2-Part B - Scope of Work 2026 7 7.pdf

City of Alexandria Request for Proposals

Organizational Assessment and Integration Study

RFP 2030

Part B – Scope of Work

1. General Overview This module describes the general Scope of Work for the Project. Detailed requirements for construction administration, performance, scheduling, and payment are addressed in Part D – General Terms and Conditions.

2. Performance Period, Location, and Workdays/Hours

2.1. Period of Performance

[The Contractor must complete the work withing within one hundred fifty (150) Calendar Days] from the issuance of the purchase order.

3. Scope of Work The City of Alexandria, Department of Transportation and Environmental Services (Department), seeks proposals from qualified consulting firms to conduct a comprehensive organizational assessment and integration study for the Department following the recent integration of the Department of Project Implementation into its fold.

The purpose of this engagement is to evaluate the current organizational structure, identify opportunities to streamline administrative functions, and develop recommendations to fully integrate the organization in a manner that improves efficiency, accountability, coordination, and service delivery.

The merger has created a larger and more complex organizational structure that includes overlapping administrative responsibilities, duplicative processes, and opportunities for greater operational alignment. The city is seeking an independent assessment of the structure of the Administrative Services and Project Implementation-Project Controls Division staffing alignment, workflows, and operational support functions to determine how best to organize the Department for long-term success.

The Department anticipates that the project will be completed within approximately four to six months from notice to proceed.

Project Implementation Background Project Implementation has 28 positions functioning as project managers, construction inspectors, and project controls support staff responsible for the delivery of the City’s portfolio of capital infrastructure projects.

The Project Controls Division (division) is responsible for the completion of capital infrastructure projects within the City of Alexandria, including the design and construction of projects involving roadways, sidewalks, and intersections; transit facilities; stormwater, flood mitigation and sanitary sewer infrastructure; as well as trail and park improvements.

Within the division, the Assistant Director supervises staff providing project management support services, branch budget development, as well as human resource functions:

• Non-Technical Project Manager: Project Management Information System support and system improvements

• Capital Procurement Specialist: Procurement official in support of capital projects through oversight and management of the entirety of the procurement process

• Fiscal Officer II o Contract modifications o Purchase orders o Change orders o Requisitions for purchase orders o Grant reimbursements o Monthly reporting o Travel requests/reimbursements

• Fiscal Officer I o Process project invoices o Manage recruitment, hiring and onboarding o Process annual evaluations o Manages supply acquisition o Office support requests o IT coordination including new asset purchases o Manages Council docket processes

• Management Analyst III o Performs special projects as requested such as annual timesheet capitalization report, and infrastructure map project o Manages VDOT’s required willingness process

• Grants Coordinator o Manages departmental grant responsibilities including required reporting, monitoring, and reimbursement preparation

Administrative Services Division Background

This Administrative Services Division (division) has 11 positions to provide administrative and operational support for budget and finance; grants coordination; safety and risk, human resources (HR), and information technology.

Assistant Director – Oversees the below staff and applicable deliverables regarding fiscal, HR, Safety, and ITS functions. Liaises with other executive staff on high level and priority actions and assists the Director with special projects, as needed.

Fiscal Officer III/Chief Fiscal Officer: Main point of contact for fiscal-related matters for the department. Provides strategic decisions relating to financial performance, budgeting, accounting and the effective use of public funds. Supervises five positions under similar titles:

• Fiscal Officer II o Oversees financial activity and ensures proper fiscal stewardship o Reviews financial transactions and other documents for accuracy, availability of funds, and for compliance with laws and citywide policies o Manages state and federal grants, ensuring fulfillment of grantor requirements and identifying uncollected funds

• Fiscal Officer I o HR support in recruitment and payroll processing o Aids in procurement management, grants management and fiscal management

Safety Officer:

• Reports to the Assistant Director and the Deputy Director of Waste and Traffic

Management.

• Oversees the Department’s safety functions, initiatives, and reporting, to include workplace accidents, injuries, equipment/vehicle damage

• CDL requirements and reporting (including mandatory drug testing)

ITS Coordinator

• Liaises with City IT on all IT deliverables and initiatives

• Oversees IT equipment replacement, software deployment, and technical troubleshooting

• Provides technical support for meetings when necessary

• Assists department staff with any hardware or software issues

HR Technician I

• HR lead for the department, excluding discipline

• Liaises with DHR/Payroll regarding all employee actions, including training, career ladders, vacancies, benefits, Kronos, onboarding, offboarding, processing and routing the paperwork and Munis entries

• Provides direct assistance to department staff for HR issues

Management Analyst I: Assists with HR functions noted above.

Administrative Support V o Provides front office support o Answers the mainline o Assists with citizens requests o Provides miscellaneous department-wide administrative support o Provides support to the Transportation Branch, including invoices and requisitions o Note transcription for boards and commissions, travel processing, etc.

o Provides administrative support to the Transportation Branch

Scope of Work

Task 1 – Project Initiation and Work Plan The consultant shall conduct a kickoff meeting with Department leadership to review project objectives, discuss communication protocols, confirm the project schedule, and identify available background materials and data sources. Following the kickoff meeting, the consultant shall prepare and submit a detailed work plan outlining the proposed methodology, stakeholder engagement approach, schedule, and anticipated deliverables.

Task 2 – Organization Review and Data Collection The selected consultant will be expected to conduct a thorough review of the two existing organizational structures and operational practices. This review should include an evaluation of reporting relationships, spans of control, division alignment, administrative support functions, decision-making processes, workflow coordination, and internal service delivery practices. The assessment should identify areas where functions may be duplicative, fragmented, unclear, or inefficient and should evaluate opportunities to consolidate or better align responsibilities across the organization.

The assessment should also include a detailed evaluation of existing positions, responsibilities, and workload distribution to determine whether current roles are appropriately aligned with operational needs, organizational objectives, and future service demands, and to identify opportunities for role clarification, consolidation, reclassification, or the creation of new positions where warranted.

As part of the assessment, the consultant shall engage with Department leadership, supervisors, and employees, through interviews, workshops, or other appropriate engagement methods. The Department expects the consultant to gather qualitative and quantitative information necessary to understand opportunities for improved integration and coordination.

Task 3 – Recommendations and Implementation Strategy Based on the findings of the assessment, the consultant shall develop recommendations for organizational realignment and integration. Recommendations should address organizational structure, functional alignment, supervisory relationships, administrative support services, and workflow standardization. The consultant should identify practical opportunities to improve efficiency, reduce redundancy, clarify roles and responsibilities, strengthen communication and accountability, and support more effective service delivery across the Department.

The consultant shall provide organizational design options, as appropriate, and identify the advantages, disadvantages, operational impacts, and implementation considerations associated with each approach. Recommendations should consider the Department’s operational needs, strategic priorities, staffing resources, and long-term sustainability.

Deliverables The final deliverables shall include a comprehensive written report documenting the consultant’s findings, analysis, and recommendations; proposed organizational charts or functional alignment models; and a phased implementation strategy outlining recommended next steps, sequencing considerations, change management issues, and estimated implementation timelines. The consultant will also be expected to present findings and recommendations to Department leadership and other City stakeholders as directed.

The Department anticipates that the project will be completed within approximately four to six months from notice-to-proceed.

Consultant Qualifications Firms responding to this solicitation should demonstrate experience conducting organizational assessments, operational reviews, and organizational integration efforts for local governments or similarly complex public sector organizations. Experience with change management, organizational design, and operational efficiency initiatives is strongly preferred.

4. Contractor Responsibilities

4.1. Provide a baseline construction schedule within 30 calendar days after Notice to Proceed

4.2. Reporting – The Contractor must:

4.2.1 Submit monthly progress report summaries

• Percent complete

• Work performed during reporting period

• Work planned for the next reporting period

• Schedule impacts, if any