NYC Parks And Recreation (PARKS)

Organizational Restructuring Assessment: For New York City Parks, we were asked to help them explore different centralized, decentralized, and hybrid organizational models for the Forestry, Horticulture, and Natural Resources divisions as well as to evaluate the ramifications of each option on business operations, budget, assets, and headcount.   We conducted interviews with stakeholders ranging from the COO to foresters in the field to understand the options and associated ramifications comprehensively.  Ultimately, we developed a comprehensive report and presentation for Park’s leadership with recommendations and potential implementation plans.

MA Early Education And Care (EEC)

IT Strategic Planning:  For Massachusetts Department of Early Education and Care (EEC), we were asked to develop an IT strategic plan to align with their 5 year business strategy.  We conducted a detailed assessment of their current IT capabilities and application architecture.  From this, we conducted executive visioning sessions with business and technology leadership to capture desired future business objectives and align to strategic IT decisions on platforms and hosting that had been made.  From these inputs, we developed a comprehensive IT future state architecture and associated roadmap aligned to their business strategy. Key elements included application rationalization which reduced EEC’s application footprint from 35 to 5, Single Sign-On and Portal which consolidated 10 disparate authentication and identity management solutions to 1, and implementation of IT Governance which delineated roles and responsibilities between EEC, EOEIT, and EOTSS.

Application Landscape Analysis: For the Massachusetts Executive Office of Education (EOE), we were asked to conduct a thorough application landscape analysis to research, categorize, and benchmark potential solutions to replace EOE’s existing

Educator Licensing and Renewal System (ELAR). Through this endeavor, we identified 30 solutions used by 26 states, providing EOE with a comprehensive overview of the vendor/applications including benchmarked implementation timelines and costs for the top contenders. This ultimately fed into a tailored procurement strategy allowing EOE to receive the best possible responses from vendors.

Operational Staffing Model: For the New York City Department of Parks and Recreation, we were asked to develop a detailed resource forecasting model, which, leveraging input from all their business units, was able to project the estimated full-time and seasonal workers needed for a variety of service levels at NYC Park’s properties and facilities.

The model was utilized in presentations to the Mayor’s office, ultimately allowing for the addition of approximately 500 seasonal employees to the workforce.

PeopleSoft IV&V: For the New York Metropolitan Transportation Authority (MTA), we were asked to provide Independent Validation and Verification services responsible for providing unbiased assessments and recommendations to the MTA leadership and steering committee on the functional and technical workstreams for a $100MM PeopleSoft upgrade for Human Resources, Finance, Procurement, and Pension.

New York City Housing Authority (NYCHA)

Business Process Reengineering and Requirements Gathering: For the New York City Housing Authority (NYCHA), we were asked to conduct business process reengineering and capture business and technology requirements/use-cases to allow the Authority to sunset three legacy applications and migrate to more modern technology.  We conducted interviews with stakeholders from the business, technology, legal, and leadership to redefine the future of business operations from which we developed future state business processes and the associated technology requirements.  The end results were over 800 requirements which improved business operations, reduced IT complexity and support costs, and increased auditability and HUD compliance.