Good afternoon, everyone.

I'm Commissioner Robert Patrick, Chair of the Public Works and Infrastructure Committee.

I am joined the PWI team is Commissioner Ted Terry from Super District 6, as well as our presiding officer and district 4 commissioner Shakira Johnson.

Getting started with our first agenda item is going to be the minutes.

Agenda item 2026-0484.

This is for all commission districts, minutes of the March 3rd, 2026 Public Works and Infrastructure Committee meeting.

Commissioners, are we comfortable on voting on this?

I make a motion to approve.

Second.

Okay.

Proper motion, proper second.

All those in favor is your hand and say aye.

All right.

If we have Ms.

Sintai.

We're going to go ahead and do the operational assessment update for PWI.

If we've had these updates for the other committees today, um and uh certainly looking forward to PWI.

Welcome to the best committee ever.

Already?

Ever.

Awesome.

Getting used to this.

But there's there's some slight nuances in the different committees, and they all require their own special attention.

So we'll go through the process.

Lakeisa Susai, manage managing principal of the momentum firm back in September.

We were hired to be the implementers and change managers of the Mom and Jenkins organizational and performance assessment.

We promised at that time that we'll engage the board early and regularly.

This is one of our quarterly updates, and we did provide an update back in December to this committee, but it was written.

So this is my first time speaking to you all, and we'll be back next quarter.

All right.

And yeah, we'll go from there.

If I'm correct, it is I forgot to mention uh the departments that were assessed uh that are associated with this committee, roads and drainage and sanitation.

Okay.

These are some of the uh transformation goals that were developed on the backside of the operational assessment to give some a compass really to the work ahead.

And it's in these areas that we're working to make progress.

Um we've even developed uh a list of specific uh key results associated with these objectives.

Some of them are KPIs, others are key performance measures.

The point is that both through measures and initiatives, we are tracking activity associated with achieving these results.

So through this process, you know, hopefully this year and beyond, we should be uh yielding some um some wins, some accomplishments, like year over year reduced internal audit findings and open issues, um, an increase in customer satisfaction scores, um, achieving cost savings where where appropriate, feasible, um, modernizing technology, um, and really becoming a more data-driven government where uh at some point this year where our the plan is for a hundred percent of all departments to be reporting KPIs.

This matrix is just uh uh sort of an example of the process that we use uh and support departments with thinking about where some of these initiatives should land on an implementation timeline.

It's based on impact, uh perceived level of impact, and uh the perceived level of effort that is required, and it's in the top quadrant that we're focused, right?

We're trying to implement and support the implementation of quick wins, which are things that initiatives rather that have um high impact but require low effort to implement, and some of the major projects that we don't want to lose sight of.

Yes, they may be heavy or lifts to get across the finish line, but they have a ton of impact potential, and so we are doing our best to kind of mitigate issues, overcome roadblocks with departments, and provide the change management needed to to get those major projects across the line.

Our implementation management process that we design and are currently running is depicted on the screen.

Um I'll just call out some of the areas that we are monitoring through feedback surveys that we administer every other month.

Uh we're looking at things from of course the recommendation status, whether it's met in progress, not started.

Uh, we're looking at uh additional context to understand the reasoning behind why things are blocked or or recommendations are rejected.

And um I already mentioned potential cost savings.

So we don't have uh the quantified number of you know cost savings that have been realized to this point.

Um but you know, we we do intend to continue to track this and hopefully uh can report that out in our next uh our our next time we see you.

This is a countywide uh dashboard.

This this is a representation.

What you see on the screen is a representation of um uh the status of all 18 departments that were included in the assessment.

We got 266 recommendations total um that were identified in the report.

Uh to this to this date, there are 59 recording being met.

Um 11 are blocked, and over 123 require additional resources.

Um just some context questions that have come up today.

Um, where you see recommendations blocked, they're usually blocked because they require additional resources, but you will notice that there are over 123 recommendations across the board that require some level of additional support that um reflects the uh in progress nature of some of these recommendations and how you some of them are partially implemented but can't be fully implemented without some other type of support.

And we we went into detail for uh roads and drainage and sanitation specifically, the type of support that they are asking for.

Right.