Specifications include, but are not limited to: A. NDDH is seeking information about the performance of the District and the factors that affect its outcomes. The goal is to achieve an independent perspective on areas of organizational competence, continuous improvement opportunities, and potential risks to NDDH. To achieve this goal, the District is seeking a qualified consultant with (1) the adequate professional, technical and financial resources for performance of the required services or have the ability to obtain such resources as required during performance of said services; (2) the necessary experienced organization and technical skills in the field; and, (3) has demonstrated a satisfactory record of performance of similar services for public health districts, municipalities or other public regional entities. The consultant selected shall, but not but limited to: 1. Conducting a detailed examination of the NDDH current organizational structure, operations and service delivery policies, practices, inspections, processes and levels of staffing to determine if NDDH is organized effectively to deliver required and discretionary public health services, at a minimum this should include: a. Ability for the District to achieve its statutory and discretionary missions and how this compares with other health districts and health departments; b. Evaluation of the organizational structure including efficiency of operations, communication within the organization from its current and past leadership to rank-in-file employees and comparison with structures of other similar sized health districts; c. The organization’s understanding and application of human resources (HR) and the structures in place to recruit, develop and retain staff; d. Evaluation of work required, staffing – including position descriptions and salary ranges, and budgetary requirements to meet the current mission; e. Review of policies and comparison with policies of other similar sized health districts; f. Evaluation of community relations; g. Examination of the organizational culture, the well-being of employees, and metrics to improve employee morale and retention; h. Examination of the fee structure, comparison with other health districts fee structures and the process as to how fees are determined, including analysis of staff time to complete a feebased activity (including necessary training), and the balance of fees versus per capita in funding the budget; i. Investigation of current grant management and the cost-benefits associated with executing those grants and the impacts to town per-capita rates as a result of the grants; j. Examination of the District’s budget process and comparison with policies of other similar sized health districts; k. Determine the overall cost of implanting fee-based structures including cost of training, travel, reporting, and actual on-site activities for such fee-based activities; l. Examine strategies to effectively use volunteers in NDDH activities and compare with other districts. m. Investigation of strategies used to communicate with and between staff, director, board, executive committee, and the community including media; and, n. Recommend changes in procedures to streamline processes. o. Provide strategies to effectively keep up to date on inspections including strategies to mitigate past-due inspections. 2. Meeting with the member towns chief-elected and/or administrators identify core issues and actions that member towns would believe are necessary to ensure their continued membership with the District; 3. Meeting with NDDH customers (builders, restaurants, schools, etc.) to understand stakeholder experiences and needs; 4. Assess organizational structure and impact as it pertains to the Board of Directors, including, but not limited to: a. The role of the Board relative to governance and administrative functions; b. The Organization’s understanding of the Freedom of Information Act; and, c. Evaluation of the Board Member’s understanding of their role with their municipality
