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ti s We can complete the remaining profiles in about one year if: departments identify service leads and establish staff teams when requested; resources in the Service Improvement Team are kept at current levels; and the emphasis of our work program continues to be service profiles. The SISC reviews the Service Improvement Team's work plan quarterly. For the past year and a half, SIT's priority has been completing service profiles. This may need to change. First, some SIT staff is, and most likely will continue to be, reallocated to work on M47. Second, as each Service Profile is completed, the teams identify service improvement projects to enable the service system to be efficient and effective. Third, departments may need SIT assistance as the City Council identifies non -core services to investigate alternatives such as outsourcing, privatizing, encouraging more volunteerism, establishing not - for - profits, etc. Facilitating these projects may be a higher priority than completing the remaining profiles in a year. Process. Product Options Attachment C is a diagram capturing the Service Improvement Team's brainstorming on ways to decrease service profile cycle time. Those items highlighted are the SISC's recommendations to the Budget Committee. These options save team and facilitator time without compromising the policy portion of the profile. The recommendations are: • Eliminate the "Historic Perspective" section. • Eliminate the "Operating Principles" work. • Assign only one SIT facilitator for "small" services. Service Profiles were designed to support multiple goals. These include: • Agreement between the Budget Committee and service teams on the purpose and direction of the service and its measurable results; • Provision of detailed information that supports these policy discussions; • Inclusion of citizen review and customer feedback to ensure the service has an external focus; • Development of tools useful to the staff team in improving their service delivery; and, • Strengthen cross - division or cross - department service teams. The first two recommendations negatively impact these goals. The "Historic Perspective" has been included in order to ground the Budget Committee in prior policy decisions that have framed the service to date. The "Operating Principles" provide teams a social contract for interactions with their customers and each other which has been useful for team - building and in guiding day - to-day service delivery decisions. Making these modifications would help mitigate the increased work load to service teams and Service Improvement staff if the Budget Committee decides to form citizen review focus groups for the sixteen services that currently have no relevant committee. Should the Budget Committee determine that they can continue to do citizen review of services without an existing committee, the completion time for the remaining profiles should decrease by approximately 10 %. Queue of Remaining Services The criteria the SISC recommends for queuing the remaining services is as follows: • Highest priority is given to those services that are either non - General Fund or for whom the total budget or service impact of Measure 47 is likely to be less than or equal to 10 %. • The higher the probability of major service reduction, the lower the priority in our queue. This approach gives teams time to decide the impact of reductions before completing a profile. • Any service slated to be dropped within a year would no longer be in the Service Profile queue. • Because they have no external customers, we put the administration services at the end of the queue. We also put Social Services, which is solely contractual money, in the fourth priority. II -3