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Item H1 Revised 2/95 BOARD OF COUNTY COMMISSIONERS AGENDA ITEM SUMMARY Meeting Date: June 15.2000 Division: County Administrator Bulk Item: Yes No ---K- Department: County Administrator AGENDA ITEM WORDING: Approval of the Administrator's presentation of County Government Reorganization Plan Phase I or approval of adjusted Plan as determined by the Board of County Commissioners. ITEM BACKGROUND: The Board of County Commissioners has asked that the Administrator prepare a reorganization plan which responds to the incorporations and the need to make County government more efficient. effective and economical. The presentation is the first phase of such a process. PREVIOUS REVELANT BOCC ACTION: As above. STAFF RECOMMENDATIONS: Approval. TOTAL COST: To be determined at later phase. BUDGETED: Yes No COST TO COUNTY: To be determined at later phase. REVENUE PRODUCING: Yes No AMOUNT PER MONTH_ Year APPROVED BY: County Arty_ OMB/Purchasing _Risk Management _ - DIVISION DIRECTOR APPROVAL: --L --~~ James L. Roberts DOCUMENTATION: Included To Follow x Not Required DISPOSITION: AGENDA ITEM # -2-Jf I AGENDA ITEM WITH LATE DOCUMENTATION DIVISION COUNTY ADMINISTRATOR DEPARTMENT COUNTY ADMINISTRATOR SUBJECT Administrator's presentation of County Government Reorganization Plan Phase I or approval of adiusted Plan as determined by the Board of County Commissioners. DATE ITEM WILL BE AVAILABLE June 9. 2000 AGENDA ITEM NUMBER County Government Reorganization Plan Phase I i j j ! J /-I. 1 Prepared by James L. Roberts County Administrator June 2000 CONTENTS Page Division of Management Services 17 Administrative 17 Technical 18 Existing Organization Chart 21 Proposed Department of Administrative Services 22 Organization Chart Proposed Department of Technical Services Organization Chart 23 Page I 2 2 3 4 4 INTRODUCTION Reasons for Reorganization Overall Approach Caveats and Realities Board of County Commissioners and Administration Support Process 6 8 THE PRESENT ORANIZA TION Existing Organization Chart 24 25 Division of Solid Waste Management Organization Chart 9 9 1 2 REORGANIZA nON PROPOSALS County Administrator Existing Organization Chart Proposed Organization Chart 26 28 29 Division of Community Services Existing Organizati~n Chart Proposed Organization Chart 13 3 30 36 37 Division of Public Works Existing Organization Chart Proposed Organization Chart 4 5 6 County Attorney Airports Existing County Attorney Organization Chart Proposed County Attorney Organization Chart Existing and Proposed Airports Organization Chart Page Division of Growth Management 38 Existing Organization Chart 44 Proposed Organization Chart 45 Proposed Permit Assistance Teams 46 Organization Chart Division of Public Safety 47 Existing Organization Chart 53 Proposed Organization Chart 54 ADDITIONAL ISSUES AND CONSIDERA nONS 55 PROPOSED MONROE COUNTY ORGANIZATION 58 CHART CONCLUSION 59 Introduction The subject of reorganization of Monroe County government has approaches may produce some momentary response from certain become a major topic of interest recently. It has grown substantially sectors of the public, but meaningful and lasting change will come out of the movement for incorporation and the expressions of from thoughtful, methodical, and dedicated approaches to changing dissatisfaction with certain services provided by the County. It must the manner in which services are delivered. be noted that the reorganization movements are primarily It should initially be recognized also that the present concentrating on what are called "municipal services" and not all organization of County government was put in place by the Board the services supplied by County government. The reality is that of County Commissioners as a method of obtaining greater control most of the services supplied by County government are County- over what was a wide ranging number of departments, programs, wide services and are, for the most part, not the subject of great and services. The managerial structure in place today is very similar controversy. to the structure utilized in many' public jurisdictions in Florida and An approach to the issue of reorganization, therefore, should throughout the country. The question is whether a more effective not be a global "knee jerk reaction" to issues surrounding certain structure can be developed to improve the operation of County services. It must be a well thought out approach that includes government. changes of communication and customer service, as well as The basic structure for efficient service delivery is in place. changes to an organizational chart Shoot from the hip' It is not necessary to "reinvent the wheel n order to improve upon 1 our present system. It is, however, necessary to recognize where improvement is the overall goal and that there will be internal and improvements can be made, modernization can occur, and external changes that will impact that. organizational change can result In the improvement of Overall Approach governmental services over time. The overall approach taken in these recommendations to the Reasons for Reorganization Board of County Commi$sioners is to reduce the number of The easy way to define the reasons for reorganization is to managerial levels and to bring senior management closer to the highlight a need for efficiency, effectiveness, and economy in all levels at which services are delivered. This is done by flattening the County services. That of course should be the overall goal for organization chart where possible and reassigning responsibilities County services no matter what the organizational structure. The as necessary. There should, of course, be no reduction in services, bottom line is that the government should be striving to improve except for those as a result of the incorporations. services and citizens' satisfaction with those services and also to The basic question is what should be the degree of this improve the quality of citizen contact. If economy (saving of organizational change. Each part of County government should be money) is seen as the only reason to reorganize, services will not organized according to its service needs. One size does not necessarily improve. The changes that will be discussed in this necessarily fit all and one organizational structure for each section document will have cost savings and, in some cases, cost increases of County government does not necessarily suffice. The span of to provide better services. It should be kept in mind that service control in some sections may need to be adjusted while the level at which operational decisions are made will have to be determined in 2 There wi be budget impacts in reference to the adoption of part or all of these recommendations. There are separate budget impacts that will be presented to the Board of County Commissioners at the July, 2000, budget meetings. Although there is an overall approach to flatten out the organizational chart and diminish the number of managerial levels, it must be noted that one format will not fit all sections of County government. Different sections may have different administrative needs that have to be addressed. All changes will not occur at once. Some can start almost immediately, while others will take one to two years to be implemented. Reorganization should not be used as a way of replacing any particular employees. There must be a rededication to the tenets of this form of government, allowing the Board of County Commissioners to set the overall policies and goals and the Administration each area. In essence, as the organization changes, there will have . to be pragmatic approaches for each area of County government and each department. Changing the names of sections will not necessarily change how they operate. In other words, this will be a very dynamic and organic process that will evolve over time, with . the full support of the Board of County Commissioners and the Administration. Caveats and Realities This document is intended to be a positive approach to the future. However, there are some realities that must be addressed. . . All problems are not solved by adjusting an organization chart. . The County will need additional programs, such as . customer servIce training, internal and external communications training, competitive compensation . policies, and professional training for career advancement opportunities. 3 Phase One - There should be the approval of the Board of County Commissioners of a reorganization plan. Strong support and, hopefully, a unanimous vote can occur in the very near future. Phase Two - The Administration will provide more details and costs and personnel implications in reference to the reorganization. At that point there would be more definition of the types of internal changes to be made in County government and some of the more programmatic approaches to working with the public and the employees. Phase Three - There wil.f need to be the formal changing of County codes and regulations, the reorganization of the County budget and purchasing procedures and policies, and the redefining of job descriptions, salary grades, personnel policies, etc. and other major changes made necessary by reorganization decisions. to carry out the daily activities and details of running the government. Board of County Commissioners and Administration Support In order for the reorganization of County government to be successful, it must have the full support of the Board of County Commissioners and the Administration. Whether these recommendations are accepted by the BOCC in whole or in part or adjusted, it is essential for the message to go forth to the community and to the County employees that this is the direction in which the County will be moving, with the full support of those in positions of authority. The Administration is prepared to move forward with the Board of County Commissioners in an affirmative manner to make appropriate changes. Process It is suggested that the process of change occur in three phases. 4 The three phases above will actually overlap depending upon the discussions and approvals with the Board of County Commissioners. Including all the implementation of the training and other programs, it is suggested that it will be one to two years before all of the recommendations can be completed, except for the organizational changes which can probably occur within a few months. . 5 The Present Organization The manner in which County government is presently organized three additional entities that report directly to the County represents a system which was designed to bring order out of chaos Administrator. That provides the Administrator with a span of and to provide structure to the County's managerial system. As time control of ten, including two positions in the Management Services has evolved, different divisions have taken on different levels of Division. Given the major nature of many of the issues facing the responsibility and the structure has. assisted in diminishing internal County and the Administrator's need to work more directly with the communications and providing areas of "turf' beyond which it is Board of County Commissioners, a span of control of ten is sometimes difficult to relate. Although there have been many problematic. If that can be reduced while making the different positive changes over the years, they have not kept up with the sections of County government more efficient and effective, the overall need to modernize the government. County will have achieved one major goal. The Board of County Commissioners technically has five A closer look at the chart also reveals that some divisions entities reporting to it: the Tourist Development Council, the have a number of major areas of responsibility, while others have Medical Examiner, the Land Authority, the County Attorney, and declining responsibilities. These changes are sometimes as a result the County Administrator. Underneath the County Administrator of the incorporation of various parts of the County. It should be are six divisions, with the County Administrator serving as the noted that the Management Services Division has the responsibility division director for Manal!ement Services. In addition, there are for providing support services to the balance of the County 6 government under the Board of County Commissioners and also has various responsibilities for serving the Constitutional Officers. 7 Existin anization Chart - PUBLIC 8 SR Director Fire & Rescue Services Reorganization Proposals COUNTY ADMINISTRATOR Coordinator be included on the County Administrator's staff with a The present organization of the County Administrator's variety of very specific responsibilities. By placing this individual Office consists of three positions plus a project manager's position, directly under the purview of the County Administrator, there will which formerly was a full position in the office but now has been be greater accountability concerning the completion of tasks and combined with the Director of the Division of Community Services. greater recognition throughout the County government that the That arrangement has been working quite well. efforts perfonned by the Communications Coordinator carry the One of the major criticisms of County government, both full weight of the Administration behind them. internally and externally, is the manner in which it communicates or The overall responsibilities include, but are not necessarily fails to do so. Since times are changing and since much of what is limited to, the following: transpiring in Monroe County is a result of a perception of County . Responsibility for communicating with the public government, it is appropriate to improve the manner in which the . concerning the activities of County government. This could County relates to the public. There has been in the past an attempt include special articles on County services, news releases, to utilize the services of a Public Infonnation Officer. That effort and the production of informational programming for was not productive for a number of reasons. However, the need still channel 16 remains. It is. therefore, recommended that a Communications 9 . The development of internal communications mechanisms . Improvements of a major method of communicating with to be shared by all parts of County government, including the public: the County's website. The Communications an informational newsletter, announcements of major Coordinator will be the website manager and will have a events, etc. daily responsibility of maintaining, . . and Improvmg . Production of the annual report and periodic reports as correcting information on it, and providing an opportunity requested by the Board of County Commissioners. for the public to view all aspects of Count ovemment. . Assistance to departments in their preparation of any public information for professional associations, grant applications, specialized publications, etc. 10 Existin County Administrato~ Administrator Coun ----" ager* L-_ I I I Executive Administrator I Project Mar I ---- Administrative Assistant * Part of Community Services Division Director Responsibilities 11 Administrator - Pro Dosed Count lCoun~ Adrmmstratorl '---~~-~--~'""'''-r-'~'''''''-''-~''''''; 1 Communications Coord. .^.~____^___.^L__~___""....__......., ,................,"_""".~...._...........t,____.._,__'^_'^._._.m...." I Executive Administrator II Project Manager * I ~=-~_l=-~~ L _____-J ,Administrative Assistant I ~ l L....A..o.y..o..............................._."...."........................."......................,.........................................."""""""""',! 12 Reorganized New or D * Part of Community Services Division Director Responsibilities AIRPORTS The Department of Ai orts presently reports directly to the County Administrator. That was a change made because of the growing importance of airport issues in the County and the recognition that a level of management between the Director of Airports and the County Administrator was not necessary. At present, the Director handles the major policy issues and major projects related to the airport system and the two County airports in Key West and Marathon. The two airports then have managers who are responsible for the daily operations of those facilities. There IS no apparent need to reorganIze the Department of Ai orts and no proposals to that effect are included COUNTY ATTORNEY The County Attorn presently functions with one Chief Assistant and three Assistant County Attorneys. The one major change that will appear in the FY 2001 budget proposals to the Board of County Commissioners is the elimination of one Assistant County Attorney position. Thereby, the County Attorney will then have one Chief Assistant and two Assistant County Attorneys. Also as a financial benefit to the County is the elimination of a staff attorney assigned to the Division of Growth Management. Those functions will be assumed by a contract attorney, with cost savings to the County. That will also appear in the July budget presentations. 13 Existin ~'-----'-----', County Attorney . Chief Asst. County Attorney - _.. Attorne Coon Executive Asst. . ._---~.._.~_. __, A_"'___ Co. Attorney (3) Asst. --.------.-.-.---.--.----------.--.-.---..-..--..---.. Legal Secretary 14 -- Liaison -"---_.. --.--- Paralegal/Admin. Co. Attorney (2) ~ Secretary I ----,~--~ 15 Paralegal/Admin. "C ~ rIJ = = ~ ~ "C = = 1:: 0 e.. s.... s.... CD-- C)c:::( - roc co I ro..c ~rn s.... s....en ro Ot:: ~ 00 CDe.. I t::1 s.... s.... -- -- 01 oc:::( s.... 0 e.. s.... s.... +-' CD-- roen c)c:::( .~ t:: I ro+-' eno "-- Cen -C c. roCD _ _ s.... ~S E<C -0 ~ <( CD ~ -.0 - = ...... ...... rIJ ...... ~ ~ I rIJ ...... ~ = ~ ...... < the operations have become much more efficient and have evolved into two major areas: administrative and technical. Administrative There is some thought that with the incorporations and the lowering of the County budget, there will be less work. The budget process will remain and the fund accounting system will be just as technically oriented as it was with a higher County budget. The complications do not change. The Human Resources role, especially in the areas of Group Insurance, Workers Compensation, Risk Management, certainly may see an increase in responsibilitie~ rather than a decrease. It is proposed that efficiencies could be developed with cost savings if the administrative functions of those two departments were placed In a new department combining Budget, Purchasing, Personnel, all the Insurance and Risk Management Services, Safety, and the Grants Management function. Having these under one department, would provide for the balance of DIVISION OF MANAGEMENT SERVICES The Division of. Management Services has the primary responsibility of serving the balance of County government under the Board of County Commissioners with administrative services that make it possible for those other sections to operate. Service areas include Budget, Purchasing, Grants Management, and Human Resources including Personnel, Group Insurance, Workers Compensation, Risk Management and Safety. In recent years the Office of Management & Budget has grown to include Channel 16, Information Systems, and Telephone System responsibilities. There is also a mail room function that primarily serves the lower Keys operations. Over the years, changes have been made in the division and the Administrator has proposed, and the Board of County Commissioners accepted, reductions In a number of departments and department managers. As time has progressed, 17 decentralized. Although funded by County tax dollars, this position should ultimately more than pay for itself in the obtaining of additional financial resources for the County. There should be one particular note concerning the Group Insurance, Workers Compensation, and Risk Management funds. These will be combined in the Insurance Services section of the new Department of Administrative Services and staff will be cross trained to deal with issues in all of these major areas. This is especially important given the downsizing of personnel under the Board of County Commissioners. However major responsibilities still continu~ to the Constitutional Officers as well as to those employees under the Board's purview. Technical The growth of technology and its importance in sharing information and providing services suggest the need for a section of County government which deals specifically with technology related issues. The computer and the internet will the County government one location from which to obtain assistance and to coordinate Human Resource and Budget issues. It is proposed in the budget to be presented in July that the mailroom position be eliminated with responsibilities assumed by other staff members in the new department. One major need the County has is to organize better its ability to obtain grants to help finance County services. Presently, the individual departments handle most of the grant application work, with the annually recurring grants, the role of the Human Services Advisory Board, and the administration of the reporting, etc. being handled by the Grants Management section presently in the Office of Management & Budget. There is a definite need to increase the County's ability to locate and obtain more grants. It is, therefore, recommended that a new Grants Manager position be added for the primary purpose of "rainmaking" and to assist with centralizing some of the responsibility for the grants administration that IS now 18 play a more important role in County life as time goes by. technology , but their relationship to other advances. Imaging Channel 16 will become an increasingly important tool in technology for record keeping is but one example. The communicating with the public not only about various County Administration will pursue such a five year technology plan and meetings and events but also about services and infonnation of present it to the Board of County Commissioners when interest to the public. completed. The proposal is to create a Department of Technical One of the other departments that reports directly to the Services, which will combine in one area the basic County Administrator is Veterans Affairs. This was established in technological systems that serve the County. Especially this manner so that there would be a direct relationship in tenns of important in this organization is a new computer training serving the needs of the veterans. As time has passed, the Veterans function, which will be designed to bring the computer skills of Affairs Department has become professionalized and organized to County employees into the current age. As technology changes provide efficient serves. There is rarely a need for Administrator and the uses of the internet and the computer expand, this oversight. In addition, there is some relationship between services position will be responsible for adjusting the training and provided by the Veterans Affairs Department and the services providing it to the various parts of County government. provided by the Social Service Department in the Division of As part of the new emphasis on technology, it is essential Community Services. This is true especially as it pertains to that the County complete a five year technology plan that will transportation. Therefore, t is recommended that the Veterans incorporate not only the computer and nternet services 19 Affairs Deoartment be included under the new Deoartment of Communit 20 Division- Existin Management Services Division Director (County Administrator) ---.-.------.----.--- ------._._----,._-_._.__._-~_......_....,.__._..~...-._....-- _. -. -'-- ---.....-... Administrator Grants --, ---"~""..'..__.'-'-_'_-~- Network Administrator -.-....-.-..-....-..-----...----.---........--------.---------..-..---......."...---.----.-...---... --_. -.- Telecommunications Coordinator -'--....-..-___.._____.._ __._.__.__~"v_...."_,____,_,_+__._.__._.___.____._. TV/Media Technician 21 ProDosed Deoartment of Administrative Services - !^v,~""",~",",,_w.'"'""~"'t5~I'rector-""'^'.'"'~""'"--l , ' ( : , ' t....... .....: :.___._".._.............._~......................"""'^'^......,......."""~....~"....._....."'.....~.....,-"-'-,.................,.........,,,..........~""".............................,',._,...................................,...~.........w.._..........'......'....'1 ~...._.... ,......._...................~~.,.,...........ONNM-~..~....~_..........._'_.......................,............................................,.....,...,..,'.,....,' I Budget Ad ministrator I I Senior Administrator . I i Grants ! l............................................................................................................................................................................1 1...........................................................................................................................................................................l ,.....................,'--,.........__._....-......-....,..,....-..........~.~...._....,-._-.....,...... .................._......,................----.-~..__~~_-.M_-............._-........1 I Insurance Services I I Purchasing I Manager I I Supervisor I ,...........,......_..._..,_........~...__..........._............__..__.....-.__................. ;."....".............,........................................-................................,..........-...-.-....................................j ~Personnel~ I Administrator I I._"."_...................."',...........,...."-'-.....,,......,,...........................,...................._~.............,........'-.......M"""'".............................................. .=.."...N.W,._.......,.........~ 22 ProDosed Services - Deoartment of Technical -~ I " ...............,...w........~........""...........................................'"""..............."..'.."'..'.'......'.."........,.....,....."'"......" tion Systems Computer Training Administrator - - Specialist ,~ ......W......W."MNWW"'^"""'~~__"' ........................~.....................................1 ommunications ~oordinator I- 23 r~"-,,^,,^..,,,_.,w_.._^y"~~~. Director* L * Director will also serve as head of one of the operating sections. D New or Reorganized .,.................."".......".......m....w...... I I nfor I Netwl ! L_~y,...................._. ~...~._- I T elec1 I C ~ I :........,.y."........~................."........w..................."""v.."'"..............ww....w"....""..""'......-...-._...................................................................w.-.w.........y.-..".... SOLID WASTE MANAGEMENT DIVISION There is no need to maintain the Solid Waste function at a The Solid Waste Management Division is undergoing a division level. Since most of its work will be in contract transformation that is partially the result of efficiencies and monitoring, the function should be moved into the new Public economies created over the past few years and also of the Works Department. This will be discussed further in the Public advent of incorporations. As the Board of County Works section of the report. Commissioners will recall, the major part of the services of this division is supplied by contract with franchisees and other entities. The County previously operated the recycling program, which was downsized and made part of a contract with a private vendor. The recent incorporation in Islamorada resulted in the Village making a direct contract for its local service. In the City of Marathon, even if the City does make such a direct contract for local service, the waste will be brought to the County's transfer stations through 2002. Therefore, direct service levels and contract monitoring levels are diminishing. Over sixty percent of the positions have been eliminated in the past three years. 24 Existin [O-rvlsion 0 ---_.-.__..._.~_._-_._--,~..-._._._..._-.__. Assistant 0 Solid Waste Division Customer Service Manager Solid Waste Superintendent Hazardous Waste Environemntal Coordinator TecflJinspectori -.-..-----..---.---------..--....1 Staff Assistant . _.__......_..._.,_.,.w..~........_..___ ._,_.___~.____._.____..__.__.___..~__....._..._.._ n. . .__.__n...m..m .._. .' .m.__~._.,_._._.__m..__. n.'.____ .____ _'_U .m...... Post Closure Landfill Operator Sr. Environmenta Technician ""--------.-..-.-.---------.--..--.-----..-..-.-. _....._...__._..._....__._._........___..._.__....._........___.... ._......._. ..... _..._on_. Transfer Station - Weighmaster (3) 25 DIVISION OF COMMUNITY SERVICES requesting expansion of services in various locations throughout Recently changes were made to this Division by moving the Keys. The County will need to consider those requests and Code Enforcement and Airports into areas of the County opportunities for improvement. structure where they could be more effective. That left The Social Services Department IS a collection of Extension Services, Libraries, and Social Services as the specialized services that are for the most part grant funded. The primary functions of the division. When the new Division Public Assistance function, Nutrition Programs, Homemaker Director was appointed, he brought with him the responsibilities Services, Senior Community Service Employment Program of Project Manager under the County Administrator and has (SCSEP), Bayshore Manor, and Transportation are all designed been fulfilling those responsibilities also. to be of assistance to those who need help to cope within our Overall, the Extension Service and the Libraries appear to society. The amounts and requirements of grant funding be functioning well. The Extension Service exists through an generally define the level of services that is provided. It has agreement with the University of Florida and the County been years since there has been an objective look at the manner participates in its funding and the provision of facilities. Overall in which the grant funds are utilized and the level of services this is an information and education service to the citizens and provided. Even though the funding agencies require a multitude one that is greatly appreciated. of reports, there has not been a rational look at whether the Libraries, likewise, have been providing services in an funds are being utilized in the best manner possible to be of efficient and effective manner for years. In fact, citizens are assistance to the most people. Within the regulations, can the 26 County provide services more efficiently and economically? Is Coordinator in the County, there should be a review of ways to there a way of combining programs and services to increase the cut costs and increase services. Such a study should be positive impact upon citizens? Is the County comfortable with undertaken with an overall objective of combining the three these programs operating with a structure that hasn't been approaches to transportation for the Transportation changed in years? There needs to be an overall review of the Disadvantaged, saving funds, and increasing services. programs and the services, not just the reviews done by the One level of efficiency that could be established would be granting agencies. with the combining of the Nutrition and SCSEP programs. The Department of Veterans Affairs should be moved into There is apparently sufficient administrative capacity to operate the Community Services Department for greater ease of both programs under one individual. In addition this could administration and also because of the positive relationship the result in the elimination of at least one and possibly more Social Service Transportation Program could have with the positions, saving money for the programs that can go into Veterans Affairs Transportation Program. Both transport people provision of services. requiring assistance to various locations such as doctors offices, hospitals, phannacies, etc. The Veterans Affairs system is more of a fixed route system, while the Social Services system is more of a demand/response program. There is some overlap and now that there IS an operating Certified Transoortation 27 Existin Division recto r * Services Division D Communi Director of Libraries - Executive Director Social Services - - Extension Services """1 Director/Marine Agent 28 Manager in County * Serves also as Project Administrator's Office. Services Division Communit rector"* i D i"ExtensIo.ri.Services i '. Director I so~~~~~icel --Vete~fr':'~~~irs] . --y ;ra~~~~~~iO~J rHi?~.~..~...r:t.rTl.~.nf Ye~~p~~~~~~uthU ~.~?~"~.~.~"""""".I ".............,................ ..........,............ Director of Libraries 29 ................................ -- N utritlon-------- SCSEP --~------_.._._._._.-._--_._--.---._..--, l':~~~:~::i:~i [~:~~=~:~::~~] !PublicAssistance * Continues to serve as Project Manager in County Administrator's Office. [__J New or Reorganized. DIVISION OF PUBLIC WORKS of County government. Some of the latter have never been The Division of Public Works is the largest and most far formalized and where they have been it has been difficult to reaching of the operating divisions. It has responsibility for well implement those relationships. over 100 properties belonging to the County government, for One of the problems with this structure is the separation of roads, bridges, and bike paths, for not only the County's fleet of sets of related functions into different managerial areas. This vehicles and equipment but also for the Sheriff and other makes it diffi~ult for oversight, as well as for coordination outside agencies, for the design and construction of various among the sections. The proposal being presented would projects, for a variety of engineering reviews, and for just about provide for more direct oversight by what will be the any issues that arise involving public lands, structures, Department Director, who will also have a stronger buildings, etc. The division has very specific responsibilities in understanding and control of what transpires in the three major all these areas and is also responsible for the non-specific sections of the Keys. In addition, the relationships among the expectations of people as issues arise when they think that responsibilities for Public Lands, coordination with Growth Public Works should be the entity to deal with them. Management issues, and the Parks and Recreation Advisory Public Works functions primarily through four departments: Board are strengthened. Facilities Maintenance, Fleet Management, Roads & Bridges, Another area of change, as identified previously, is the need and the County Engineer. There are overlapping relationships to discontinue the Solid Waste Management Division and move not only among these various entities, but also with other parts its responsibilities under Public Works. 30 directly to an Assistant Director (actual title to be determined) This will bring the actual daily work much closer to those who administer the new department. Positions will be combined and the new organizational structure will be developed for each area of the Keys. The Division of Solid Waste Management will also fall under the Operations section of the Public Works Department. The current Assistant Director has retired and much of the work of the Division has moved to contract level. Staffing pertains primarily to Landfill Post Closure Operations and Hazardous Waste Operations. There are a few employees at the transfer stations as weighmasters. The approximate twenty positions can be reduced by attrition and providing for some contracting opportunities for some of the services, such as Pollution Control. One area where the County should most certainly keep employees is at the transfer stations, where the weighmasters provide a check and balance concerning the amount of solid The new organization will be a Department of Public Works, which will have a Department Director. There will be two major sections of the department that will combine the four present primary areas under their purview: Operations and the County Engineer. The Public Works Director will function as the Director of the Operations section and the County Engineer will also report to the Director. Under the Operations section will be included the Fleet Maintenance function, the Roads & Bridges function, and the Facilities Maintenance function. However, the organization of these will be different as identified below. The Card Sound Toll District, which is also a responsibility of Public Works, will remain as a separate section under Operations. The responsibilities of the Operations section will be reorganized into Upper, Middle, and Lower Keys operations. There will be a Public Works Superintendent in charge of overseeing all issues in his/her area and will be responsible 31 waste coming across the scales. There will have to be an management responsibilities, etc. The Engineer and his staff are analysis done of the services to be considered for contract and also called upon to work with a variety of outside agencies and those that need to be retained such as the Customer Service entities, including the various municipalities, the Parks & Operation. If more of the incorporated areas choose to operate Recreation Advisory Board, the Division of Growth their own solid waste functions after the expiration of their Management, etc. statutory obligations (Marathon through 2002 and the two The County Engineer's responsibilities have become most proposed Lower Keys incorporations through 2004), there will demanding over the last few years. It has been nearly have to be additional consideration of adjustments. impossible to aUract and retain high quality engineering and The second area under the Public Works Department is the construction management staff. The proposed incorporations, County Engineer's function, including Construction the uncertainty of the employment situation, the strong Management. The County Engineer must be a licensed engineer economy, the difficulty the County has in competing financially by County Code. The Engineer's responsibilities extend to the with other entities, and the high cost of living in the Keys have preparation of plans, review of some aspects of proposed contributed to this problem in the County Engineer's function, projects from the community, oversight of the preparation of as well as in other technical! professional areas in the County. projects by archi tectural and engmeenng consultants, Therefore, a new approach to providing these services is development of plans and specifications for bid of various necessary. In the Construction Management area the County County projects, the oversight of contracts, and construction should look more toward design/build projects, placing the 32 Public Works functions will need to include more short term and long term planning to provide a strong basis for decisions about equipment, facilities and their maintenance costs, and vehicles. To be sure that there is immediate attention paid to problems that arIse, the department should have a troubleshooter who will have some ongoing responsibilities, but will also be dispatched immediately to help deal with issues as close to the time that they occur as possible. One major area of concern has been how the County deals with its Public Lands. There has been a disconnect between the Division of Public Works, the Division of Growth Management, and the Land Authority, especially in the areas of management plans for properties that have been purchased for conservation reasons. Utilization of state funds requires the development of plans to be sure that these properties are appropriately managed and acquisition of County park lands with state funds carries responsibility on the contractor to produce the project as conceived by the County and approved as part of a bid process. On other projects, Construction Management services should be built into the architect/engineer contract, with the ultimate responsibility at that professional level. In these two examples, major changes or costs variances will have to be explained and those responsible will be held accountable. The County will also need fewer inspector positions, except in areas were the County is designing and contracting for smaller projects. The Construction Management section takes on more of an oversight and coordination role, participating in the planning of projects and the financial control and contract compliance. This should produce better products for the County, place the responsibility back into the hands of the contractors and professionals, and free up the Count Eneineer and staff time for additional responsibilities. 33 similar requirements. The management of these lands Division of Growth Management, that would be preferable necessitates not only appropriate planning and environmental There would be an individual from Public Works assigned who considerations, but also Public Works type operations to be sure could review the field operations of plans being developed. that the management plans are carried out. Because the ultimate To be sure that staff was working toward productive goals and responsibility to implement the planning and environmental policies and defining implementation in a way that was considerations falls on Public Works, there is created within the complementary with the resources of Public Works, there will new Public Works Department a Public Lands and Parks be developed a Public Lands Coordinating Council. That section. This section will have the primary responsibility for Council will oversee the work being done by this section of developing management plans, working with the Parks & Public Works and will approve recommendations to go to the Recreation Advisory Board, coordinating with the Public Works Board of County Commissioners concerning management operation to implement the plans and the establishment of plans, property acquisition, and maintenance issues. The overall policies and procedures to coordinate the Public Works Council will consist of the County Administrator, the Director responsibilities under the Comprehensive Plan. In order to . of Public Works, the Director of Growth Management, the accomplish this, there will need to be some staffing additions to Director of the Land Authority, the County Engineer, and the the Public Works Department. It is anticipated at this Planning Director. It will meet according to a set schedule and preliminary stage that this staffing will include a Planner and a more frequently if required. Biologist. If it is possible to share a position(s) with the 34 Because of the size of the present Division of Public Works and its wide rangmg responsi bili ties, even after adjustment for incorporations, there will need to be additional staffing specifics worked out as this reorganization process moves forward. Those could be provided at phase two, if the Board of County Commissioners approves this recommendation. 35 Existin Public Works .....--..--.......-...........-....-................................ .............-.-.-....-.--..J............-......-. Sr. Director Facilities Maintenance ____ __________."w. '_N Parks & Beaches c------.------ ---...--------.--- Division Director -----~.. ----,.----.-".-..., ------_._- ---_._--_._.__.,-.-..-.._._----_.......-.--.--~.__._--. County Engineer Fleet Director Management Construction istrl?!J D II _.-~~---_.__. Card Sound To 36 Public Works Denartment - .-.........,.................................."'............~~.............__.._"<.._M~'~....... Department Director ...............~..........~.............,...,....,..._....~..._......._........._..w.._...................."..................~ .................................-........ Director of Operations * ~-- Senlor-Supe'rmtendenf '..................~!r.?~.~I.~.~.~.?.?.~~.r.~........... ...............,.......................................... County Engineer JConstrualO-ia~~a-nagenienf1 ......Iowed<eys "1 .................Uppei..'keys L.................?~.:~~.~~.?.~.~..................J Operations .................M.'dd.ie...Key.s.................l .........?p.~.r.~~.i?~.~...................' ..........~...........Cara..Sound................_._.. , .~........._...!~.~!.._~.~~~!.~..............~....... ~~~~~~~~l 37 .................. Coordinating Council · Position held by Department Director ! I New or Reorganized. ,...i_....___....____............_...........__... Public Lands and P ...............................,........................................ ........................................................................ Engineering Parks and Recreation Advisory Board nature and is viewed by the public as being negative when compared to the levels of regulations in areas from which they came. Even planners and biologists, who come to the Keys with an opportunity to practice their craft in one of the most exciting places in the world, find that they become regulators. The recent establishment of the Communi Keys Program has gone a long way to reinvigorating professionals who want to utilize their skills and help the County move forward. The public that has come in contact with this new program appears to be responding positively and the County may have taken the first steps in re-establishing a more positive relationship with the citizens. Because of the nature of the responsibilities in the Division, it is difficult to make major organizational changes. Much of what will be discussed below will be programmatic in nature. As conditions change and the impacts of the proposed DIVISION OF GROWTH MANGEMENT This is the part of County Government that is assigned the responsibility of overseeing the implementation of a highly detailed Comprehensive Plan and set of Land Development Regulations. In most jurisdictions this would include planning for organized. development commensurate with the provision of public services and facilities. In Monroe County, the job frequently becomes one of saying "no" to people who feel all they want to do is utilize their properties in a reasonable manner. The Division is frequently put in the position of interpreting not only the County's rules and regulations but also communicating those of a host of federal and state agencies. The Area of Critical State Concern designation places additional policy and process complications on top of almost all issues that deal with utilization of property, development, and environmental protection. Because of the nature of many of the functions in the Division, much of what is done is regulatory in 38 incorporations become more clear, further adjustments can be planning and creation of policy. Those elements of marine made. resources planning that are still necessary can easily be included A decision has already been made to combine the under the auspices of the new Planning and Environmental Environmental Resources Department with the Planning section. In addition, it has become very apparent that the Department as it was originally envisioned to be. The natural County is dealing more and more with high profile special relationship between planning and environmental issues clearly projects that serve to move forward the policies of the points out the need for a close working relationship. As the Comprehensive Plan and that require constant attention from recommendations follow later on, it will easily be seen that that senior management. For this reason, there is created a section in coordination will help to move issues forward more quickly. the Growth Management Department to deal with special When the Marine Resources Department was first projects. Because of the high visibility of these issues, the established it had certain goals in tenns of planning for the Department Director will ~lso serve as the Special Projects marine environment and its relationship to environmental Officer. He will have staff taken from the existing available quality and quality of life in the Keys. A lot of that work has staff in the Division to be of assistance. The Department been completed and the Marine Resources Department has Director/Special Projec Officer will work closely with the evolved into something different. It now IS very much County Administrator 10 fulfilling the special project concerned with special projects and issues that are more obligations. involved with the implementation of policy than with the 39 The normal administrative tasks and support for the first and that the implementation of the Lower Keys program Planning Commission and the Code Enforcement Special proceed if one or both of the proposed Lower Keys Master will remain as they are now. However, the departments incorporations are not successful. In the event that both are that deal in these areas will see some changes as indicated successful, the County should reconsider how it will handle below. Growth Management issues for the small portion of the Lower In order to respond to the changing political Keys remaining unincorporated. structure of the County and the pending incorporations, staff In this regard and with a clear understanding of the will be organized in three sections to pay greater attention to importance of the CommuniKeys Program, it is proposed that those areas that remain in unincorporated Monroe County and the Planning and Environmental Resources section establish to improve the level of services and the quality of contact the two teams of staff members that will be responsible for County staff has with the citizens. For that reason, a team planning, environmental issues, development reviews, and the approach will be developed which will coordinate the skills of Communi Keys Program in the Upper Keys and the Lower the various disciplines and place them physically in a location Keys. Each team will consist of planners, biologists, planning that can be accessed more easily by the people in that area of technicians, and appropriate support staff. They will be located the County. It is proposed that services will be located in the in as yet to be determined convenient sites for access by the unicorporated areas of the Upper and Lower Keys. It is also citizens. They will be connected technologically to the main proposed that the implementation of the Upper Keys be started department administrative functions, which will also be 40 The ultimate value of creating the team approach including three of the sections of the Growth Management Department can be seen on the chart showing the Permit Assistance Teams. Rather than having to address a number of different departments to obtain a permit, an individual will be able to work through a permit coordinator and be in contact immediately with appropriate staff to receIve advice and instructions on proceeding with permit applications. The chart indicates certain positions which are still undergoing review. However, the proposal is to have these disciplines work closely together and with the Code Enforcement section to alleviate duplication and misunderstanding. It should be noted that the County has been developing a Geographic Information System that has the potential of being a phenomenal resource for both the County government and the citizens. It is important that this function be afforded a higher visibility and level of importance in the organization. For that available to act in support. Combined with teams from the Building and Code Enforcement sections of the Department, these teams will present a well rounded and proximate set of servIces. There will be the inspectors involved in vacation rental enforcement and FEMA program implementation as well as general County Code and Land Development Regulation issues. The numbers of inspectors, of course, will be adjusted to meet the changing demands of the incorporations. In a similar fashion, the Building Section of the Department will be divided into two teams consisting of Building, Electrical, Mechanical, and Plumbing Inspectors, and support staff. Plans Examiner will be available as will the Administrator for Flood Plain Management whenever FEMA related issues anse. Specialized support services such as the Roofing Inspector and Flood Plain Management will continue in the central office and be available to both teams. 41 reason there will be more direct administration of the function by an outside consultant. This could be in the form of a by the Department Director and the head of the Planning and performance audit or other evaluation technique as appropriate. Environmental Resources Sections. The County should develop and implement a postage In addition to the organizational changes identified above, permitting system for specific types of permits by the end of there are some general improvements recommended for this calendar year. Already this is in place for the installation of services. The first is to continue to implement change in the air conditioners. The system would be available to licensed permitting system to make it more efficient, effective, and contractors for some of the more simple permitting work. accountable. Many of these changes are under way and will Permits could be purchased ahead of time and completed continue. They are designed primarily to increase the number of applications could be sent to the County at the appropriate time. walk through permits that can be issued, reduce the average The County should set a priority for completing the length for processing and issuance of permits, and improve the converSIOn of physical permitting, planning, and code level of customer service and satisfaction with the system. enforcement records to an electronic archival system by no later In conjunction with the previous proposal, there should be than the end of fiscal year 2001. The process has been started in an evaluation of the effectiveness of changes in the permitting the Code Enforcement Section and needs to be expanded to system to make a determination as to whether the other areas of Growth Management as well as to other areas in implementation of the system changes needs further evaluation the County 42 A complete fee study for Building and Planning applications and permits should be completed with recommendations submitted to the Board of County Commissioners by the end of calendar year 2000. The should work with the new web site manager to expand the Growth Management web page and include the institution of e-mail questions, a complaint section, and a section for citizens to ask general questions and receive information. There should also be a program to handle simple permitting by computer similar to the postage permitting system established above. The comprehensive revisions to the Land Development Regulations should continue for the purpose of reducing the complexity and confusion in the regulations and to make the regulations more understandable and user friendly. 43 Existin rector] Growth Manal!ement Division Division D I _._- .....- Budget & Personnel G.I.S. Coordinator - I- Administrator Land Use Sr. Director Attorney I- - Building Sr. Director Director Marine Resources - f- Code Enforcement ---..-- '----- _~__w --- Sr. Director Planning & Env. I- Resources -,~------,-- ~'~"'.y.__."._-,-,.~~._---_....,,, 44 artment of Growth Manai!ement - [~~~artmeiifbjre~~] Special Projects Officer * Sr. Director Planning & Env. Resources ."'......~......."".....y..y....~ Special Projects Staff Upper Keys Team Lower Keys Team ["pia n"nIng .Coni'mis~o'n.' I Coordinator I L.......................,..................,....,.............................,~,................."""~.."~.,.......",""""-...,,,...............,..................J Oi rector....--.W.] c~~e_~n~~::J Upper Keys Team Lower Keys Team I ! ! )"".. ............................. f'.--'''-S~ Director Building ........... Upper Keys Team Lower Keys Team * Position filled by Department Director D New or Reorganized. 45 Permit Assistance Teams - Lower Keys Upper Keys J...C..fi.....ef......j...,..s.p..e.cfo.r=...1 L~....:..::..:..............:::....:.............::::::...:::::::::::..:...::...:.J:::........:::::..:....::::::..:::..::........:::::::::::....::....::::............:.... 1 Permit t......... ~_~..~:..~~.~ ~~~~_........ \............................................................................................~......................... ", I Sr.Plannlng I ! Technician j' t................................................................................................................................... ,................................._......_.._......m.__............................-............., I Biologist I ! I { ~ ~.................................................................................................................,..................i r................................................................................~...............................................1 I Staff Assistant I ~ , ~ i ! t.,....v_,.,,,.~...~..................................,,._............'.~.y..._....".~...._..._.__~,..............................""...............'""..........v.........j. r.......B..L...rfa...r.,.~i.....As.st.~........1 L...................................................~..~..?......................................................l rAcI"m fnlstr"atlve"l j Assistant I :.. .... .3 46 "I I i...S..e..n....c,..r....Ad..m.....n.....st'r.st'o.r I Building Official ,..................................................................................1............................................................................ !l....p.e..r.m....t.....c.ci'o..ra......n..st'o.r... ........................................................................................................................................................... 1............S..r..~.......P..I:~i.n..n.....n.g.............1 ! Technician I L...............................m....................................................................................! r~~-~-~~:I:~~~:~~~~---~J 1....S..L.......i..a......n.g......A...d.es....1 L.............................................~.~..?.....................m..........................1 1...S.t'aff....As..s...st's..,..t..j ! : t............................................................................................................... l rm..m....m..........t3iiiIa...rn.g............m.. . Assistant DIVISION OF PUBLIC SAFETY has presented to the Board of County Commissioners various The reorganization of this division and the services it options for consideration. Those options relate to the County provides is potentially the most problematic and confusing. This continuing to provide directly services in the unincorporated is so because of the publication of what has become known as areas, to provide services through a combination of County "The Ward Report" and the impending impacts of the staffing and contracts with one or more municipalities, to incorporation of the City of Marathon and the two potential provide services by contracting with the municipalities and incorporations in the Lower Keys. district six in the Upper Keys, and to provide services via In reference to the latter issue, in both the Fire Rescue and contract with a private entity. All these options are on the table Emergency Medical Services sections, there are going to be and are heavily reliant upon decisions made in the City of major changes by virtue of the loss of service area and property Marathon and the two Lower Keys areas proposed for value and the decision of the incorporated areas whether to incorporation. Even though the Board of County provide emergency medical services by contract with the Commissioners will need to provide some answers in the County. At present, discussions are under way and must be proposed fiscal year 2001 budget, the full impact to the concluded quickly with the City of Marathon if the County will Emergency Services system that began with the incorporation be providing EMS services under contract in fiscal year 2001. of the Village of Islamorada will not be known for another In reference to Emergency Medical Services and Fire twelve to fifteen months. Undertakin anizational Rescue Services, the Director of the Division of Public Safet 47 chan therefore, is remature. Change should Commissioners, the Board should look at some of the specific - and will occur as the picture becomes more clear. issues raised in the report and responded to in the Public Safety In reference to the Ward Report, which was highly critical document. of the Public Safety Division and the Administration, the Board If the Board of County Commissioners accepts the premise of County Commissioners should be aware that the report is not that the scope and extent of services provided by the Division of the definitive statement on the history and status of Fire Rescue Public Safety are in flux and need to be evaluated as conditions operations in the County. The Director of the Division of Public change over the next twelve to fifteen months, the following are Safety has prepared an extensive analysis on the issues raised in some considerations and recommendations for the interim. First that report including where there are levels of authority and the the division status will change to a department status as is history of the relationship between the County and the volunteer proposed throughout the County structure. fire organizations. One purpose of the response is to point out The situation of the Fire Marshal's Office is also in that, even though there may need to be significant changes in transition with the other services in the Division. Much of the the Fire Rescue System in the County, those changes need to be work conducted by the Fire Marshal's Office deals with plans as a cooperative effort among willing partners who have not to review in conjunction with that of the Growth Management date seen eye to eye concerning the formal establislunent of Division. There is a close relationship between the Fire rules and regulations. Without going into detail, which will be Marshal's staff and the Building staff. The balance of the work part of the report presented to the Board of County deals with building inspections and specific fire inspections for 48 code compliance. If the two new incorporations occur, it is systems. It provides support services to the Sheriff and is proposed that the Fire Marshal operation be moved to the new available for emergencies, especially during hurricanes. Department of Growth Management with staff similarly There may need to be some internal staff adjustments but at becoming part of the Upper and Lower Keys team effort. this stage it does not appear to be necessary to have major The present Emergency Communications Department has organizational change. significant responsibilities County-wide and works closely not The Fire Rescue section will continue to have major only with the Sheriff s Department but also with the responsibilities dealing with the unincorporated areas. It will municipalities. There may be an opportunity in the future to continue to provide training at the new fire training academy develop contracts with the municipalities to provide repair and will work with the cities to make training available to them services. also. With the possibility of Fire and Ambulance District 1 It is not anticipated that in the future there will be a being significantly reduced m size through further significant reduction in responsibilities. There will be some incorporations, it is recommended that the County continue to change in mobile and hand held radios with the incorporations, search for options for providing services and that any but most of that equipment and the rest of the systems with organizational change occur twelve to fifteen months from now. which Emergency Communications deals will continue. In those instances where the Ward Report appropriately The Emergency Communications Department also acts as a identified needed policy changes, they should be pursued by all coordinator of all Monroe County agencies utilizing radio affected parties. 49 Emergenc Medical Services is caught in the same budget. Reorganization of this service should proceed as transition as Fire Rescue. EMS has grown over the years changes occur within the community that it serves, such as from an organization that provided coordination of all parts incorporations. of the system and that worked with hospitals and In the proposed budget for fiscal year 2001, there are going educational issues, to one that now manages pre-hospital to be recommendations for changes in the staffing levels in trauma, treatment, and transportation. Even though there are Emergency Medical Services. Depending upon whether the City now only five stations as a result of the incorporations, EMS of Marathon requests a contract with the County for the continues operations and advises the Administration and provisions of services for the next full fiscal year, there will be a Board of County Commissioners concerning the number of paramedic and EMT positions eliminated with a establishment of other operations in the County through a commensurate reduction in supervisory level staff. If the certificate approval process. The system also coordinates County signs an agreement with the City of Marathon, there with the trauma helicopter and the Upper Keys Trauma will be fewer positions eliminated with the understanding that District. the elimination of those positions will occur at the end of fiscal There are going to have to be continual considerations of year 200 I when the City of Marathon assumes the full operation direct service provision or provision of service through contract of Emergency Medical Services. as identified previously. Some of these decisions may be made The Upper Keys Trauma District exists for the purpose of during the budget process leading up to the fiscal year 2001 providing coordinated trauma services and, in some cases, 50 Oceanographic and Atmospheric Administration, the State Division of Emergency Management, etc. has become nearly a full time job. The Director is usually either traveling or in some way dealing with national level issues, even as they relate to Monroe County, when he is in the County. Because of the Director's ability to highlight these issues, vulnerability of the County to major stonn events and the need to have federal and state friends available to be of assistance, there has developed an additional need to have a more hands on approach with a strong staff leader. Much of the emphasis has shifted to the importance of the Emergency Operations Center and the various plans and programs that assist Monroe County in preparing for a stonn event, in making our way though it, and in responding to the emergencies that exist after the event. A look at the impact of Hurricane Georges, a relatively mild stonn, should serve to illustrate how strong these impacts can be and how organized the County must be to deal with them direct financial assistance for Upper Keys residents. There is a Citizens Advisory Board. The Trauma District reports administratively to the Director of Public Safety to be sure that they are in compliance with the County's human resource, purchasing, and budget systems. There do not appear to be any changes necessary at this time. The Emergency Management Department has achieved national recognition for the manner in which it addresses emergency events in the Keys, especially hurricanes. The Director has also achieved substantial national level recognition for his efforts and participation in bringing the issues and understanding of how to deal with emergency situations to the public and across the country. The part of the position of the Emergency Management Director that is related to national and state contacts, induding Federal Emergency Management Agency, the National Hurricane Center, the National Weather Service, the National 51 There needs to be developed In the Emergency are now shown on the proposed department chart, as functions Management Section of the new Department of Public Safety, a rather than additional staffing levels. They fall under the general strong administrative leader position. That person could see purview of the Director of the new department. through the policies and plans and be sure that all systems are in place to deal with emergencies. This must be accomplished while maintaining the excellent skills of the present director and utilizing his contacts, knowledge, and dedication. In order to accomplish this, the Administration will explore with the present Director the possibility of assuming a. new status with the County. That status will allow him to be involved specifically in those areas of emergency management in which he has the strongest skill and relationships. It will then allow the County to develop a much stronger administrative control over the daily operations, plans, and programs of the Emergency Management Section. There are a number of areas that don't usually show up on the organization chart for the Division of Public Safet Those 52 Existin Division Public Safe --- Public Safety Division Director Sr. Director ~~ergenc~ M~nagement J E.M.S. Chief Fire Mashal --_.-._- Sr. Director Fire Rescue -- - - ] --_....-.._~-_._~...._.__...__.....-.-._.._..,_.__...,--.---. Sr. Director Communications ---- ------- ---~... -..-.-......-...--..--.-----..--.-.. Trauma Director - -- 53 - Pro osed Department Director Public Safe ___".._~__',_~_'A._.~._. ! E.M.S. Chief j I ---i I I ~__A_._..__..__,._._ _.._.._.. ^' Director Emergency Management ,--- _...._ ...._..............m...__..............._.....~...................._........_.._~..~...._.._........ Paramedics, EMT's, Firefighter/medics Emergency Management Staff .... ................. _...._-_.-.....-._........~...............- Fire Marshal I I J .-..........-....................-............... . Fire Rescue Chief 54 Additional: Trauma District Medical Examiner Funeral Home Liaison Rural Health Network Public Safe L'mm --- PubHCSafetY ~i~~~_~?n Director i ! I i._..___. ,-------Dfrector---- I Emergency I Management I ____________ Paramedics, EMT's, Firefig hter/med ics I Fire Rescue I Chief I i i I ! L-._ i I _____J ._~_...._...m_........._._._...~._.____._.m..'m__.......... Emergency Management Staff -------.....---.-.........-.--.....-.-..-----.. Fire Marshal '---'---'.--"'."--'--' Maintenance and Training Coord. ....-.-.-..------.. --.....----..--..---. Volunteer Fire Departments ( contractual) ..--.......-.......-.......... .. ............----_.. 54 IAaa,t"fo-,,-af:--f-rau ma-iSTstflci ,- Medical Examiner Funeral Home Liaison Rural Health Network Additional Issues and Considerations Reorganization is truly an organic process that will deal b. Public Assistance and Related Social Service with issues and changes as it continues. Therefore, what is Programs decided at this time by the Board of County Commissioners and c. Fleet Maintenance the Administration may well look different two years from now. d. The development of an overall technology plan for This section will identify some of those significant, related the entire County issues that should be addressed and also some new suggestions e. A review of the permitting process after reorganizing concerning activities that should be undertaken. Growth Management 1 Special Studies - The County needs to undertake special 2. The Administration should also undertake an annual review studies of very specific areas to assure that funds are being of the progress toward reorganization with recommendation used in the most economical manner possible and that the for adjustment and for new actions to be taken by the Board services are being delivered as efficiently and effectively as of County Commissioners and the Administration. This can possible. Those areas are: be helpful in terms of the changing jurisdictional landscape a. Social Service Transportation/V eterans in the County. Transportation/Community Transportation 3 In reference to computer technology, the Technical Services Coordinator Services Department should become the focal point for all computer 55 reforming the manner in which the switchboard is utilized and redesigning any informational programs to assist people who are calling the County but don't know what section of the government they need. 6. There should be training on the Comprehensive Plan and its relationship to various County functions should be made available to all parts of the County government that can utilize it and which have responsibilities for implementation of the Comprehensive Plan. 7 The County should continue the Communi Keys Program and enhance it by creating the team approach in the Upper and Lower Keys. 8 The County should continue the attrition program even after departments have been reorganized to be sure that the County IS achieving the maximum efficiency and effectiveness. related issues. All technicians should work through that department even though assigned to specific functions in the County. Policies should be standardized and specific technology plans should be developed for those parts of the County that require specific attention such as Libraries, Growth Management, and Social Services. 4. A computer literacy program should be developed with training to be provided at all levels where computer utilization is appropriate. Senior Management all should be computer literate within one year of the initiation of the program. S There should be specialized training in reference to customer servIce and the appropriate manner of communicating in person, via telephone and e-mail, and in public presentations. This will be handled through the Administrative Services Department in conjunction with the Technical Services Deoartment. This should include 56 9. The County should link as many services as possible to Council. Care will have to be taken to assure all employees those already discussed for location in the Upper and Lower are treated fairly and within the laws, rules, and regulations Keys. that govern public employment. 10. After reorganization, the Administration should review 14. Implementation of the reorganization must be accomplished issues of salary equity at all levels and adjust grades as with the clear distinction of the roles of the Board of County necessary . Commissioners and the Administration. 11. Employees should be provided the opportunity for These are only a few of the additional considerations. More will additional job training, cross training, and career surely arise as the process continues. advancement. 12. As the process continues there must be recognition that employees will be nervous about how their jobs will be impacted. Although the two public employee unions are not very active, the County will formally notify them of intended actions and give them a right to negotiate any changes (impact bargaining). 13. Consideration must be given to employee appeal rights either through the judicial system and/or the Career Service 57 Airports Key WefA Marathon Monroe Count anization Chart - Pro osed - - ] l BOARD OF COUNTY ConfAitutional COMMISSIONERS Officers - - - - I Tourist Development land Authority Council Communications Coordinator I I I Public Safety Public Works Technical GrllV'llh Management Community Services Services Budget Emergency Management Operations Information SyfAems Code Enforcement Social Services Purchasing Fire Marshal Computer Training Building Extension Services ~ Fleet Personnel SR Director Channel 16 Planning Libraries Communications Roads & Bridges & Env. Resources Insurance EMS Chief Telephone Systems Special Projects Veterans Affiars Serv ices ~ Facilities - - Grants Management SR Director Fire & Rescue Services ~ Card Sound 1 Solid Waste County Engineer Construction Management Public lands 0 New or Reorganized. and Parks 58 Monroe Count Pro osed PUBLIC Constitutlona~ OffICers I [ --, County Attomey Land Authority [" Communications I I Coordinator I Administrative Technical Growth Management Community Services Airports Services Services ~ - Budget Emergency Management I Operations I nformatlon Systems Code Enforcement Social Services Key West - I --- Purchasi~ Fire Marshal Computer Training Building Extension Services Marathon I Fleet Personnel SR Director Channel 16 Planning Libraries Communications I Roads & Bridges & Env. Resources Insurance EMS Chief I Telephone Systems ~al :rol:=J ~. Veterans Miars~ Services I Facilities - Grants Management SR Director I Fire & Rescue Services ~ card Sound i Solid Waste County Engineer Construction Management Public Lands CJ New or Reorganized. and Parks 58 CONCLUSION provided. Although there are reductions in supervisory Looking back on this proposal for reorganization of levels, more will occur over time. County government, what is it that has been achieved? First it . The span of control for the Administrator has been must be recognized that this is the first step in an overall reduced from ten to eight. program of reorganization. As was indicated in the . One entire division has been eliminated from the Introduction, if the Board of County Commissioners feels this organizational chart with its remaining functions being or an adjusted proposal is the appropriate way to proceed, it included under a department. should so signify by enthusiastically instructing the . The reorganization of services within the various Administrator to proceed with the recommendations and to departments will provide for mutually supported move on to phase two and phase three. The implementation relationships and better communication. of specifics will have more far ranging impact than originally . Establishment of the Department of Administrative indicated in the first phase. Services and the Department of Technical Services will Overall, these are the major accomplishments: provide more focused and coordinated support services for . The division director level has been eliminated and the the balance of County government. new departments are being organized in a way to bring the department directors closer to the actual services that are 59 . There will be changes in the Department of . The reorganization of the Growth Management Community Services which will be enhanced in the future Department will serve the duel purposes of bringing by the results of the studies to be completed and related services more closely together and moving services implementation of their recommendations. into the areas '"' here they are most needed. This format . The Department of Public Works will provide a more can include services from other sections of County coordinated set of programs and services with special government as appropriate. emphasis on complementary relationships in the different . Recommendations concerning stronger communications areas in the Keys and increased attention to internally and externally will serve both the government Comprehensive Plan issues and public lands management. and the citizens well. . Recognizing that emergency services will be strongly The next step is for the Administrator to work directly influenced by the pending decisions relating to the City of with existing department heads and staff to develop the Marathon and the proposed incorporations suggests that specifics of this transition. It is anticipated that the next major reorganization should wait for approximately one phase of issues and recommendations could be presented year. The other recommendations will serve to improve to the Board of County Commissioners in the near future. servIces. 60