).
Task 1b: Hold check-in meetings with the Audit Committee (ongoing).
Wilder will host check-in meetings with the Audit Committee and/or the relevant department(s) to continually review the work plan, plan key tasks, discuss updates on work progress, and problem solve challenges. These meetings take place via an online platform (preferably via MS Teams or Webex). Meetings may be more frequent at the start of the project (weekly). Wilder and the Audit Committee and/or the relevant department(s) will schedule meetings as needed.
Task 1c: Provide project management and communication (ongoing).
Wilder will facilitate ongoing communication and project management through project meetings described above, by updating the project work plan, and other project management documents.
Task 1d: Finalize list of stakeholders for data collection.
Wilder will work closely with the Audit Committee and/or the relevant department(s) to build a list of stakeholders that is concise enough to meet timeline and budget constraints, but robust enough to garner detailed information and perspectives on the structure and finances for each project. Wilder will work with the Audit Committee and/or the relevant department(s) in the early planning phase to identify a list of key stakeholders who can speak knowledgeably about the existing structure and financing of projects. Stakeholders could include (but are not limited to) community groups, city staff, city partners, and individuals with expertise in an area related to the project.
Deliverables (Month 1)
- Project work plan with expected processes and timelines for each task.
- Finalized list of stakeholders developed in collaboration with the Audit Committee and/or the relevant department(s).
Task 2a1: Document review.
In cooperation with the Audit Committee and/or the relevant department(s), Wilder will conduct a broad document review to gather needed information to gain a complete understanding for each study. Examples may include historical documents, city council resolutions, previous audit reports, legal reports, financial information. For this approach, given the short time frame, Wilder will need to establish a cut-off point for reviewing documents to meet the budget and deadline for reporting.
Task 2a2: Collect and analyze documents.
Wilder will work with the Audit Committee and/or the relevant department(s) to gather relevant information and documents, thoroughly review available documents for analysis using a review checklist as our guiding tool. The key themes and patterns will be synthesized for inclusion in the final report.
Engaging stakeholders is a critical component of this project. Wilder will also work with the Audit Committee and/or the relevant department(s) to develop key questions and data collection tools to use throughout each project.

Task 2b: Develop a list of common questions to ask stakeholders.
To assure a level of consistency in reporting, Wilder will develop a list of common questions that can be tailored and used across data collection activities. Questions will examine the existing structure and finances of the city service, particularly, consistent challenges and barriers to providing quality services in a timely manner.
Task 2c: Conduct 1 to 3 focus groups or listening sessions with key stakeholders, for example, city leaders, city staff, community partners, and community members.
City staff have unique knowledge about the structure and financing of city services. Wilder proposed conducting 1 to 3 focus groups or listening sessions (depending on the number of attendees) with relevant stakeholders. Focus groups/listening session may be virtual or in-person depending on the needs of focus group/listening session members and budgetary constraints. Wilder will ask the Audit Committee and/or the relevant department(s) to help identify and select relevant, potential attendees early in the project with a goal of having 5-6 members per focus group or if more individuals are available, more than 6 and up to 15 for a listening session. The final list of stakeholders, city staff, community partners and community members are subject to the Audit Committee and/or the relevant department(s)’s project lead’s approval before the session can commence.
Task 2d: Conduct up to 3 key informant interviews with the leaders overseeing each service area that is the subject of a Wilder evaluation.
Wilder proposed conducting up to 3 key informant interviews with city services leaders (e.g., director/manager of the city service area) on the structure and financing of the service area. Wilder will ask the Audit Committee and/or the relevant department(s) to help identify and engage service area leaders.
Task 2e: Conduct a survey of identified stakeholders.
Depending on the size of the service area, Wilder may conduct a survey of stakeholders, such as city staff, city partners, and relevant community groups. The survey will likely consist of closed-ended questions (rather than open-ended) to meet timeline and budgetary parameters. Survey questions require preliminary review from the Audit Committee and/or the relevant department(s) to ensure that the survey Wilder develops align with the study’s intent. The Audit Committee and/or the relevant department(s) will make best efforts to support and assist Wilder with filling in any gaps in the list of potential respondents, including respondent name, organization, and email address.
Task 2f: Conduct a financial evaluation of the service area if needed.
Depending on the scope of each project, other Wilder staff may be brought on the team to evaluate the financial needs of the service area. For example, when a financial evaluation is needed, Wilder will use staff with expertise in conducting a Return on Investment (ROI) analysis to evaluate the efficiency of the investment made to perform and deliver the service. Wilder will calculate the benefit (return) of the investment compared with the cost of the investment.
Deliverables: (Month 1 and 2)
- Document review checklist
- Questions/data collection tools
Wilder will analyze findings and prepare two reports for each project: a mid-term report updating the Audit Committee on progress, challenges, and potential opportunities and a final comprehensive report with findings and recommendations. Both reports will be fully accessible and in a city-approved format.
Task 3a: Analyze results and determine themes and findings.
Wilder will conduct a thematic analysis of qualitative data collected (survey, focus group, key informant interviews) and will use SPSS for quantitative analysis. The analysis will examine respondent experiences with the current service, as well as suggestions for improvements. Analysis could also include mapping current organizational and financial structures, along with potential alternative models.

Task 3b: Write a mid-term report.
Wilder will write a mid-term report during Month 2, updating the Audit Committee and/or the relevant department(s) on the progress of the project, the challenges, and potential opportunities. The draft report will be submitted to the Audit Committee and/or the relevant department(s) for feedback to incorporate their edits before submitting a final mid-term report and mid-point update at an Audit Committee meeting.

Task 3c: Prepare a final report and present findings.
Wilder will prepare a draft final report in Month 3, sharing findings and recommendations with the Audit Committee and/or the relevant department(s) for feedback. The feedback will be incorporated into the final report. Wilder will make two in-person presentations to share results of the work using a PPT format at an Audit Committee meeting and the City Council meeting.
Deliverables: (Month 2 and 3)
- A mid-term report,
- A final report, and
- Two in-person presentations including PPT slides.

Team Background

Wilder Research Team

Biography

Chris Bray is an established evaluation professional and Licensed Psychologist with a history in leadership positions in St. Paul, both in county and state government positions. In these leadership positions she was responsible for overseeing the work in her divisions, for advocacy with Ramsey County Commissioners, and for advocacy with state legislators. Chris joined Wilder Research in 2020 as clinical lead on Minnesota’s System of Care grant evaluation before expanding her role to conduct research and evaluation on a variety of projects within Wilder Research. Chris’s research interests range from improving individual mental health to examining and improving organizational/systems functioning. Her current projects include an examination of a Certified Community Behavioral Health Clinic, the transition of a hospital clinic to becoming trauma-informed, examining implementation strategies for a comprehensive state Behavioral Health Safety Net, and consulting with the Aiding and Abetting Felony Murder Task Force. She will be a key researcher on the city projects by designing draft work plans with timelines, conducting literature/document reviews if needed, drafting survey/focus group tools depending on the project, analyzing data, and drafting reports. Chris has a doctorate in evaluation studies from the University of Minnesota, a master’s degree in counseling psychology from St. Thomas University, and a bachelor’s degree in social welfare from the University of Minnesota.

Biography

Heather Britt joined Wilder in June of 2022. As executive director of Wilder Research, Heather’s role is to help ensure research and evaluation efforts yield insight and impact across Saint Paul, Ramsey County, and Minnesota. Prior to joining Wilder, Heather served in leadership positions at Blue Cross and Blue Shield of Minnesota, Minnesota Hospital Association, and Allina Health. Heather also spent time at the Minnesota Department of Education and the Urban Coalition. Heather’s research interests range from understanding the environments where young people thrive, the most beneficial ways for systems and organizations to work together to support worker wellbeing, to the influence of systems on health equity. Her largest research study to date was focused on community health workers in late life care and ways healthcare systems can better support individuals and their families in their last few months and years of life. Heather will serve as a Project Lead on City of Saint Paul projects; coordinating partnership and communication with City and Audit Committee team members; working with the research team to implement work plans; participating in primary and secondary data collection and analyses; and partnering on report and dissemination efforts. Heather has her doctorate in epidemiology from the University of Minnesota, her Master of Public Health from the University of North Carolina, and her Bachelor of Science from Cornell University. She lives in Saint Paul and has two children, both recent graduates of Central High School.

Biography

Rachel in an experienced library professional, skilled at gathering information and supporting the research process. At Wilder Research, she conducts literature searches of academic and gray literature, program evaluations, and field and policy scans. She maintains internal systems and workflows related to knowledge management, organizes and catalogs internal materials, and provides copyediting support to the communications team. She will assist the project team with information searches and data retrieval, note taking and organization, and editing deliverables. Rachel has a bachelor’s degree in sociology from the University of Minnesota and a master’s degree in library and information science from St. Catherine University. Rachel lives in Saint Paul and has two children, one who attends Capitol Hill Magnet School and one who attends ECFE through SPPS and will start Pre-K in 2024.

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SAINT PAUL PUBLIC LIBRARY AND THE SAINT PAUL PARKS AND RECREATION DEPARTMENT COLLABORATION AND EFFICIENCY STUDY

In This Section

The Project Description and Consultant

The Project Scope

Wilder will provide:

Saint Paul Public Library Agency and the Saint Paul Parks and Recreation Department will provide:

Project Phases

Activity 1: Finalize project scope and conduct ongoing project management (Month 1)

Activity 2: Conduct primary data collection (Months 1 and 2)

Activity 3: Analyze data and prepare reports (Months 2 and 3)

Team Background

Wilder Research Team

Chris Bray (PhD, MA LP), Senior Researcher - Project Lead

Dr. Heather Britt, Executive Director - Project Partner

Rachel Fields, Research Librarian - Project Partner

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