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Agenda Item
ASR
Control 08-000441 |
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MEETING DATE: |
03/18/08 |
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legal entity taking action: |
Board of Supervisors |
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board of supervisors
district(s): |
All Districts |
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SUBMITTING
Agency/Department: |
County Executive Office (Approved) |
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Department contact
person(s): |
Alisa Drakodaidis (714) 834-5302 |
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Thomas G. Mauk (714) 834-6200 |
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Subject:
Departmental Reorganization and
Name Changes
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ceo Concur |
County
Counsel Review |
Clerk of the Board |
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Concur |
Approved Resolution to Form |
Discussion |
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3 Votes Board Majority |
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Budgeted: N/A |
Current Year Cost:
N/A |
Annual Cost:
N/A |
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Staffing Impact: No |
# of Positions:
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Sole Source:
N/A |
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Current Fiscal Year Revenue: N/A |
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Funding Source: N/A |
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Prior Board Action: October
2, 2007 |
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RECOMMENDED ACTION(S)
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1. |
Approve the revised organizational chart for the County of Orange. |
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2. |
Adopt the attached resolution establishing the name changes for the Integrated Waste Management Department (IWMD) to be OC Landfills, Dana Point Harbor Department to be OC Dana Point Harbor, Harbors, Beaches and Parks to be OC Parks, and establish the creation of OC Community Resources and OC Public Works. |
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3. |
Approve application of the 'OC Brand' for other organizational units within County departments/agencies including OC Infrastructure, OC Library, OC Community Services, OC Housing, OC Animal Shelter, OC Planning, OC Road & Flood, and OC Asset Management. |
SUMMARY:
Approval of the revised organizational chart for the County of Orange and resolution for implementing name changes for Orange County (OC) Infrastructure departments and reorganization plans including the establishment of OC Public Works and OC Community Resources will benefit the public by enhancing public access to services, improving the delivery of quality services, and achieving cost savings and efficiencies in support of optimizing the use of limited available resources.
BACKGROUND INFORMATION:
On January 29, 2008, your Board directed the County Executive Officer (CEO) to work with departments to simplify department names so that the public can easily identify needed services with the example provided of OC Landfills vs. IWMD. In support of this directive, as well as the CEO's ongoing assessment of the efficiency and effectiveness of County’s operations, plans are recommended to enhance the management and delivery of OC Infrastructure services in support of the County’s Strategic Focus. The County is working to break down bureaucracies and accelerate management action to operate in the most efficient, accountable, and responsive manner possible. The proposed reorganization will also provide the opportunity to tap the talent developed through the Orange County Leadership Academy.
From time to time, some County departments experience difficulty in appropriately administering County policies, procedures, and projects due to their large size and responsibility for delivering multiple, diverse, and complex services. The current stretched span of control and oversight at the highest managerial level has impacted effective communication, staff development, process management, and achievement of desired results. Additionally, some County departments are facing significant funding challenges as a result of Federal and State budget issues.
Simplifying the names of our OC Infrastructure departments and modifying organizational
oversight and delivery of some of our services will benefit the public by enhancing public access to services and improving the delivery of quality services. Proposed organizational modifications have been developed based on achieving cost savings and efficiencies as well as to optimize the use of limited available resources.
As an enterprise funded Department, the Integrated Waste Management Department (IWMD) would retain its current organizational structure and be renamed ‘OC Landfills’. The Dana Point Harbor Department would be renamed ‘OC Dana Point Harbor’ and continue to focus on the permit approval process for implementing the Revitalization Plan. As directed prior by your Board on October 2, 2007, Harbors, Beaches and Parks is to be referred to as 'OC Parks'. The recommended resolution includes language which makes it clear that prior organizational names used in the codified ordinances and Board resolutions now refer to the new organizational units. Additional brand name changes for organizational units within County departments/agencies include OC Library, OC Community Services, OC Housing, OC Animal Shelter, OC Planning, OC Road & Flood, and OC Asset Management. The name changes will clearly communicate the service focus to the public and reinforce the ‘OC Brand’.
The RDMD, HCSD, Orange County Public Library, and the Health Care Agency Animal Care Shelter operations are being reconfigured to comprise the OC Public Works and OC Community Resources Departments reporting to the CEO Deputy for OC Infrastructure (previously Infrastructure and Environmental Services). A Special Projects function would also be added to report to the Deputy CEO for Government and Public Services to assist with moving forward and managing critical projects such as the Court Transfer Process, South Justice Center, 100 Acre Parcel at the El Toro Marine Corps Air Station, and Marine Corps Air Station Tustin Blimp Hangar Reuse Plan. Publishing Services, currently aligned with RDMD, would be assigned to the County Executive Office/Chief Information Officer, which supports the alignment of services that would be complimented by the application of the latest information technology. See Attachment A for recommended revised County organizational chart.
Specifically, OC Community Resources would include OC Community Services, OC Parks, OC Library, and the Animal Shelter with approximately 1,100 staff positions. Aligning these functions together provides greater access to our residents and visitors who want to fully utilize the resources available in their communities. This agency also will support Community Services, which includes housing assistance, workforce investment board services, human relations, and aging and veteran services and will benefit from partnering with OC Parks and OC Library in conducting community outreach. The funding position for these organizations should greatly improve as economies of scale are achieved for the smaller departments in regard to shared administrative resources. However, operational and user fee funding sources dedicated for specific uses will be maintained.
OC Public Works will include OC Planning, OC Road & Flood, and Asset Management with approximately 1,100 staff positions. The OC Planning Director would be charged with overseeing all regulatory functions including Watershed and Agricultural Commission. The County’s Chief Engineer would continue to be responsible for road, flood, surveying, operations, and construction services. OC Asset Management would be responsible for the management of facilities, real property, transportation fleet assets, and charged with improving the administration of processes, projects, and services that are critical to maximizing the value of assets.
Existing Management positions would be fully utilized to optimize the span of staff supervision responsibility and organize resources to support changes in demand for services. It is anticipated that this departmental reorganization will improve the financial position of the smaller departments through shared administrative resources and the elimination of duplicate services. As a result of separating Dana Point Harbor Department from RDMD, it was able to realize a positive cash flow of approximately $8 million due to the focus on savings, revenue enhancements, and project management. Savings projected to result from the organization of the two proposed agencies is estimated at $500,000. Once the planned organizational modifications are fully implemented, the CEO's office will report through the budget process resulting ongoing cost savings from the deletion of positions and the economies of scale achieved for overhead costs.
Considerable effort will be focused on enhancing the direction, development opportunities, and resources for staff so that they are able to more effectively serve their customers. Equity issues will be addressed in terms of duties, responsibilities, and work assignments. Mentoring and succession planning will be a priority to address the challenges associated with enabling the County to retain and attract the best and the brightest. Labor organizations will be consulted as required as was already done in regard to your Board’s recent approval of the Second Quarterly Budget Report to transfer positions no longer needed in RDMD Planning to OC Parks.
The departmental reorganization described above and the recommended name changes will better position the County to accomplish our Strategic Focus, Goals, and Cultural Values. This presents an opportunity for the County to support staff by reducing unnecessary complexity and enables focus on providing quality accessible customer services. The CEO will work closely with OC Infrastructure departments in support of achieving our strategic initiatives and guiding principles as well as continued development of balanced scorecards for monitoring departmental mission critical measures. The recommended departmental reorganization will move the County closer to realizing its adopted slogan "OC: Our Community, Our Commitment."
FINANCIAL IMPACT:
N/A
STAFFING IMPACT:
N/A
EXHIBIT(S):
Attachment A - Revised Organizational Chart
Attachment B - Resolution