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20-07 OrdinanceRECORD OF ORDINANCES Daytnn Legal Blank, Inc. Form No. 30f14~ Ordinance No. ZQ ~~ Passed 20 AN ORDINANCE AUTHORIZING A REALIGNMENT IN THE ORGANIZATIONAL STRUCTURE OF THE CITY OF DUBLIN 1 WHEREAS, Council has determined, upon the recommendation of the City Manager, that the organizational structure of the City of Dublin should be realigned, as reflected in attached "Exhibit B"; and WHEREAS, Council has determined that this realignment would enhance the operational and administrative effectiveness of the City of Dublin; and NOW, THEREFO , BE IT ORDAINED by the Council of the City of Dublin, State of Ohio, ~ of the elected members concurring, that: Section 1. The proposed realignment to the organizational structure of the City of Dublin, as reflected in attached "Exhibit B", is hereby adapted. Sect~,~„ ion Z. Thrs Ordinance shall take effect and be in force on the earliest date provided by law. Passed this the, ,~la of .~ y , 2007. ` 4 Mayor -Presiding Off cer ATTEST: ~1~- ~ ~ Clerk of Council ~~l CITY of DUBLI~~ Office of the City Manager 5200 Emerald Parkway • Dublin, OH 43017 Phone; ~ 14-410-4400 • Fax: d 14-410-4490 Memo To: Members of Dublin City Council From: Jane S. Brautigam, City Manager ~ 5 . owe Date: April 4, 2007 Initiated By: David L. Harding, Director of Human Resources ~IIMMARV Re: ordinance No. 20-07 organizational Realignment Attached for your consideration is ordinance No. 20-07 authorizing the realignment of our organizational structure. Also attached are two diagrams labeled as "Exhibit A" and "Exhibit B". "Exhibit A" shows our current organizational structure and "Exhibit B" shows the proposed realigned structure. The recent retirement of Mr. Frank Ciarochi, Deputy City ManagerlDirector of Public Service resulted in the loss of a highly experienced senior management professional in our organization. This led me to re-evaluate our current organizational structure in light of our ongoing responsibility to provide first-class municipal services, the need to sustain our organizational effectiveness and eff ciency, and the opportunity to optimize the talents of our existing human capital. Dne critically important aspect of my focus on organizational efficiency was to explore ways to reduce the number of direct reports that I have as City Manager. For several years, I have encouraged our managers to re-examine the role and responsibilities of position vacancies prior to re-filling them, to explore efficient use of resources, and to reconfigure jobs to meet new demands of our citizens. Engaging in such efforts is a sound management practice, which has successfully resulted in designing a workforce that meets our needs, retaining vital jobs, and recasting others to meet new demands. After analyzing our organizational strengths, needs, and opportunities, I have concluded that it would be most advantageous for our organization not to refill the Deputy City ManagerlDirector of Public Service position and to, instead, realign our organizational structure as shown in attached "Exhibit B". This proposed realignment will optimize the talents of our existing human capital, reduce the span of control for the City Manager, and moreover, sustain our organizational success as we move into the future. The key focus of this realignment is the role of Deputy City Manager. Under the proposed realignment, the role of our Chief of Police would be recast as "Deputy City ManagerlChief of Police". Reporting directly to this Deputy City Manager would be Police, Parks & Recreation, Streets & Utilities, and Administrative Services. Under the current structure, Police, Parks & Recreation, and Administrative Services all report directly to the City Manager while Streets & Utilities is part of Public Service, which was previously under the direction of the Deputy City 4-4-2007 ordinance 21-07 _ Organizational Realignment Page 2 ManagerlDirector ofPublic Service ~Mr. Ciarochi}. Please refer to attached Exhibit A".}There are three primary advantages to this part of the realignment. First, it would place substantially all collective bargaining units under the direction of the same Deputy City Manager. Second, it would enable our organization to capitalize on the strong leadership and strategic planning capabilities of our Chief of Police Mike Epperson}, Third, it would achieve the objective of reducing the span of control for the City Manager. The role of our Deputy City ManagerlDirector of Economic Development would also be recast under this realignment plan. Reporting directly to this Deputy City Manager would be Engineering, Building Standards, and Economic Development. Under the current structure, Engineering and Building Standards are part of Public Service, which were previously under the direction of the Deputy City ManagerlDirector of Public Service ~Mr. Ciarochi}. ~Piease refer to attached "Exhibit A".) As in the case of the Deputy City ManagerlChief of Police, there are three primary advantages to this part of the realignment. Firstly, it would unite the key business units critical to fulfilling our strategic economic development vision. Secondly, it would enable us to capitalize on the strong leadership and strategic planning capabilities of our Deputy City ManagerlDirector of Economic Development Dana McDaniel}. Thirdly, it also achieves the objective of reducing the City Manager's span of control. The role of Deputy City ManagerlDirector ofFinance Marsha Grigsby} is already a substantial role in our organization with a scope that extends fax beyond the traditional boundaries of municipal government finance. This role remains unchanged by the realignment plan.} Marsha Grigsby is a key leader is our organization, whose signature strengths not only include extensive general financial management expertise, but extensive "Tax Increment Financing" expertise, impeccable credibility with the development community, and an expert sense of awareness regarding the overall welfare of the organizatian and our community. Under the proposed realignment plan, there are several organizational units that would continue to report directly to the City Manager. These include Land Use & Long Range Planning, Human Resources, Community Relations, and Law. REC4MMENDATIaN I am excited about the future of our organization and opportunities that this realignment will generate. Therefore, I recommend the adoption of Ordinance No. 20-07. Attachments City of Dublin Organizational Structure "Exhibit A" *Director of Parks & Recreation and Director of Safety positions do not exist. The need for these Directors has not yet been established. Parks & Open Space, Recreation Services and Police currently report directly to the City Manager,