83-04 OrdinanceRECORD OF ORDINANCES
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83-04
Ordinance No. Passed
ao
AN ORDINANCE AMENDING THE ORGANIZATIONAL
STRUCTURE OF THE CITY OF DUBLIN
WHEREAS, the City Manager has recommended that the organizational structure
of the City of Dublin be amended as reflected in attached "Exhibit B"; and
WHEREAS, the proposed amendments are designed to enhance the efficiency and
effectiveness of the City of Dublin; and
WHEREAS, Council has determined that the proposed amendments to the City of
Dublin organizational structure should be adopted,
NOW, THEREFORE, BE IT ORDAINED by the Council of the City of Dublin,
State of Ohio, ,~ of the elected members concurring:
Section 1. That proposed amendments to the organizational structure of the
City of Dublin attached "Exhibit B" are hereby adopted.
Section 2. That this ordinance shall take effect and be in force at the earliest
date permitted by law.
Passed this ,_~_ day of 2005
"~
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Mayor -Presiding Officer
ATTEST:
Clerk of Council
I hereby certify that copies of this
Ordinance/Resolution were posted in the
City of Dublin in accordance with Section
731.25 of the Ohio Revised Code.
uty Clerk of Council, Dublin, Ohio
CITY OF DUBLIN_
Office of the City Manager
5200 Emerald Parkway, Dublin, Ohio 43017
Phone: 614-410-4401 • Fax: 614-410-4490
To: Members of City Council
From: Jane S. Brautigam, City Manager ~ ~,,,,~, j . ~j~,~ "~
~.-,~
Date: December 1, 2004
Re: Proposed Organizational Restructuring
Back round -Department of Service
Memo
Since September, I have been serving as both the City Manager and the Director of Service. This
has been an incredible experience and I have a new appreciation for the hard work that our
employees perform every day. In this position, I have spent quite a bit of time learning about the
day to day operations of the Service Center and reflecting on how to structure our organization so
that our efforts to provide quality service will be the most successful and effective.
The clearest lesson that I have learned is that the Department of Service, as it is currently configured,
is a large and diverse operation making it very difficult for one person to manage. At present, this
part of the organization contains 147 full time employeesl, providing an incredible variety of
services from custodial work to fleet maintenance to sewer cleanup to recreation programming. The
Department of Service employees provide services to either the citizens or the organization 24 hours
a day.
We are doing a great job, however I believe that our managers and supervisors could perform more
effectively if the Service Department were smaller; and our employees would be more accountable if
this were the case. This belief is bolstered by the frustration I hear from some who say that they
cannot concentrate on their real passion -whether it be parks or sewers -because other areas of their
responsibility are taking too much time.
BrainstorminE
In October, I called together a group of employees who are knowledgeable in areas of public works,
maintenance, personnel and the history of our own service department. In a series of meetings over
several weeks, I asked them to brainstorm with me on connections and synergies between the
Service Department and other departments and divisions in the City. Our goal was to find a way to
organize City functions that made sense, that would contribute to improved efficiencies and would
have no negative budget impact.
I To put this in perspective, the second largest department is the Division of Police with 86 full time employees.
What we learned is that the connections between engineering design and the maintenance of
infrastructure are strong; that recreation programming could benefit from the vision that a parks plan
would give; that facility maintenance is a support service for all divisions of the city; that the terms
"division" and "department" are misleading and limiting. Together we propose a realignment of
some functions that will focus on natural connections; will try to break down some of the barriers in
the organization; and will group functions in ways that will have more impact on service delivery.
We also emphasized that the plan does not impact existing wage and salary scales; and will not
require a massive office relocation. We focused on the strengths of our employees and supervisors
in order to develop a proposal that would maximize their talents.
Discussion of Planned Changes
Attached to this memo are exhibits which show the existing (Exhibit A) and proposed (Exhibit B)
organizational structure. The plan:
• Combines the functions (but not the locations) of Engineering, Streets and Utilities, and
Building Standards under the function of Public Service.
• Combines the functions (but not the locations) of Parks (formerly grounds) and Recreation
Services under the function of Parks and Recreation.
• Combines the functions (but not the locations) of Facilities, Information Technology,
Volunteer Services and Courts under the function of Support/Administrative Services.
• Results in a "flatter" organization. This means that more functional areas report directly to
the City Manager, thus eliminating levels of hierarchy and allowing for better
communication and supervision.
• Renames the planning function to Land Use and Long Range Planning, reporting directly
to the City Manager.
• Eliminates the Department of Development. Instead, through the teamwork of the Directors
of Economic Development, Land Use and Long Range Planning, Streets and Utilities and
Engineering, the City will benefit from wide-ranging expertise without having to place a
single individual in the position.
• Changes the City Manager's office to include only an Executive Assistant, the Training and
Accreditation Coordinator (currently located in Service), the Receptionist and the Assistant
City Manager. The position of Assistant City Manager would be filled by a new employee,
experienced in day-to-day management responsibilities, allowing me to focus more time on
policy issues. This grade 11 position will be funded through the savings from not replacing
the salary and benefit dollars assigned to the grade 11 position held by our former economic
development director.
• Does not change the number of city employees.
The changes for individual managers in the organization are:
• Frank Ciarochi becomes the Director of Public Service. His office will move to the Service
Center. Danny Johnson, Matt Villareale, Paul Hammersmith and Bob Price will report
to him.
• Fred Hahn becomes the Director of Parks & Open Space; and Kelly Heal remains the
Director of Recreation Services. There will be no overall Director of this group. Rather,
they will function as a team focused on leisure services and will report directly to the City
Manager.
Michelle Crandall becomes the Director of Administrative Services. Her office will likely
move to the Service Center. Peter Husenitza, Don Colby, Christine Nardecchia and the
Facilities Supervisor, Larry George will report directly to her.
• Dann Bird becomes the Director of Land Use and Long Range Planning. He will report
directly to the City Manager.
Advantages and Disadvantages
The immediate reaction in looking at the proposed organizational chart is "there are a lot of people
reporting to the City Manager!" The reason for this is that in an organization such as ours which
performs at a very high level, the City Manager does not need to supervise top-level managers on a
day-to-day basis. I rely on these people to get the job done and I intend to hold them accountable
for their performance. The advantage it gives me is the ability to be more of a resource for these
managers and their ideas.
In two key areas, I want to have more direct involvement. These are Land Use and Long Range
Planning and Parks and Recreation. Since land use planning and development is a matter of vital
interest to you and the community as a whole, I want to be more engaged in the process. As for
Parks and Recreation, I believe it is vital for the future of Dublin to have a much clearer vision of
the parks, open spaces, natural areas and the range of leisure services our citizens will want. Many
progressive cities have outstanding long-range plans for parks and recreation, in addition to the
Community Plan, and I believe that this is a goal that we should set for ourselves over the next five
years. Particular attention should be paid to the issues of an aging population and balancing the
desire for more parks with the problem of escalating maintenance costs.
Probably the most exciting part of the proposal is the joining together of Engineering and Streets
and Utilities. These two functions affect each other dramatically. At times, there are
communication gaps between them, and this move should signal the demand for better coordination
as we design infrastructure and maintain it. In addition, the selection of Frank Ciarochi to serve in
the role of Director will allow his strengths in the area of personnel management to shine in a work
environment that needs some focus in this area. Danny Johnson will be vital in assisting Frank as
he assumes this new role.
A constant issue in the City is the location of offices when our employees are in different buildings.
This is a challenge that we all have and it will be incumbent on me as City Manager to get out of
the office and meet with our Managers on a regular basis. My role will be focused on external
communication, teamwork with others on achieving Council's policy goals, engagement in regional
issues and being aresource/sounding board for the Managers. The Assistant City Manager will
handle the daily management responsibilities of the City Manager's office.
Recommendation.
Pursuant to Section 6.01(b) of the Revised Charter, the City Council has the authority to "abolish,
combine, merge, change or alter any department of the City." Because this proposal is one which is
wide-ranging, it is intended to remain place without major changes for a longer period of time. I
recommend that the City Council adopt the attached Ordinance at the second reading on January 3,
2005.
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