12-97 OrdinanceRECORD OF ORDINANCES
Dayton Legal Blattk Co. Form No. 30043
Ordinance No.l«-9'I - -- Passed - ---- - 19-- -
AN ORDINANCE AMENDING THE FUNCTIONAL
TABLE OF ORGANIZATION FOR THE CITY OF
DUBLIN.
WHEREAS, Council believes it is desirable and appropriate to amend the "Functional Table
of Organization" of the City of Dublin to create a new Division of Information Technology;
and,
WHEREAS, Council also believes it is desireable and appropriate to amend the "Functional
Table of Organization" to re-title the Divisions of Public Information/Special Events and
Personnel & Purchasing to the Divisions of Community Relations and Human
Resources/Procurement, respectively;
NOW, T~-IEREFORE BE IT ORDAINED by the Council of the City of Dublin, State of
Ohio, -'/-+~~ of the elected members concurring:
Section 1. That the "Functional Table of Organization" is hereby amended by creating a new
Division of Information Technology within the Department of Administrative Services and
by re-titling the Divisions of Public Information/Special Events and Personnel & Purchasing
to the Divisions of Community Relations and Human Resources/Procurement, respectively.
Section 2, That this Ordinance shall take effect and be in force at the earliest point permitted
by law.
Passed this,~r~ day of i~i~ , 1997.
i~~
or -Presiding Officer
ATTEST:
C~~~~ ~
Clerk of Council
{ hereby certify that copies of this Ordinonce/Reselutioiswen posted in the
Gty of Dublin in accordance with Section 731.25 of the Ohio Revised Code.
~~ Cie of ncil, Dub ' ,Ohio
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I N T E R
MEMO
O F F I C E
To: Members of Dublin City Council
From: Timothy C. Hansley, City Manager
Subject: Amendments to Function Table of Organization (Ordinance No.12-97)
Date: February 12, 1997
By: David L. Harding, Director of Human Resources/Procurement
Attached for your consideration, is Ordinance 12-97 amending the City's Functional Table of
Organization. Also attached for your consideration are several organizational charts depicting both
the existing and proposed, amended structure in the affected Departments/Divisions. It should be
emphasized that the attached charts are "functional" charts and hence, no positions, position titles,
or lines of authority are identified. (The intent of a "Functional" chart is to display the major
organizational functions/components comprising aDepartment/Division and the relationship
between these various functions/components.) The amendments depicted in the attached
organizational charts will accomplish two primary objectives:
- create a new Division of Information Technology within the Department of
Administrative Services;
re-title the Divisions of Public Infonnation/Special Events and Personnel & Purchasing
to the Community Relations and Human Resources/Procurement, respectively.
Creation of Division of Information Technology
As an adjunct to the Classification & Compensation Study, Public Administration Service offered
written comments and observations to staff regarding the organizational location and status of the
Information Systems function. Although PAS was not engaged to perform an Organization &
Management Study of the Information Systems function, their practice is to highlight organizational
or management issues they believe would be of interest to management staff.
As observed by PAS, it is fairly common in local government jurisdictions to find the Information
Systems function in a Finance Department, as in Dublin, since finance and accounting activities are
often the first to be automated. This was the case in Dublin when the Information Systems function
was initially developed in 1990. At that time, Staff wrestled with the location of the Information
Systems function and because a major component of the new software was the accounting and
finance package, the decision was made to assign the function to the Finance Department.
Since 1990, information technology has evolved greatly and so too has the Information Systems
function in Dublin. Increasingly greater demands and expectations have been placed on the function,
Amendments to Function Table of Organization (Ordinance No 12-97)
Page 2
and consequently the function has expanded in complexity and size. The Information Systems
function now consists of an Information Systems Manager position and two Information Systems
Technician positions, with responsibility for many more systems components than originally
configured in 1990.
As mentioned by PAS, the continued evolution of information technology in recent years has
resulted in extensive computer utilization by line departments in both public and private institutions.
The staff and equipment of information systems units must not only serve every organizational unit,
but must also make decisions regarding priorities, initiatives, human, physical, and financial resource
allocation among all divisions and departments. When an information systems function is a second
or third-level function within a particular department or division, it does not have the level of
authority nor does it get the respect it oftentimes deserves in terms of making such decisions.
Creating a new Division of Information Technology would elevate the status and importance of the
Information Systems function to that of a major organizational component as opposed to a second
or third level function within the Finance Department. Furthermore, it would considerably enhance
the City's ability to attract and retain a highly qualified, executive level Director to head the function
because we could compensate the individual as a "Division Director", not a "unit manager".
Given the ever-increasing strategic nature of the Information Systems function in our structure, and
the high-level, general management focus that should be accorded to the function, Staff is
recommending to Council that the Information Systems function presently housed within the
Finance Department be relocated to the Department of Administrative Services and be titled
"Division of Information Technology". As mentioned by PAS, it seems that as the management of
information systems becomes increasingly more complex and more strategic in nature, more and
more organizations, both public and private, are following a similar path.
In addition to elevating the status of the Information Systems function to "Divisional" status, Staff
would also recommend relocating the Records Management function from its present position in the
Division of Court Services to the new Division of Information Technology. As PAS also noted in
their observations to Staff, the assignment of a City-wide records management responsibility to a
Division of Court Services appears to be an organizational anomaly. While Court records constitute
a certain volume of total City records, a considerable volume of records are not Court-related.
Finding aCity-wide Records Management function within a Division of Court Services is very
unusual.
Due to the potential use of optical scanning technology as a records management tool for other
Departments/Divisions ofthe City, centralizing responsibility for managing the conversion to optical
scanning technology within the new Division of Information Technology would, from a management
perspective, make logical sense. Along with the optical scanning technology, other more routine
records management functions would be transferred into this new Division as well.
Amendments to Function Table of Organization (Ordinance No 12-97)
Page 3
As a side note, it should be mentioned that Staff has taken the initiative to re-design the scope and
the responsibility level of the present Information Systems Manager position and has placed
recruitment announcements in a variety of professional journals/publications for a Director of
Information Technology. Given that market conditions usually dictate the salary which must be paid
to hire a highly qualified candidate for such a position, Staff has not advertised a range of
compensation. Staff's plan is to screen and interview candidates and once the successful candidate
is found, negotiate the best deal possible and bring a compensation range to Council, at that time,
for adoption. Staff has pursued this course of action concurrently with seeking formal approval from
Council for the reason that the contractual service expenditures for SARCOM (Consultant) are
growing larger by the month. Staff felt it was important to begin a recruitment process as
expeditiously as possible to reduce such contractual service expenditures as much as possible in
1997.
As part of the Classification & Compensation Study, PAS classified certain positions within the
Division of Public Information/Special Events under the concept of "Community Relations" as
opposed to "Public Information/Special Events" (i.e. Director of Community Relations, Community
Relations Specialist). Likewise, certain positions within the Division of Personnel & Purchasing
were classified under the concept of "Human Resources and Procurement", as opposed to
"Personnel & Purchasing" (i.e Director of Human Resources/Procurement, Human Resources
Specialist, Procurement Specialist. These classification titles were subsequently adopted with the
City's Compensation Plan and as a follow up to the change in classification titles for the Director
of Human Resources/Procurement and the Director of Community Relations, Staff is proposing the
titles of the two Divisions be formally changed on the Functional Table of Organization.
TCH/DLH/kst
Attachments
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