Challenge
Business Process Reengineering: The City of Chicago is the third largest city in the United States, with approximately 2.7 million residents, 37 operating departments and approximately 32,000 employees. A mayor and 50-person City Council, each serving four-year terms, govern the City and work to provide residents, businesses, and visitors with quality municipal services. As with many large municipalities, Chicago is currently in the midst of an unprecedented budgetary crisis and is determined to standardize, rationalize and optimize purchasing practices to address these budget constraints. As a result, Chicago looks for vendors that can proactively collaborate with the Department of Innovation and Technology (DoIT) to meet its technology goals and stated business objectives, while providing best-in-class service delivery.
Chicago was amid an unprecedented budgetary crisis and was determined to standardize, rationalize, and optimize purchasing practices to address their budget constraints.
The City of Chicago, as part of its Procurement Business Process Reengineering efforts required:
- Robust business advisory team to collect and analyze all financial and business drivers
- Create a business process map
- Create a strategic roadmap
- Make advisory recommendations
Solution
Our team developed a Strategic plan and a roadmap to reduce friction amongst city agencies involved in procurement and conducted business process reengineering. To accomplish this goal, we conducted a Business Process Review/Reengineering (BPR) with the multiple City of Chicago agency stakeholders. The procurement review aimed to redesign and provide a framework for City procurement to use that would achieve the following ongoing guiding principles within its mission: Transparency, Integrity, Uniformity, Efficiency, Cost Effectiveness, and Encourage Competition. This effort resulted in an analysis of their current state and a strategic road map guiding the PTRF towards their future state.
Outcome
The City of Chicago and Sister Agencies gained a perspective of their common and different procurement practices and a roadmap on areas where it made sense to harmonize. The road map identified business practices to adjust, organization coordination to consider, and technology changes to investigate and implement.
