63-09 OrdinanceRECORD OF ORDINANCES
Ordinance No. 63-09 passed
20
AN ORDINANCE AMENDING THE
ORGANIZATIONAL STRUCTURE
OF THE CITY OF DUBLIN
WHEREAS, the City Manager has analyzed the major initiatives, challenges, and
priorities facing the City of Dublin within the next several years; and
WHEREAS, the City Manager has carefully evaluated the current organizational
structure of the City of Dublin in relation to the accomplishment of these major
initiatives, challenges, and priorities; and
WHEREAS, the City Manager has recommended changes to the City of Dublin
organizational structure designed to achieve a higher level of organizational
performance relative to these organizational initiatives, challenges, and priorities, as
reflected in the attached "Exhibit B;" 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 the proposed amendments to the organizational structure of the City of
Dublin, as reflected in attached "Exhibit B," are hereby adopted.
Section 2. This Ordinance shall take effect and be in force on the earliest date
permitted by law.
Passed this~~ day of ~I ~~~ ~~'~'~~~~-P~~ , 2009
Mayor -Presiding Officer CJ
ATTEST:
Clerk of Council
CITY OF DUBLIN_
Office of the City Manager
5200 Emerald Parkway • Dublin, OH 43017-1090
Phone: 614-410-4400 • Fax: 614-410-4490
To: Members of Dublin City Council
From: Terry Foegler, City Manager?"~~
November 12 2009 U
Date ,
Memo
Re: Follow Up re. Ordinance 63-09 -Amendments to Organizational Structure
Summary
In response to questions raised by Council at the first reading of Ordinance 63-09, staff is
providing additional information regarding the following:
^ Further rationale for the bundling of the array of disciplines/operations proposed under
the Deputy City Manager - Safety, Leisure Services, Strategic Planning, and
Organizational Development.
^ The rationale for placing Human Resources under the Deputy City Manager -Safety,
Leisure Services, Strategic Planning, and Organizational Development as opposed to
retaining it as a direct report to the City Manager or possibly placing it under the Deputy
City Manager - Finance and Administration.
^ Amore comprehensive definition of the Sustainability function.
Safety Leisure Services Strategic Planning Organizational Development Bundling. The
bundling of Safety, Leisure Services, Strategic Planning, and Organizational Development allows
for several important operational synergies.
First, some of the key emergency management functions with citywide scope have been planned
and administered within the Police department on an ex officio basis. The proposed structure
would create synergies between the Police and Emergency Management functions under a Deputy
City Manager with expertise in both disciplines. These synergies would not only include
collaboration on maintaining and updating the City's Emergency Operations Plan, but also on
disaster preparedness, and the important liaison functions between the City of Dublin and the
Federal Emergency Management Agency, the Franklin County Emergency Management Agency,
and the Washington Township Fire Department.
Another important synergy involves Volunteer Resources and Parks & Leisure Services. This
synergy involves the collaboration between both functions in the provision of human capital to
support various parks, wildlife, teen, and other recreation services programs, as well as the
administration of various City special events. Volunteer Resources plays a vital role in providing
a cadre of community volunteers to staff the City's special events. This synergy between
Volunteer Resources and Parks & Leisure Services in no way limits the scope of services or
strategic value that Volunteer Resources would provide to the organization and its strength in
providing the necessary human capital support to a broader array of citywide and community
initiatives.
Memo re. Ord. 63-09 -Follow Up
November 12, 2009
Page 2 of 3
A third synergy involves Volunteer Resources and Human Resources. These functions often
collaborate regarding risk management issues affecting volunteers, the provision of Worker's
Compensation coverage for volunteers, and in the background screening of internal and external
volunteers who staff the City's special events.
The overarching advantage, however, to the bundling of these particular disciplines under this
Deputy City Manager is that it allows the City to utilize a broad range of talent, management
versatility, and leadership expertise exhibited by this Deputy City Manager.
Human Resources. In the initial stage of the study process, staff conducted considerable research
regarding the structural models in a wide variety oP city governments nationally for comparison
purposes. As staff analyzed the various elements of these structural models, it was noted that in
only approximately 30% of the cities studied, the Human Resource department reported directly
to the City Manager. It was also noted that the bundling of Human Resources under a Department
of Finance and Administration was not an unusual arrangement. Early consideration was given to
retaining Human Resources as a direct report to the City Manager or placing it under the direction
of the Deputy City Manager -Finance and Administration.
As the process of analyzing various structural models ensued, staff prepared several iterations
involving the bundling of various organizational functions. I analyzed these in reference to our
current organizational needs and talent, and found advantages of planing Human Resources under
the Deputy City Manager -Safety, Leisure Services, Strategic Planning, and Organizational
Development. These advantages included better alignment between the two key managers who
most often collaborate on the administration of the City's Labor Relations and Organizational
Development functions. The Deputy City Manager- Safety, Leisure Services, Strategic Planning,
and Organizational Development has served in a lead role during the labor contract negotiation
process since 2002, supported by the Director of Human Resources and key members of the HR
staff. This Deputy City Manager has had a close working relationship with the Director of Human
Resources in this regard though numerous negotiation processes.
In addition, the Director of Human Resources and this Deputy City Manager have served together
on the City's Organizational Development Team since its creation in 2004 and the City's
Classification & Compensation Team since its creation in 2006. The main focus of the
Organizational Development Team has been to design and implement an Organizational
Development Strategic Plan ensuring that the City of Dublin sustains its success as a leading
municipal government organization through the continued development of its talent management
system and its valuable human capital. The main focus of the Classification & Compensation
Team has been to design and implement a compensation management system that will sustain the
success of the City of Dublin by continuing to attract and retain a talented workforce. An effective
working relationship has likewise developed between this Deputy City Manager and the Director
of Human Resources in regard to these two important organizational teams.
The role of this Deputy City Manager in the strategic planning process also meshes well with the
collaborative work performed by this Deputy City Manager and the Director of Human Resources
on the Organizational Development Sh~ategic Plan. The work of this Deputy City Manager and
Director of Human Resources as members of the Organizational Development Team nests well
under the Strategic Planning initiative. There is an important link between the development of our
Memo re. Ord. 63-09 -- Follow Up
November 12, 2009
Page 3 of 3
talent management system and human capital and our Strategic Planning efforts in sustaining the
success of our organization in the future. In that regard, the Organizational Development Team is
undertaking a comprehensive revision of the Organizational Development Strategic Plaza to
incorporate an "organizational alignment" and "organizational performance" component that will
mesh with the Strategic Plamring efforts. This "organizational alignment/organizational
performance" component will incorporate elements of the strategic planning process with
elements of the performance measurement/benchmarking process, in which we are engaged
through the International City/County Management (ICMA) Center for Performance
Measurement. The alignment of the Organizational Development Strategic Plan with the Strategic
Plamring initiative should produce some important synergistic effects in the future.
More Comprehensive Definition of Sustainability Function. The underlying philosophy of the
Sustainability function is that the City of Dublin is committed to linking the economic,
environmental and social aspects of our community to create opportunities for residents,
businesses, and visitors to prosper while preserving choices for future generations. The objective
is to sustain Dublin's quality of life and establish Dublin as a leader in community Sustainability
by incorporating sustainable principles that are based on a balanced approach to the environment,
economy, and society into each applicable aspect of municipal operations and community-wide
functions through coordination with City leadership, employees, residents, businesses, school
districts, and the region. Key projects will include: establishment of a sustainable Dublin vision
and principles; creation of a Sustainable Action Plan for the City's municipal operations;
engagement of the community with a sustainable education plan; and implementation of the
Sustainable Action Plan.
Recommendation
Staff recommends the adoption of Ordinance 63-09 at the second reading/public hearing on
November 16, 2009.
Office of the City Manager
5200 Emerald Parkway • Dublin, OH 43017-1090
CITY OF DUBLIN_ phone: 614-410-4400 • Fax: 614-410-4490 M e m o
To: City Council Members
From: Terry Foegler, City Manage
Date: October 29, 2009
Re: Ordinance 63-09 -Amendments to the City Organizational Structure
Summary
Over the past few months, through discussions with the management staff and Council, I have been
analyzing the major initiatives, challenges, and priorities facing the City of Dublin. These include
significantly changing economic conditions, a re-evaluation of some of the City's growth and
development policies, an increasing emphasis on the planning and development of the Bridge Street
Corridor, the advancement of our strategic planning initiative (including the increased use of
performance measurement and other service enhancement programs), our growing focus on
sustainability, and our need to continuously monitor and refine our economic development
strategies. I have evaluated the current City organizational structure in relation to our need to
address these initiatives, challenges, and priorities, as well as in consideration of the various
structural models used in other comparable communities nationally. The results of this
analysis/evaluation have led me to the conclusion that certain structural changes would enhance our
organizational performance and improve the likelihood of our success in achieving our strategic
organizational priorities.
In that regard, attached for your consideration is Ordinance 63-09, amending the Organizational
Structure of the City of Dublin. Also attached for your consideration are diagrams labeled "Exhibit
A" and "Exhibit B" which graphically depict these proposed structural amendments. "Exhibit A"
reflects the City's current functional organizational structure while "Exhibit B" reflects the
proposed amended functional organizational structure. (Changes to the structure are identified in
red on "Exhibit B".) These structural changes will enable the overwhelming majority of City
employees to continue performing the same work they perform under our current structure.
However, these changes will result in several organizational units reporting to a different Deputy
City Manager. In addition, these changes will not result in any net change in the size of our
workforce at this time.
I have initiated a process of communicating the proposed organizational changes to staff by
discussing my thoughts and rationale for these changes in recent management staff meetings. In
particular, I wanted the opportunity to meet individually with the manager of every operation whose
unit or reporting structure would be changed by my recommended reorganization plan. In addition,
I have enlisted the expertise of our internal communications professionals in the crafting of the key
messages regarding these proposed changes to all employees within the organization, and an initial
communication of my proposed organizational structure has been provided to all City employees.
Adoption of the attached legislation would accomplish the following key objectives:
Memo re. Ordinance 63-09 -Amending the City Organizational Structure
October 29, 2009
Page 2 of 5
^ Strengthen the role of our Deputy City Managers, whose focus will be to more actively
coordinate the major organizational functions for which they will have oversight
responsibilities and to provide more clear and focused communication and reporting
between the City Manager's Office and the City's many operating units;
^ Bundle those major organizational functions where there are natural linkages and
relationships;
• Align the major organizational functions with our core organizational priorities;
• Maximize our strategic and operational communications capacity, benefitting the needs of
internal and external audiences; and,
• Institutionalizing and growing the City's sustainability efforts by creating a designated
function focused on sustainability planning, education and implementation.
The specific elements of the proposed restructuring plan include:
• The real ~~mnent of Community Relations. This realignment involves the division of this
unit into two separate units (Communications, Events Administration). Under the
proposed plan, the Communications function would continue to report directly to the City
Manager and the Events Administration function would be relocated under Parks &
Leisure Services. The Communications function would retain the role it currently serves
with respect to community relations, public information, strategic communication, media
relations, internal communication, and website/electronic communication. The Events
Administration function would retain its current role relative to the St. Patrick's Day,
Memorial Tournament, Irish Festival, and Spooktacular events and the issuing of all event
permits. The major advantage of this realibQmnent is that it enables the communications
professionals to focus their efforts on the critically important strategic and operational
communications needs of the City on a full-time basis, and it retains the direct linkage of
that function to the City Manager's office.
• The creation of a formal sustainability function within the organization. Establishing a
designated sustainability function will highlight and focus the City's efforts to advance
this important effort and to become a leader in this emerging and important area of public
policy. My plan is to utilize our existing talent and organizational capacity to staff a full
time sustainability Programs Administrator role without conducting a competitive
recruitment and selection process, thereby resulting in no additional increase in the City's
overall staffing level. Under this plan, I would reclassify and reassign an existing Planner
who has been performing various elements of this role during the past year. ~
Section 6.06 (Personnel Systems), subsection (a) (Merit Principle) of the Revised Dublin Charter establishes that
appointments and promotions of City employees shall be made on the basis of merit and fitness demonstrated through
a competitive selection process to the extent practicable and except as otherwise provided by Council. Section 33.25
(Maintenance of the Classification Plan) of the Dublin Codified Ordinances establishes that existing positions are not
intended to be permanently fixed in classification regardless of changes in the organization, but rather must adapt to
changing conditions. The reallocation of positions to different job classifications maybe made by the City Manager if
changes in job duties become permanent and are of such a nature to warrant reallocation of positions to different,
appropriate classifications.
Memo re. Ordinance 63-09 -Amending the City Organizational Structure
October 29, 2009
Page 3 of 5
• The redefinition of three Deputy City Manager roles around three core focus areas of
responsibility. These core focus areas include "Development, Transportation, and
Utilities;" "Safety, Leisure Services, Strategic Planning, and Organizational
Development;" and "Finance and Administration." In addition, I will be engaging in an
ongoing analysis of the dual roles (Directors/Deputy City Managers) in which these
Deputy City Manager positions currently serve to determine the extent to which these dual
roles could or should evolve into full-time Deputy City Managers in the future.
^ The creation of a formal Utilities Management function. This function would encompass
several special utilities that are distinctly different from those that have historically been
assigned to the Streets & Utilities function. These special utilities include natural gas
aggregation, telecommunications, DubLink and WiFi, as well as the related senior-level
liaison activities. (Streets & Utilities encompasses the traditional public works functions,
including street maintenance, water and sewer line maintenance, and solid waste). Over
time, I expect these Utility functions to be combined, and likely separated from the Streets
operating unit.
^ Changing the reporting line of the Land Use & Long Range Planning function from the
City Manager to the Deputy City Manager who has management responsibility for the
Development, Transportation, and Utilities core focus area. This change provides for the
bundling of related organizational functions of development-related activities under the
direction of a common Deputy City Manager and also results in a positive impact on
reducing the "span of control" for the City Manager.
^ The relocation of the Streets & Utilities function from the Deputy City Manager/Chief of
Police role to the Deputy City Manager with management responsibility for the
Development, Transportation, and Utilities core focus area. Again, this change provides
for the bundling of related organizational functions under the direction of a common
Deputy City Manager, particularly as it relates to the growing synergies between the
Engineering and Streets & Utilities operations.
^ The relocation of the Volunteer Services function from Administrative Services to the
Safety, Leisure Services, Strategic Planning, and Organizational Development core focus
area. This change relates to the strategic value this function brings to the organization and
its strength in providing valuable human capital to support a broad array of City-wide and
community initiatives. To emphasize the strategic importance of this organizational
function, it would be renamed as Volunteer Resources.
• Changing the reporting line of Human Resources from the City Manager to the Deputy
City Manager with management responsibility for the Safety, Leisure Services, Strategic
Planning, and Organizational Development core focus area. This change results in better
alignment between the two managers (Deputy City Manager and Director of Human
Resources) with primary responsibility over the labor relations and organizational
development functions of the organization. In addition, this change also has a positive
impact on reducing the "span of control" of the City Manager.
Memo re. Ordinance 63-09 -Amending the City Organizational Structure
October 29, 2009
Page 4 of 5
• The creation of a formal Emergency Management function that centralizes all elements
of emergency management operations under a single organizational unit. Emergency
Management responsibilities have historically been dispersed throughout the organization,
with several administrators taking the lead of various segments of the emergency
management operations. Given the increasingly critical importance of this function, this
change provides us with an opportunity to consolidate all emergency management
functions and operations under the leadership of a common Deputy City Manager and an
administrator of a defined emergency management function. It is anticipated that this
function will be staffed by existing talent from within the organization, yielding no
additional increase in the City's overall staffing level. The plan would be to reassign an
existing, highly qualified management employee within the Police division (who has been
performing the major elements of this role on an ex-officio basis) to a new emergency
management coordination role, without conducting a competitive recruitment and
selection process.Z
• The relocation of Administrative Services from the Deputy City Manager/Chief of Police
to the Deputy City Manager with oversight responsibility for Finance & Administration.
When researching the models of organizational structure used in comparable local
government entities nationally, one particular feature that appeared on a fairly regular
basis was the combination of the financial and general administrative services functions
under the title of Finance & Administration. The services encompassed under a Finance &
Administration umbrella deal with a range of services that generally support the breadth of
the organization.
• The relocation of the Fleet Maintenance function from Streets & Utilities to a new unit
within Administrative Services. Most of the existing functions within Administrative
Services provide support services across the entire organization, and placing fleet services
with these other functions allows for the bundling of management support services under a
common Director. In addition, this function would be renamed Fleet Management, to
denote an expanded focus on the creation of needed management systems and policies for
one of the City's largest classes of assets (similar to the restructuring that the City did with
Facilities management several years ago). The relocation of this function under the
ultimate direction of a Deputy City Manager with oversight responsibility for the financial
operations of the organization allows this function to be managed from a strong asset
management perspective.
Section 6.06 (Personnel Systems), subsection (a) (Merit Principle) of the Revised Dublin Charter establishes that
appointments and promotions of City employees shall be made on the basis of merit and fitness demonstrated through
a competitive selection process to the extent practicable and except as otherwise provided by Council. The
reassignment of this employee to this new role would leave a vacancy which would be filled by a competitive
promotional selection process. The subsequent vacancy created as a result of the competitive promotion would not be
backfilled, thus resulting in no net increase in the overall staffmg level. The reassignment of the employee to this new
emergency coordination role will be noted in the proposed 2010 Operating Budget document for Council's formal
approval and will be discussed further during the upcoming Operating Budget workshops with Council.
Memo re. Ordinance 63-09 -Amending the City Organizational Structure
October 29, 2009
Page 5 of 5
Transition plans to accomplish the full scope of the restructuring outlined in this restructuring plan
are ongoing and include considerations such as the need to relocate personnel and offices or other
personnel impacts. The financial implications of some of these transitions have been identified and
addressed in the proposed 2010 Operating Budget. However, a more thorough analysis of potential
resource implications will continue during the next three to six months as the Deputy City Managers
assess the needs of the new organizational model and review the opportunities to redeploy or share
existing resources. Should this analysis determine the need for additional resource adjustments, I
will present those for your consideration as part of a mid-year appropriation, and it will, of course,
be undertaken in the context of the then current fiscal conditions of the City.
Recommendation
I believe that the changes in organizational structure outlined in this memo and in attached "Exhibit
B" will enhance our overall level of organizational performance and will result in the successful
accomplishment of our future organizational goals. Therefore, I recommend the adoption of
Ordinance 63-09 at the second reading/public hearing on December 7. It is my goal to begin
implementation of the new structure at the earliest possible time.
Attachments
City of Dublin Functional Organizational Structure
(Current)
Electorate
City Council
Board & Commissions
of City Council
City Manager
Clerkof Council
Deputy City Manager 1 Director of
Economic Development
Economic Building
Develoment Standards Engineering
Land Use & Long
Range Planning
Law
Deputy City Managerl
of Police
Human
Resources Community Parks & Police Streets
Relations Recreation & Administrative
Services
Utilities
"Exhibit A"
Deputy City Manager(
Director of Finance
Fiscal Accounting
Administration &
Auditing
Information
* The primary purpose of a functional organizational chart is to identify Parks Recreation Facilities Technology court volunteer
Services Services Services
major organizational functions, not position titles. However, due
to the critical role of the City Manager and Deputy City Managers,
these titles are shown on the chart.
Taxation
City of Dublin Functional Organizational Structure*
(Proposed)
Utilit
Manage
however given the critica~ rope of the city Manager and
Deputy City Managers, these titles have been shown on Fleet Facilities Information court
Events Parks Recreation Management Management Technology Services
the chart. Administration Services