OFFICE OF THE COUNTY ADMINISTRATOR INTEROFFICE MEMORANDUM

Transcription

1 OFFICE OF THE COUNTY ADMINISTRATOR INTEROFFICE MEMORANDUM TO: Board of County Commissioners VIA: Terry L. Shannon, County Administrator 1-5 FROM: Wilson H. Parran, Deputy County Administrator DATE: April 17, 2017 SUBJECT: Organizational Restructure Recommendations and Implementation Plan Background: The Commissioners directed the Deputy County Administrator to evaluate / assess the current organizational structure of Calvert County Government and to make recommendations regarding a more efficient and effective structure. In addition, the Deputy County Administrator reviewed certain processes to identify opportunities for improvement. This directive is consistent with the areas of guidance established by the Commissioners to ensure the effective and efficient use of County Resources, specifically Guidance #10 Determine alternative approaches to "the way government is run." Seek ways where some features of the government run more like a business (i.e., staff incentives contract-vs.-merit and relook at organizational structure). Discussion: Upon completion of the assessment, the next steps were to analyze the findings and make recommendations. Attached are the findings, recommendations and the implementation plan. The plan is to implement the recommendations in 2 phases. With the Commissioners' approval, we recommend Phase 1 to be implemented effective July 1, 2017 and Phase 2 during the first 6 months of FY Conclusion/Recommendation: Recommend your approval of the recommendations and your approval to proceed with the 2-phase implementation plan. Fiscal Impact: The recommendations if approved will be included in the FY 2018 Budget. There will be two Director level positions and one Executive Assistant Position. The fiscal impact will be approximately $300,000.

2 Calvert County Government Organizational Restructure APRIL 25, 2017

3 Organizational Review SCOPE Review the organizational structure Review certain processes Review position versus person challenges Explore opportunities for improved efficiencies without staff reductions 2

4 Organizational Review SCOPE IN SCOPE 9 County Departments Office of the County Attorney Office of the County Administrator Treasurer s Office Animal Control OUT OF SCOPE Sheriff s Office Detention Center Other 3

5 Organizational Review Approach Interview Department Heads Interview other key positions Assess and gather information Compare to best practices (i.e. Span of Control) Review findings Make recommendations 4

6 People - Culture Process - Collaboration Technology - Capability The Organization 5

7 Findings: People / Organizational Culture Pending retirements in leadership ranks Some departmental silos Organizational culture sometimes a barrier to efficiency and effectiveness Succession planned in most cases 6

8 Findings: Process / Collaboration Opportunity for enhanced collaboration Need to restructure for effectiveness and efficiencies Opportunity to develop a learning process Position Orientation (on the job training) Plan for growth Post-Mortem Reviews (lessons-learned process) Team approach 7

9 Findings: Technology Tools Develop a Technology Strategic Plan in addition to CIP Need a time reporting system Redesign the website and associated processes Acquire a consistent project management tool 8

10 Findings: Technology Tools Develop Customer Centric Systems Establish a unified view of the customer journey Integrate all systems and processes used to capture customer interactions Create an Enterprise Dashboard a consistent set of measurements across all departments Access to customer data through mobile devices 9

11 Recommendations: A View Based on Functional Focus ADMINISTRATIVE SUPPORT SERVICES Personnel Technology Services Finance & Budget General Services OPERATIONS PUBLIC SERVICES Economic Development Public Safety Public Works Community Resources Community Planning & Building General Services 10

12 Recommendations: General Services ADMINISTRATIVE SUPPORT SERVICES Buildings & Grounds Capital Projects Mosquito Control OPERATIONAL SERVICES Parks and Recreations Natural Resources Museums 11

13 Recommendations: Finance and Budget Review position description of Deputy Director Realign position as described Review Span of Control for efficiency Move Benefits to Personnel Enhance the Accounts Receivable Functions (currently in Finance & Budget and the Treasurer s Office) 12

14 Recommendations: Public Safety New Communications System Management of the Animal Shelter Move Animal Control function to Public Safety 13

15 Recommendations: Public Safety CURRENT STRUCTURE False Alarm Reduction Unit Emergency Communications (E911) Emergency Management Hazmat Response Team Fire/Rescue/EMS Volunteer Fire-Rescue-EMS Companies PROPOSED STRUCTURE False Alarm Reduction Unit Emergency Communications (E911) Emergency Management Hazmat Response Team Fire/Rescue/EMS Volunteer Fire-Rescue-EMS Companies Animal Control / Animal Shelter 14

16 Recommendations: Economic Development Media Support Services across Department Business Development Business Retention Marketing and Communications Tourism 15

17 Recommendations: Economic Development ECONOMIC DEVELOPMENT Business Development Business Retention Tourism COMMUNICATIONS & MEDIA RELATIONS Media Relations Marketing / Communications Website Services Intergovernmental Relations 16

18 Recommendations: Public Works Currently Going through a transformation Now has 3 Deputy Directors Creating and updating regulations / ordinances 17

19 Recommendations: Community Planning and Building Currently going through a transformation Plan for two (2) Deputy Directors Enhanced process improvements Focused on better planning and proactive services to the public Updating the comprehensive plan and zoning ordinances 18

20 RECOMMENDATIONS: PHASE ONE EFFECTIVE JULY 1,

21 Phase I - Recommendation: Departmental From General Services Economic Development Create New Department Parks and Recreations Communications and Media Relations 20

22 Phase I - Recommendation: Transfers Group From To Benefits Finance & Budget Personnel (Human Resources) Natural Resources General Services Parks and Recreations Museums General Services Office of the County Administrator Animal Control Sheriff s Office Public Safety 21

23 Phase I - Recommendation: Rename Department Current Proposed Community Planning and Building Community Planning and Building Planning and Zoning Personnel Personnel Human Resources Finance & Budget Purchasing (Group) Procurement (Group) 22

24 Phase I - Recommendation: No Change Phase 1: No Change Technology Services Community Resources Undergoing Changes Community Planning and Building Public Works County Attorney s Office 23

25 RECOMMENDATIONS: PHASE TWO DURING FY

26 Phase II - Recommendations Enhance the Accounts Receivable functions between Finance & Budget and the Treasurer s Office Charge each department to develop and follow a training plan for each group Review Span of Control issues Identify and plan to resolve position versus person issues Create a transformed accountable organizational culture 25

27 Phase II - Recommendations: Consider making certain positions Contract versus Merit Deputy Directors Division Chiefs (Department Head Responsibility) Creates a culture of accountability Encourages problem solving Builds more effective organizations 26

28 Comments? Questions? 27