Special district forges best-in-class path through management audit and workforce/succession planning

Client need

To become a best-in-class organization, a government water district needed to develop a roadmap to identify operational gaps and workforce development opportunities, manage performance, eliminate redundant functions and optimize resources.    

Baker Tilly solution

Baker Tilly’s specialized professionals worked with the water district to conduct a comprehensive management and organizational audit of its financial, procurement, customer service, crew efficiency and safety, and information technology departments to identify improvement opportunities and ensure enhanced fiscal position.

The dedicated team at Baker Tilly also led a detailed staffing analysis comparing staffing levels within core functional areas to similarly situated municipal utilities. Through succession and workforce planning services, we reviewed the special district’s long-range and short-term plans for continued operation and evaluated its management, workforce staffing and organizational structure. Another project focused on management of labor resources from staffing, workforce planning and succession planning perspectives, including considerations relative to governance of labor decisions such as training, hiring and performance evaluations.


By addressing operational recommendations and implementing workforce development and succession planning initiatives, the water district was poised to achieve best-in-class status and save an estimated $500,000 to $1.4 million annually.

For more information on this topic, or to learn how Baker Tilly specialists can help, contact our team.