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Brief descriptions of representative projects in various industries: Electric, Gas & Water, Telecommunications, Government, Private Sector.
| Electric, Gas & Water Utility Assignments | |
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Trained Arkansas Public Service Commission (APSC) members in how to monitor and control a management and operations review of Arkansas Power and Light Company and its parent organization, Entergy Corporation. This project included a written and oral review of the proposal and detailed work plan prepared by the team of outside consultants selected by APSC to perform the management review. Assisted the APSC in managing the project, which included quality control checks of the outside consultant project team and its results. |
Performed a two-year review of gas supply and purchasing practices. This unique project included formal training of Maryland Public Service Commission staff members in gas supply review methods and the establishment of formal MPSC gas purchasing reporting requirements for the three companies beginning in 1989. Schumaker & Company provided oversight to MPSC staff during an internal review of gas supply plans submitted for 1989/90 by these gas distribution companies. |
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Central & South West Company Reviewed charges for services provided by a public utility holding company to its affiliates. The review was used to determine whether the services were reasonable, necessary, non-duplicative and calculated in compliance with appropriate allocation formulas. |
Central Maine Power Company Augusta, Maine Performed a focused management review of the implementation for CMP’s Customer Service System. Provided testimony at a general rate hearing in which a portion of the implementation costs was disallowed for ratemaking purposes, due to mismanagement at CMP. Evaluated CMP’s organizational structure and staffing, executive compensation, customer service operations, management efficiency, and cost control. Our findings and conclusions were referenced when State Commissioners granted only 31% of the $83 million dollars rate increase requested. The savings we identified were credited for about $26 million of that reduction. Following the rate decision, CMP’s Board approved an integrated cost-containment plan that included both capital and operating budget reductions and a 42% cut in its quarterly dividend. The restructuring saved $10 million in the first year after our management review. CMP emerged a stronger, more viable competitor, on a course to permanent improvement in all aspects of business management. |
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Developed, performed, and analyzed the results of a customer survey (a follow-up to a survey two years earlier) to assess satisfaction with the city utility and other city services. |
City of Niles – Utilities Department Niles, Michigan Performed a management and operations review and assisted in developing a long-term action plan. For this 55-person municipal department, we identified potential annual benefits approaching $250,000. |
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City of Sturgis Sturgis, Michigan Performed a management and operations review of various city departments, conducted a customer satisfaction and needs assessment, and developed a strategic plan. Addressed the changes occurring within the electric utility industry and the competitive threats felt by the Electric Operations Department. The effort involved: (1) performing a competitive assessment and benchmarking, (2) surveying customer attitudes to identify issues that required addressing in the strategic plan, (3) conducting a management and operations review of the relevant city departments, (4) assisting the electric utility in conducting a strategic planning session. |
Enbridge Toronto, Canada Collaborated on a multi-million dollar asset management solution delivery to Enbridge, a large energy utility in Canada. Partnered with Vantage and Accenture as a subcontractor to deliver two major enhancements to Pipe Maintenance Tracking System (PMTS), a gas asset management system. Designed, developed, and implemented enhancements on time and under budget using Microsoft C#.Net, Crystal Reports, and Oracle. |
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General Waterworks Corporation of Pine Bluff Pine Bluff, Arkansas Performed a management and operations review, including a review of affiliated relationships and transactions. At the request of the Arkansas Public Service Commission, our final report was submitted as testimony in a general rate hearing of General Waterworks Corporation of Pine Bluff. |
Hillsdale Utilities Department Hillsdale, Michigan Developed a strategic plan that included a mission statement; identified the organization’s strengths, weaknesses, opportunities, and threats; and formulated long-term goals and objectives. |
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Designed survey to measure customer satisfaction with electric service reliability and quality, clarity of billing, rates, and services. Provided Electric Service Customer Satisfaction Survey Guide to instruct electric service providers to administer the survey and to understand, interpret, and present its results. Conducted workshops to train electric service providers to implement the customer satisfaction survey. |
Performed a comprehensive management and operations review involving executive management, corporate planning, operations planning, engineering and construction, transmission and distribution, treatment and pumping, financial systems, customer service and marketing, human resource management, support functions, and comparative analysis. This project also included a review of Kentucky-American’s relationships and transactions with its parent company (American Water Works Company) and other affiliate companies (primarily American Water Works Service Company). |
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Performed a comprehensive management audit of this American Electric Power (AEP) operating company. The audit included evaluations of customer service, electric operations, and many of the administrative, financial, and technology support activities provided by AEP Service Corporation. Examined the methods used by AEP Service Corporation and Appalachian Power Company (another AEP operating company) for billing for services provided to Kingsport Power Company. |
Assisted in developing a strategic plan for this power agency, owned by five Michigan municipalities: Coldwater, Clinton, Hillsdale, Marshall, and Union City. The plan addressed the changes within the electric utility industry and the competitive threats felt by the agency. Performed a competitive assessment and benchmarking of the power agency and surveyed customer attitudes (mail survey to residential and non-residential customers) to identify issues for the strategic plan. |
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Developed and implemented a relationship development (key accounts) program aimed at the larger commercial and industrial customers. Developed an ongoing communication/public relations program for the agencies, councils, and member communities. Follow-up assignments have been subsequently performed. |
Performed a competitive assessment of the operations of this municipal gas and electric department, which included a management audit of all functional areas, benchmarking of major performance indicators in relation to other Massachusetts municipalities, and the best practices of other public and investor-owned utilities. Subsequently Schumaker & Company has been providing strategic planning and information technology assessment and planning services to this organization. |
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Conducted compliance audits of the competitive services of New Jersey's gas utilities, specifically South Jersey Gas Company (South Jersey Industries Corporation), New Jersey Natural Gas Company (New Jersey Resources Corporation), and Elizabethtown Gas Company (NUI Corporation), as a part of utility industry restructuring in New Jersey. The purpose was to ensure that the utilities or their related competitive business segments do not have an unfair competitive advantage over other, non-affiliated purveyors of competitive services, and to evaluate and review the allocation of costs between the utilities' competitive and non-competitive services. We offered our expert opinion, based on appropriate methodology, as to whether there was strict separation and allocation of each utility's revenues, costs, assets, risks, and functions between the utility's electric and/or gas distribution operations and its related competitive business segments. The audits determined whether there was (1) cross subsidization between utility and non-utility segments within a public utility or holding company; (2) whether the separation of utility and non-utility organizations was reasonable based on the New Jersey Board of Public Utilities (BPU) affiliate relation and fair competition standards; (3) the effect on ratepayers of the use of utility assets in the provision of non-safety-related competitive services; (4) the effect on utility workers; (5) the effect of utility practices on the market for such services; and (6) ensured compliance with New Jersey legislation. |
Assisted New Jersey Board of Public Utilities (BPU) staff in reviewing and monitoring the implementation of recommendations resulting from an investigation of system reliability for New Jersey's electric utilities. Assisted Board staff in the review and investigation of the information supplied by each of New Jersey's four electric utilities -- Conectiv, GPUE, Public Service Electric & Gas Company, and Rockland Electric Company -- in connection with the implementation of the selected recommendations as ordered by the Board. Particular emphasis was placed on each utility's activities to improve and/or maintain CAIDI and SAIDI indicators at acceptable levels; in particular, issues regarding utilities work force management and construction program planning were addressed. Additionally, assessments were performed of each utility's electric system, distribution system planning and engineering practices, load flow analysis, transmission and substation maintenance practices and procedures, and adequacy of lightning protections. The review of the implementation assisted the Board in fulfilling its obligation to assure that, notwithstanding the changes occurring in the electric industry, ratepayers are provided reliable, safe and adequate electric service now and in the future. |
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Reviewed the fuel-related practices and procedures for two consecutive years, including overall organizational structure, management decision processes, and the computer information systems supporting these activities. Provided testimony on our findings and conclusions. |
Performed a compliance audit of the costs of PG&E’s gas pipeline expansion project to determine if the appropriate level of incremental A&G and O&M costs were charged to the project before and after commercial operation in November, 1993. We also provided data needed to forecast the incremental operating costs of expanding interstate and intrastate pipeline operations serving California markets. Reviewed PG&E’s integrated pipeline operations that supply natural gas from Canada to California for retail customers, pipeline shippers, and interruptible customers. Our review showed that the intended project costing had been properly implemented, ensuring an equitable distribution of costs between regulated retail customers and unregulated project shippers. |
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Reviewed PG&W gas operations; cash flow statements; dividends paid to PG&W’s parent company (Pennsylvania Enterprises, Inc.); allocation of fees (affiliated relationships and transactions with affiliated companies); management information systems; data processing; staffing and compensation levels; and recruiting, hiring, and promotion. Schumaker & Company was a subcontractor on this assignment. |
Performed a stratified management review, beginning with an initial diagnostic review of all functional areas in the PP&L organization. This was followed by in-depth investigation of 23 issues pre-identified by the PAPUC and PP&L, including affirmative action/EEO programs; salaries, wages, and benefits; staffing plans and levels; corporate-wide information technology; nuclear de-commissioning; power plant materials management; a competitive assessment of in-house construction and maintenance workforces. For example, we found that PP&L had been unable to achieve its objectives for improving its information technology (IT) and systems. In the corporate-wide technology area, 18 major recommendations were made, including detailed steps necessary for bringing technology up-to-date. PP&L accepted 153 of 156 recommendations and within a month implemented 30 and expected to complete another 50 within six months. Total estimated savings and/or increased efficiency associated with our recommendations exceeded $70 million (annually) and $40 million (one-time). |
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Pennsylvania Public Utility Commission Harrisburg, Pennsylvania Assisted the Pennsylvania Public Utility Commission (PaPUC) in performing a stratified management and operations audit of Philadelphia Gas Works (PGW). The primary focus of this management and operations audit was to review those PGW business components subject to regulation by the PaPUC, specifically PGW service delivery and production, whose costs are borne ultimately by Pennsylvania ratepayers. The objectives included determination of what improvements, if any, could be accomplished in the management and operations of PGW pursuant to Section 522(b) of the Public Utility Code 66 Ps. C.S. §522(b). Specifically, Schumaker & Company looked for economies, efficiencies, or improvements which benefit PGW and its ratepayers. |
Pennsylvania Public Utility Commission Harrisburg, Pennsylvania Assisted the Pennsylvania Public Utility Commission (PUC) staff in a stratified management and operations audit of PECO Energy Company. The first phase was a diagnostic review assessing the condition of each functional area or business unit against evaluative criteria or expected business practice. While this review was primarily limited to determining if appropriate management controls, systems and processes are in place, it was of sufficient scope to identify significant problems, if any, requiring additional focused analysis. The second phase was an in-depth analysis of pre-identified areas or issues. |
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Pennsylvania Public Utility Commission Harrisburg, Pennsylvania Assisted the Pennsylvania Public Utility Commission (PUC) staff in a stratified management and operations audit of Pennsylvania American Water. Specifically, the intention of the diagnostic review was to encourage economies, efficiencies or improvements which benefit the utility and its ratepayers and identify which, if any, cost saving measures can be instituted. The ultimate purpose is to explore economically practical opportunities for giving ratepayers lower rates and/or better service. |
Peoples Natural Gas Company Pittsburgh, Pennsylvania Reviewed all areas of this gas distribution company’s operations, including gas supply, gas operations, finance and accounting, marketing, data processing, and materials management. Made over 100 recommendations for improvement. Schumaker & Company was a subcontractor on this assignment. |
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Philadelphia Gas Works Philadelphia, Pennsylvania Performed a follow-up review two years after a management and operations audit that involved reviewing results of additional studies recommended during the management audit. Developed a request for proposal for long-term strategic options. |
Philadelphia Gas Works Philadelphia, Pennsylvania Reviewed all areas of this company’s operations, including organization structure and planning (corporate policy, philosophy, and strategic planning; corporate and operations planning; organizational structure, authority and responsibility; human resources; capital program planning; gas operations organization and work-management effectiveness); systems supply; finance and accounting; procurement of outside services and non-fuel commodities; support functions; and quality of service (corporate mission, customer billing, meter reading, customer dispute process, office operations, energy theft, and customer relations). |
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Philadelphia Suburban Water Company Philadelphia, Pennsylvania Performed a comprehensive management review involving all company functions. Specific emphasis was placed on staffing and compensation levels, management information systems, allocation of fees from affiliated companies, customer services, engineering and construction, operations and maintenance, water purchase agreements, and capacity planning. This project also included PSW’s relationships and transactions with its parent company and other affiliate companies. |
Public Service Electric and Gas Corporation Newark, New Jersey Assisted in preparing a long-range strategic generation plan. Assessed PSE&G’s computer information systems for generation planning and scenario analysis. Reviewed selected scenarios for political and qualitative considerations and prepared a comprehensive presentation for senior management. |
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South Carolina Office of Regulatory Staff Columbia, South Carolina Assisted the South Carolina Office of Regulatory Staff (SOR) staff to conduct a management audit of Water Services Corporation (WSC) with regard to five subsidiary water and wastewater companies operating in South Carolina with a focus on the following three areas: 1) basic corporate decision-making; 2) major operational activities; and 3) staff functions. The final report consisted of audit findings and management recommendations. A cost/benefit analysis accompany each recommendation. The bottom line of this project focused on the determination of whether rates charged to the South Carolina ratepayers could be reduced through the implementation of greater efficiencies in organizations, operations, or both. Significant consideration was given to the investigation and quantification of potential benefits that would result from a consolidation or merger of the affiliated companies of WSC. |
Toledo Edison Company Cleveland Electric Illuminating Company Columbus, Ohio Investigated the fuel procurement policies and procedures for fossil and nuclear fuels and provided testimony on the findings and conclusions. |
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Union Light, Heat and Power Company Cincinnati, Ohio Performed a management and operations review of ULH&P, a subsidiary of Cincinnati Gas and Electric Company. Because ULH&P and CG&E are essentially run as a single company, our review covered all areas of both operations, including management and organization, electric operations (excluding power production and fuels management), gas supply and operations, customer services, financial management, human resources, marketing and external relations, and corporate services. We also reviewed ULH&P’s relationships and transactions with its parent company and other affiliate companies. |
United Water New Jersey Harrington Park, New Jersey Analyzed financial management, information technology and other support services, customer services, and human resources in this comprehensive management audit. Schumaker & Company was a subcontractor on this assignment. |
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West Texas Utilities Company Abilene, Texas Performed a comprehensive management and operations review of this wholly-owned subsidiary of Central and South West Corporation, a registered public utility holding company. Our review included assessments of all functional areas within WTU, and of WTU’s relationships and transactions with its parent and other affiliate companies. We identified ways to save over $2.5 million annually. All 85 recommendations were accepted.
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Western Kentucky Gas Company Owensboro, Kentucky Performed a management and operations review that covered all areas of this gas company’s operations: management and organization, gas supply and operations, customer services, financial management, human resources, marketing and external relations, and corporate services. Also reviewed WKG’s relationships and transactions with its parent company (Atmos Energy Corporation) and other Atmos affiliate companies in Louisiana and West Texas. (WKG’s service territory is essentially a rural area with many smaller communities in Kentucky.) This project was particularly successful in that the results of the study were presented by all three participants – specifically, the WKG president, a Kentucky Public Service Commission representative, and Schumaker & Company’s engagement manager – before the Subcommittee on Management Analysis during the NARUC Summer Meeting. |
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Performed a stratified management and operations review focusing on functions and activities performed by ALLTEL Pennsylvania, its associated companies (ALLTEL Telephone Service Corporation, ALLTEL Corporate Services, ALLTEL Supply, ALLTEL Publishing), and its parent company (ALLTEL Corporation). As requested, we also reviewed staffing plans and levels; affiliated relationships and transactions with other ALLTEL companies; and diversity/EEO. Services provided primarily by affiliated companies are administrative, technology, and procurement functions and activities. |
Performed a stratified management audit involving a diagnostic review of all company operations, followed by an in-depth review of nine pre-identified issues and an in-depth investigation of any problematic areas identified in the diagnostic phase. |
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Performed a focused review of affiliate relationships between IBT and its affiliates: Ameritech Corporate, Ameritech Services, Inc., Ameritech Information Systems, Inc., and Bell Communications Research, Inc. (Bellcore). Involved a comprehensive review of all activities by these affiliates, focused on the cost assessment, value assessment, and impact assessment of these relationships on Illinois ratepayers, as well as an assessment of IBT’s billings to its various affiliates. Testified before the ICC on our findings and conclusions. Schumaker & Company was a subcontractor on this assignment. |
Performed a service quality performance review of SBC Ameritech Indiana after it experienced significant service quality performance problems during the year 2000, especially as related to service provision to residential and small business customers. These problems prompted an investigation by the Indiana Utility Regulatory Commission and other parties, including the Indiana Office of Utility Consumer Counsel, Citizen’s Action Coalition of Indiana, Inc., United Senior Action of Indiana, Inc., and the AARP (collectively referred to as the Settling Parties), which resulted in this review. Analyzed, documented, and verified, through findings based on identifiable and measurable information and data, that Ameritech Indiana’s existing service quality plans and practices ensure that out-of-service repairs, new installations of primary service, repair center speed of answer, and business office speed of answer meet applicable service quality performance standards, including reasonably foreseeable events and contingencies. Developed and documented recommendations to improve or modify these service quality practices and/or plans where existing plans and practices were not sufficient to ensure that applicable standards were met. |
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Performed a focused management review of New England Telephone’s affiliate transactions, including 10 to 12 different entities that account for almost $1 billion annually. Several of NET’s support functions (information systems, methods and procedures, purchasing and materials management, legal, and others) were being provided through affiliated companies. Other products and services also were provided by affiliates, including research and development activities. Our review examined the affiliate service cost structure to pinpoint areas for potential cost savings. The Department of Public Utilities and NET accepted all of our 43 recommendations. One recommendation led NET to establish a revised mechanism for reporting to each of the state commissions within the five-state region. |
Conducted regulatory impact reviews of two affiliate companies of U S WEST. These studies, performed from a regulatory perspective, examined the effect on rates and ratepayers of the operations and allocations from both companies in each of the 14 states affected by these operations. Addressed various aspects of the affiliated relationships and transactions between two unregulated U S WEST affiliates – U S WEST, Inc. and Advanced Technologies, Inc. – and the effect of these transactions on U S WEST Communications ratepayers. Developed a computerized regulatory impact model for use by the project team and the 14 states in analyzing the impact from modifying methodologies used. |
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Verizon New York New York, New York Schumaker & Company held Project Manager, Lead Consultant, and Senior Consultant positions to perform a review and evaluation of Verizon NY’s efforts to provide retail service quality that consistently met the requirements of the New York telephone service standards, as required by the New York Public Service Commission (PSC). Analyzed, documented, and verified, through findings based on identifiable and measurable information and data, to ensure that Verizon NY’s existing service quality plans and practices of the five VIP service objectives (customer trouble report rate, percent out of service over 24 hours, percent installation completed in five days, PSC complaints, and outliers), NY Telephone Service Standards, and company guidelines meet applicable service quality performance standards, including reasonably foreseeable events and contingencies. Developed and documented recommendations to improve or modify these service quality practices and/or plans where existing plans and practices were not sufficient to ensure that applicable standards were met. |
Verizon Pennsylvania Philadelphia, Pennsylvania Performed a review and evaluation of Verizon PA’s performance metrics and related remedies, as required by the Pennsylvania Public Utility Commission (PAPUC). Reviewed Verizon PA’s processes for performance metric development (pre-ordering, ordering, provisioning, maintenance/repair, network performance, billing, operator services, and general standards) from source system inputs (including operational support systems and manual data input) to the data mart, where performance reporting occurred. Examined the utility’s underlying information and operations support systems that provided data for use in calculating the performance metrics and remedies. |
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City of Dearborn Dearborn, Michigan Assisted the City of Dearborn in streamlining and consolidating its operations, eliminating non-essential services, and optimizing its overall level of resources involved in achieving goals. Schumaker & Company performed an operations review and assessment of Camp Dearborn that focused on reviewing all key positions (full-time and part-time) through job descriptions, chain of command analysis, and interviews with Camp Dearborn and Recreation Administration staff, evaluating the adequacy of current staffing levels in terms of ability to deliver needed services, reviewing operating revenues and expenditures and business policies and guidelines, conducting a benchmark review of Camp Dearborn with venues similar in size, capacity, and recreational opportunities, and more. |
City of Detroit Detroit, Michigan Recommended cost reduction planning and potential revenue enhancement initiatives based on process mapping and analysis of key processes for designated departments. These plans/initiatives address risks associated with implementation, not only within the designated departments, but especially its potential impact on the delivery of services to the residents and surrounding communities. Schumaker & Company conducted on-site analysis using interviews, process team meetings, and other research methods of the least intrusive means possible. |
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Provided quality assurance (QA) and project planning services to the Michigan Department of Community Health (MDCH), as MDCH management located a vendor who could provide Pharmacy Benefits Management services, including claims administration and operations of a point-of-sale (POS) system, clinical consultation programs, and disease state management programs for the State’s Medicaid fee-for-service (FFS), Children’s Special Health Care Services (CSHCS), Refugee Assistance Services (RAS), and State Medical Program (SMP) beneficiaries. Then, following contract award, to monitor implementation activities. Major steps include:
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Provided quality assurance (QA) assistance to the Department of Community Health as it began administration of over 29 medical assistance programs. Initially, provided QA assistance to a multiple department task force established to quickly develop a scope paper and detailed master plan and schedule for implementation of a Medicaid Eligibility Decision Support System (MEDSS). Following this initial 60-day effort, we continued to provide QA services for preliminary design and implementation steps until the decision was made to move eligibility determination to the Family Independence Agency. Subsequently, we provided QA services for the feasibility analysis of a pre-screening package for local health departments and community agencies. We developed a master QA plan and provided QA support during implementation of that plan. |
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Assisted program staff by developing a RFP for Executive Information System (EIS) and Decision Support System (DSS) to analyze and report managed care data on the State’s data warehouse. Helped through initial phases of procurement process. |
Assisted work group in identifying, reporting, and monitoring issues associated with transition of the Medicaid eligibility determination processing to Family Independence Agency staff. |
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Provided project management services to the Michigan Department of Community Health (MDCH), as MDCH located a vendor who could provide enrollment/eligibility, pharmacy benefits management services (including claims administration and operations of a point-of-sale (POS) system), and clinical management programs for the State's Elder Prescription Insurance Coverage (EPIC) beneficiaries. Then, following contract award to the vendor, our firm managed implementation activities. |
Performed a needs assessment and requirements definition, specification, and design of an administrative support information system. The system served the accounting analysis, budget monitoring and tracking, and personnel analysis areas, and a horse breeders’ award program. |
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Reengineered Department of Environmental Quality’s records management and implemented a pilot electronic document management system (EDMS) in the Storage Tank and Environmental Response divisions. Reviewed and documented existing business processes for re-engineering with EDMS. Created file list, file structure and indexing for database of files; established processes and priorities for back file conversion; and established processes for electronic imaging of records going forward. |
Performed in an oversight and quality assurance (QA) role for the Department of Environmental Quality’s records management program. Xerox was selected as the imaging hardware and software provider for this project, which involved the digital imaging, cataloging, and retention of environmental related documents (written document, engineering drawings, and photographs) pertaining to Super Fund projects. The initial phase of this project involved performing a diagnostic review of the existing situation, identifying issues currently impeding complete implementation, and suggesting a program for moving the project forward. Following this phase, we proposed providing implementation support for the Environmental Response and Storage Tank divisions, as well as other divisions and offices, as necessary. |
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Performed a study of the existing work processes for printing and disbursing State of Michigan warrants, resulting in the following: 1) review and assessment of the current situation and existing policy, processes, and procedures, 2) findings, conclusions and recommendations, including identification of alternative technologies for enhancing quality, controls, and efficiency of operations, 3) surveys of other organizations, 4) alternatives analysis, 5) alternatives cost analysis, and 6) implementation strategy and plan. |
Studied and documented the work flows, office space design, policies, procedures, regulations and laws, manual and computer systems, telephone systems, and processes used by the Consumer Assistance Section (CAS) and also interactions with other Bureau organizations. Based on the results of this extensive study and benchmark research into other similar customer service/help desk operations, recommended ways to improve the effectiveness and efficiency of CAS operations and also develop performance measures for highlighting changes in operations. |
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Acted as Quality Assurance (QA) monitor for a 150-person systems group responsible for developing, operating, and supporting the Child Support Enforcement System (CSES) in Lansing and at Michigan’s county offices. Helped develop plans and begin implementation to migrate towards newer technology from an old character-based application running on mainframe computers. Developed analysis documents discussing strengths, weaknesses, and responsiveness of CSES activities, work products, and deliverables. Provided assistance in identifying testing requirements and developing test plans. Performed analysis of all existing hardware, software and personnel contracts, including compliance with contract terms. Helped prepare and evaluate ITB or statement of work documents for solicitation of vendors. |
Assisted the Michigan Administrative Information Network (MAIN) organization in its strategic planning activities, including identifying its customers and their needs, and developing its purpose, mission, goals, and objectives. |
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Assisted the Michigan State Hospital Finance Authority in its strategic planning activities, including developing its purpose, mission, goals, and objectives. |
Performed an organizational structure and management review of the Bureau of Departmental Services within the Department of Labor to identify inefficiencies and redundancies within the work flows between the Office of Budget, Finance, and Administrative Services and the Office of Technology and Information Systems. We also made numerous recommendations for streamlining operations. During a follow-up project, we developed a framework for implementing bureau-wide procedures. |
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Performed a financial compliance review of the operations for a random sample of participants in the Business Enterprise Program (BEP). Identified problems in the financial reporting procedures and provided recommendations for improvement. We interviewed participants, examined their financial records, and drew conclusions about the program from the resulting database. |
Performed an organizational structure and management review of the Michigan State Industries (MSI) program, and assisted with its strategic planning. The MSI program encompassed a central office in Lansing, Michigan, three regional offices, and 32 factories at 20 prisons throughout Michigan’s lower and upper peninsulas. In mid-1992, MSI employed 172 civilian employees (124 at factory locations) and 1,152 prisoners. The products manufactured by MSI included wood and metal furniture, shoes, vinyl, textiles, cartons, motor vehicle license plates and tabs, highway signs, mattresses, garments, paints and janitorial supplies, brushes and brooms, lumber, and farm products. The services provided include laundry, machine shop and industrial maintenance, and data processing. As a result of our review, substantial modifications occurred, including a structural reorganization. Additional follow-up work occurred to assess and evaluate selected factories. |
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State of Michigan Michigan State Police Lansing, Michigan Assisted Michigan State Police (MSP) in developing an objective needs assessment and an overall financial disbursement strategy for the specific monies collected under the authority of Public Act 78 of 1999, Section 409(E), specifically the Wireless E911 $.03 Priority Fund, whose monies were collected over a two-year timeframe. Assisted in developing a strategy for the disbursement of these monies to provide appropriate funding for identified and needed services, initiatives, and products; developed criteria for selection and evaluated proposals from the public safety answer point (PSAP) community for disbursement of funds; and recommended proposals for consideration by the Michigan Legislature. |
State of Michigan Office of Financial and Insurance Regulation Lansing, Michigan Conducted an assessment of the operational and managerial aspects of the Office of General Counsel for the Office of Financial and Insurance Regulation (OFIR). Interviews conducted with key management personnel for on-site analysis consisted of reviews of the organization and chief processes for which each key person was responsible, as well as discussions of any areas of particular interest. A well balanced report that reflected both areas which hold opportunity for operational and financial improvement and those areas which demonstrate exemplary management and operation effectiveness was written and delivered. |
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State of Michigan Office of Financial and Insurance Regulation Lansing, Michigan Provided services to assist in an independent program assessment of the State of Michigan, Office of Financial and Insurance Regulation (OFIR), Mortgage Examination and Investigation Section. Schumaker & Company provided research to identify and describe characteristics of six state mortgage regulatory programs and assessed current complaint-based approaches versus routine examination approach on 36/48 month cycle. We identified quantitative data to be captured and developed a tool for OFIR to process the data for measuring the impact of additional staffing in reducing predatory lending practices and recommended action plans to implement given those findings. |
Town of Hilton Head Island Hilton Head, South Carolina Provided services related to an assessment of the Town of Hilton Head Island’s (Town) current business processes, organization structure, staffing levels, and software that support the management of the Town’s employee information. This study evaluated the performance of the subject organization, staffing, operations, and costs with the intended final result of identifying opportunities for improving/revising/ replacing the processes, organization structure, staffing levels, and software. Using the least intrusive means possible, an on-site analysis was performed concluding with the delivery of an oral presentation summarizing the findings to that time. Subsequently, produced a detailed draft organizational review report that was presented to the Town Board for review. |
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Wayne County Airport Authority Detroit, Michigan Provided services to assist the Wayne County Airport Authority (WCAA) Technology Services Division in identifying technology business initiatives and updating its annual five-year performance plan at the Detroit Metropolitan Wayne County Airport. This project involved assessing WCAA’s technology and service needs for all 30+ divisions, plus identifying the impact of airport and/or business trends on operations, as a means to identify WCAA’s technology initiatives planned for the next five (5) years. |
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Private Sector Projects |
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For this Michigan-based manufacturer of plastic display units, Schumaker & Company performed a business process reengineering project to identify potential opportunities for improvements in the flow of information and paperwork in the materials management and order entry/fulfillment processes. Detailed flowcharts of the two existing business process flows were developed. Analysis of these flowcharts, in conjunction with company management, revealed numerous potential areas for improvement. Implementation of these recommendations by company management resulted in significant gains in the efficiency and cost effectiveness of the overall business process. As a result of this, Schumaker & Company was contracted to assist the company in the identification of an ERP system that would better meet the needs of Ann Arbor Plastics, especially in regard to the ability to support projected future growth. |
Implemented hardware upgrades and new
networking infrastructure for an insurance services company.
Assisted the network administrator and staff to replace
and/or upgrade existing hardware to maximize usage.
Additionally, |
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Implemented an ERP package for manufacturer of automotive and marine battery casings and components. The project includes identifying and implementing other business process improvements. The primary functional areas of attention are the implementation of the ability to schedule the production of the factory under an MRP environment and to implement real time reporting of work order status and scrap production. Initial process improvement initiatives were improving the scrap reporting process, reducing the amount of scrap produced, improving the accuracy of the bills of materials and routings, and improving the accuracy of inventory transactions and perpetual inventory. The project team focused on the implementation of an improved ad hoc reporting software package. |
Designed and developed a construction cost projection model in Microsoft Access. This model used an ODBC connector to access historical construction costs for O’Neal’s FOREFRONT accounting system (a Btrieve database, later transitioned to an SQL database) on a real time basis to develop cost projections on individual projects. The application used OLE to populate the information in an Access database for further analysis and presentation. |
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Assisted in house IT department in the implementation of Microsoft Exchange Server. Lotus Notes was to be phased out with the implementation of Exchange Server. |
Aided organization in local area network migration from Novell NetWare to Windows NT environment. Configured NT Server, Microsoft Exchange Server, and workstations using Windows 98, Exchange Client, and Outlook for electronic mail messages. Trained staff in use of client/server environment and applicable software packages. |
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Developed networking plan for Windows and Macintosh platforms. Provided general computer and software support and training. Designed and implemented Access/VBA database for M-Care organization that allows them to maintain health care provider data and provide quarterly provider directories. Created Web sites implementing LaLonde & Co.’s graphic designs for Nichols, Sacks, Slank and Sweet; NuStep, Inc.; NSF International; Kelsey Law Offices, Ann Arbor Bone & Joint, etc. |
Assisted organization by performing technology and systems integration activities involving its network. Performed installation of Microsoft Exchange Server and configuration of workstations using Exchange client and Outlook client for electronic mail messages. Implemented network with demand connection to Internet Service Provider (ISP) and configured workstations for browsing Internet. |
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Provided consulting to non-profit organization by reviewing existing accounting, press fulfillment, workshop/seminar registration, marketing, and professional school credit groups and the systems that support these groups. Investigated possible directions, suggested alternatives for hardware and software, and recommended course of action. |
Performed a needs assessment to identify the necessary changes and additions to upgrade the hardware and software of a Novell network; then helped implementation efforts, including:
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Provided consulting to manufacturing firm by reviewing its efforts to convert all of its computer applications to alternative hardware, resulting in a recommendation that the project scope be expanded and that the following activities be under taken:
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Designed, developed, implemented, and supported a participating provider database application for M-CARE, the health management organization designed by the University of Michigan. This application allows M-CARE staff and providers to maintain up-to-the-minute information about participating providers, including location and specialization, for M-CARE participants. The application provides management information that is printed and distributed to M-CARE providers as quarterly provider directories. This application was developed using Access/VBA. |
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Designed, developed, implemented, and supported a billing and accounts receivable application. This application summarizes and tracks charges incurred by Auto Wash customers who have standing contracts (such as Detroit Edison, the City of Detroit, and other major companies) for their services. The application supports the monthly billing and accounts receivable process. This application was developed using Access 2000/VBA. |
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