Item B
The Current Structure of Monroe County Government (top three tiers)
Management
Services
(Administrator
Serves)
OMB
Human
Resources
Pubtic Safety
Emergency
Management
Director of
Communications
EMS
Chief
Fire
Marshall
Fire &
Rescue
Charts and Chal1 Notes
Trauma Emergency
Management
Veteran's Affairs
Public Works
Facilities
Maintenance
Roads &
Bridges
Fleet
Management
County
Engineer
County
Administrator
Director of
Airports
Solid Waste
Growth
Management
Planning
Building
Code
Enforcement
Marine
Resources
Community
Services
Social
Services
Extension
Services
Libraries
Section 6.
5
A Ii rst step
A first step is outlined below Note the following changes
I) There is no longer an AIRPORT DIRECTOR overseeing the two individual AirpoT1 Directors That
position - and associated pay level - has been c1ill1lllated
2) Information Systems has been made directly responsible to the County Administrator, as requested in
his proposed plan, 011 a level oonsistent \vith Veterans Affairs Note that the oversight role of the
Administrator is less active for this group of anci Ilary depaT1ments
3) On the true second tier of County structurc, what has traditionally becllthe "Division Directors" levcl,
there have been additional structural changes
. OMB/Human Resources is no longer overseen by a Division Director. This does not involve a loss
ofa position, per se, because the County Administrator has been serving as the DO. However, in
this scenario, the department head of OMB/Human Resources becomes the participant in second
tier meeting and there is no DIVISION
· Public Safety The Division Director position (and associated pay level) has been removed There
are now two department heads that run the services previously provided by Public Safety
Emergency Management and Fire/Rescue
First Step
County
Administrator
Trauma Emergency
Management
Veterans
Affairs
Marathon
Airport
Key We!'J.
Airport
Information
Systems
OMS/Human
Resources
(Ad ministrator
Serves)
Emergency
Management
Fire &
Rescue
Public Works
Growth
Management
Community
Services
Facilities
Maintenance
. _______J I-r- _~_~
ll{ Planning-~-II I, --- Social
, 0 ,H Services
I ______J i L
'I - Buildin911 Extension
Code Enforcement I Services
, I
1- Natural]
Resources
Libraries
Roads &
Bridges
Fleet
Management
County
Engineer
Solid
Wa!'J.e
l
I
o "'W\..rinc ~
r e. ~ Ou..fCe S;
Side note on departments
Retaining the original Division Director structure'
a) Growth Management I share the County Administrator's concern that Growth Management's
departments should be diminished to three And I share the conclusion drawn by both the County
Administrator and the Growth Management Director that Marine Rcsources need not be its own
department However, [also share with several of my fellow Commissioners the concern that land, sea
and associated natural resources not be treatcd as a lesser concern to building and development. Given
that the Growth Management Director can address our concerns on that issue. I could sllppon the three
department division that the County Administrator has suggested Building, Code Enforcement and
Planning But until that time, ['II keep suggesting the scenario outlined above
b) Public Works I didn't want to start a load of fighting about which departments could be brought
together to minimize the numbcr of depar1ments under public works, but I truly believe that we nced
consolidation So, assuming that you agree we need consolidation, I'm open to discussion about what
those consolidated departments would be called My personal take on it is retlected in what I've called
the "Iinal step" restructuring cnart lacilities & fleet maintenance, roads & bridges/solid waste, county
engineer But I'd also welcome Roads & bridges/engineering, Facilities and Fleet maintenance, Solid
Waste, whatever it takes to get to three, I believe we can get there
Note details on the proposed restructuring of Public Safety follow
This proposal would take us halfway to where I feel we need to go, It includes the changes proposed in
"First Step" plus restructuring of Community Services
A first step is outlined below Note the following changes
I) There is no longer an AIRPORT DIRECTOR overseeing the two individual Airport Directors That
position - and associated pay level - has been eliminated
2) Information Systems has been made directly responsible to the County Administrator, as requested in
his proposed plan, on a level oonsistent with Veterans All'airs Extension Services (formerly under
Community Services) has also been moved to this level Note that the oversight role of the
Administrator is less active for this group of anci Ilary departments
3) On the true second tier of County structure, what has traditionally been the "Division Directors" level,
there have been structural changes
· OMB/Human Resources is no longer overseen by a Division Director. This does not involve a loss
of a position, per se, because the County Administrator has been serving as the DD. However, in
this scenario, the department head ofOMB/Human Resources becomes the participant in second
tier meeting and there is no DIVISION
· Public Safety: The Division Director position (and associated pay level) has been removed. There
are now two department heads who run the services previously provided by Public Safety:
Emergency Management and Fire/Rescue.
· Community Services: The Division Director position (and associated pay level) has been removed
Two department heads remain, as Extension Services has been moved to a location that better
reflects its minimal oversight requirements.
Note that the same comments concerning the underlying structure of Public Works and Growth
Management still apply (reference notes below "First Step" chart). Additionally, note that all these
scenarios assume the consolidation of departments under Social Services that was suggested in the County
Adminsitrator's report.
MidStep
County
Administrator
Trauma Emergency
Management
-_.~
Veterans
Affa~s
Marathon
Airport
Key We<!J.
Airport
Extension
Services
lnfonnation
Systems
OMB/Human
Resources
(Administrator
SelVes)
Emergency
Management
Fire &
Rescue
~_J
Public Worl<s
--~.~.~--
[Growth I
:anage:j
Libraries
, County ~
~ineer _J
Solid ~)
Waste ___J
Emergency Management Supervision by County
Emergency Management answers directly to BOCC:
38 (note that five of these counties only answer directly to the BOCC during a time ofactivation of tile
Emergency Operations Center, of those five. one answers in non-emergency situations directly to the
County Administrator, while four would fallm the category listed below as "Other ")
Specific Counties (those with asterisk arc the five denoted above) Baker, Bradford, Brevard, Calhoun,
Clay, Columbia, DeSoto, Divie, Duval, Escambia, Glades, Gulf: Hamilton, Hardee, Hendry, Highlands,
Hillsborough, Jetferson, Lafeyette, Leon*, Levy Liberty, Madison, Manatee, Marion*, Nassau*, Okaloosa,
Osceola, Palm Beach, Pasco, Seminole, St Lucie, Sumter, Suwannee, Taylor* (in non-emergency, County
Administrator), Union*, Washington
Emergency Management answers directly to the County Administrator:
9
(10 if you redistribute Taylor during non-emergency times)
Other (the majority of these answer direl:lly to the Sheriff)
16 (in the majority of counties thus designated, the majority answer directly to the Sheritl)
(20, if you redistribute the four counties with asterisks noted under the first option)
I was only unable to get an answer in three counties Sf Johns, Walton, and Sarasota counties
Where I hope we go_
This proposed restructuring is exactly as the County Administrator described at our April Meeting
The Division Director layer of County Government has been removed (not just re-named), and the
associated positions and pay levels no longer exist Instead, cleven Department Heads remain, directly
responsible to the County Administrator Additionally, departments requiring lesser oversight remain in the
structure as cllrrently exist, adding--lnformation Systems and Extension Services to Trauma Emergency
Management and Veterans Affairs and, instead of having a overseeing airport director, that position has
been deleted (along with its associated pay level), in favor of simply having the existing director for each
Airport assume responsibility of reporting to the Administrator
f~al Step
Coun~
Admimstrator
'1
1,' T~uma Eme~ency Ii,
Management ii,
I It'
l Ilr'
.-,
Maialhon 11!
Airport Ii,
1_.___. 111
Extensioo I ! I
11'1
Services I '
Veterans
Affall
Key Well
Ailport
Infonnaoon
Systems
L. Jlr
I I I I '-
OMBIHurnan Emergency fre & Roads & Bridges! faciilies& 'L:J P~nnrng Buidii!i' Natur,1 Scaal
Resoorces Management ResllIe Sold Waste f~et Management Engneer Code Enforcement Resources Serlices
(Admin~lrator
Serves)
~:J
b
MEMORANDUM
TO:
Board of County Commissioners
FROM:
James L. Roberts
County Administrator
DATE:
August 15,2000
SUBJECT:
Reorganization
^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^
Our discussions of the reorganization proposals so far have centered mostly on the actual
structural changes that are being proposed. I am sure that these will continue at this meeting and
maybe even into future meetings.
There are, however, many other issues concerning the improvement to the operation of
county government that we should continue to discuss. I am taking the opportunity to
summarize those issues and to remind the Board that there is certainly some overlap in some of
these issues between Commissioner Williams' proposal and my proposal.
The following are both structural and functional changes that should be considered. Page
numbers are references to the Administrator's reorganization plan.
1. The establishment of the position of Communications Coordinator with
responsibilities for communicating with the public and internally in the government,
preparing press information, annual reports and special subject reports, being the
manager of the County's web site to assure a high quality presentation and updating
of information (pages 9-10)
2. The establishment of the position of Grants Manager to increase the county's ability
to do "rain making" and for centralizing some of the grants administration functions
(page 18)
3. The establishment of the Department of Administrative Services in the Management
Services Division and a Computer Training Specialist to prepare the county for high
tech usage and implementation of a five year technology plan which will be
presented to the Board of County Commissioners in the near future (pages 18 - 20)
4. Location of the Department of Veterans Affairs in the Community Services
Division for ease of Administration and closer relationship to related programs
(page 27)
1
5. The establishment of a Section of Public Lands within the present Division of
Public Works and allowing for a coordinator position to assist in the management of
public lands. Also the establishment of the Public Lands Coordinating Council to
develop formal staff recommendations to the Board of County Commissioners
(Note that as functional operations these can be created by the Administrator along
with the Commission's creation of the Coordinator's position) (pages 33 - 34)
6. Reorganization of the Division of Public Works into two major sections as
identified in the report (pages 30 - 37)
7. Concurrence for the recommended changes to the manner in which Construction
Management conducts its responsibilities by having contract architect/engineers
assume greater responsibility and attempting to use design/build approaches for
various projects (pages 32- 33)
8. Elimination of the Marine Resources Department and assignment to the Division
Director of responsibility for major projects (page 39)
9. Establishment of the Team Approach to permitting and location of services in the
unincorporated areas (page 40)
10. Completion of postage and online permitting systems to be more user friendly to the
public (page 42)
11. Changing the position of Emergency Management Director to a consulting role to
deal with major issues and occurrences and contacts with outside agencies while
establishing a stronger administrative control within the staff (page 52)
12. Authorization for the county to proceed with special studies as identified below:
a. Social Service TransportationIV eterans
Transportation/Community Transportation Coordinator services
b. Public assistance in related Social Service programs
c. Fleet Maintenance
d. Development of an overall technology plan
e. Review of the permitting process after reorganization
13. Establishment of a computer literacy program for all county employees who will
need to have access to computers
14. Special customer service and communications training for county employees with a
special accent on treating the public as customers who pay the bills
15. Training on the Comprehensive Plan for all parts of county government that have
contact with its provisions
2
16. Continuation of the Livable CommuniKeys Program
17. An ongoing review of salary equity and adjustment of grades as necessary
18. Expanded job training opportunities and access to the Certified Public Manager
Program in Florida to enhance career advancement and professional capabilities
ADDITIONAL ISSUES
There have been some additional discussions surrounding the issue of reorganization that
need to be clarified. For some reason, the issues of reorganization and the impacts of the
incorporation of Marathon have become intermingled. The Administration in the proposed fiscal
year 2001 budget has demonstrated to the County Commission the reduction in personnel and
costs in response to that incorporation. The confusion with the proposed reorganization suggests
that there should be substantially more cuts in personnel. The issues surrounding reorganization
are not only cost and personnel issues, but also maintenance of and improvement in the quality of
services delivered.
In the proposed fiscal year 2001 budget, approximately 67 positions were eliminated.
Because of the Commission's preference to have in-house custodial workers, six positions were
added during the year and, therefore, the total is a reduction of approximately 61 positions.
These reductions were not only in the municipal services but across the board as the
Administration was able to identify positions that could be changed or eliminated with a
redistribution of responsibilities.
In addition, over the past three years, 123 positions have been eliminated in those sections
of county government under the Board of County Commissioners. This has been done partially
as a result of privatization (35 - 40 positions) but mostly as a result of the ongoing recognition
that there must be constant review of county operations and adjustment to meet changing needs.
As part of the ongoing review, 23 positions that were eliminated in the paast few years can be
considered in the managerial/senior supervisor levels.
If the Board of County Commissioners is looking for reorganization to make significant
changes in the county budget, those significant changes just are not forthcoming. There can be
more changes made and the list above identifies many of them. However, the county budget is
made up of significantly more than the operations directly under the Board of County
Commissioners. It is not possible to reduce the overall county budget significantly just on the
basis of reorganization of the County Commission portion..
Another issue that has arisen is that the structure of the county government is to blame for
the cost of government. The Administration inquired of other counties in the State concerning
their organizational structure. The attached package shows the charts that were submitted by
3
well over half of the counties. Although some of the charts do vary from the organizational
structure in Monroe County, a substantial number of counties utilize approximately the same
organizational structure. Whatever we call the chief managers of the different sections, most
counties clearly see a need to have a senior management level. In fact, many counties utilize
assistant or deputy county administrators/managers. Therefore, I suggest that the organization
chart is not the culprit. We must continue to look at how we utilize management positions in all
of our divisions.
Once the Board of County Commissioners has made determinations concerning the issues
above and these have been included within the fiscal year 2001 budget, the Board and the
Administration can move on to further refinements. This is the cooperative process that was
discussed earlier and one which requires the full support of the Board of County Commissioners
and the Administration to be successful.
-:J~L#Ja-b
James L. Roberts
County Administrator
JLR:dlf
4
MEMORANDUM
TO:
Board of County Commissioners
FROM:
James L. Roberts
County Administrator
DATE:
August 15, 2000
SUBJECT:
Reorganization
^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^
Our discussions of the reorganization proposals so far have centered mostly on the actual
structural changes that are being proposed. I am sure that these will continue at this meeting and
maybe even into future meetings.
There are, however, many other issues concerning the improvement to the operation of
county government that we should continue to discuss. I am taking the opportunity to
summarize those issues and to remind the Board that there is certainly some overlap in some of
these issues between Commissioner Williams' proposal and my proposal.
The following are both structural and functional changes that should be considered. Page
numbers are references to the Administrator's reorganization plan.
./ 1. The establishment of the position of Communications Coordinator with
responsibilities for communicating with the public and internally in the government,
preparing press information, annual reports and special subject reports, being the
manager of the County's web site to assure a high quality presentation and updating
of information (pages 9-10)
2. The establishment of the position of Grants Manager to increase the county's ability
to do "rain making" and for centralizing some of the grants administration functions
(page 18)
7f.chnic qJ
3. The establishment of the Department o~Services in the Management
Services Division and a Computer Training Specialist to prepare the county for high
tech usage and implementation of a five year technology plan which will be
presented to the Board of County Commissioners in the near future (pages 18 - 20)
4. Location of the Department of Veterans Affairs in the Community Services
Division for ease of Administration and closer relationship to related programs
(page 27)
1
5. The establishment of a Section of Public Lands within the present Division of
Public Works and allowing for a coordinator position to assist in the management of
public lands. Also the establishment of the Public Lands Coordinating Council to
develop formal staff recommendations to the Board of County Commissioners
(Note that as functional operations these can be created by the Administrator along
with the Commission's creation of the Coordinator's position) (pages 33 - 34)
6. Reorganization of the Division of Public Works into two major sections as
identified in the report (pages 30 - 37)
7. Concurrence for the recommended changes to the manner in which Construction
Management conducts its responsibilities by having contract architect/engineers
assume greater responsibility and attempting to use design/build approaches for
various projects (pages 32- 33)
8. Elimination of the Marine Resources Department and assignment to the Division
Director of responsibility for major projects (page 39)
9. Establishment of the Team Approach to permitting and location of services in the
unincorporated areas (page 40)
10. Completion of postage and online permitting systems to be more user friendly to the
public (page 42)
11. Changing the position of Emergency Management Director to a consulting role to
deal with major issues and occurrences and contacts with outside agencies while
establishing a stronger administrative control within the staff (page 52)
12. Authorization for the county to proceed with special studies as identified below:
a. Social Service TransportationIV eterans
Transportation/Community Transportation Coordinator services
b. Public assistance in related Social Service programs
c. Fleet Maintenance
d. Development of an overall technology plan
e. Review of the permitting process after reorganization
13. Establishment of a computer literacy program for all county employees who will
need to have access to computers
14. Special customer service and communications training for county employees with a
special accent on treating the public as customers who pay the bills
15. Training on the Comprehensive Plan for all parts of county government that have
contact with its provisions
2
16. Continuation of the Livable CommuniKeys Program
17. An ongoing review of salary equity and adjustment of grades as necessary
18. Expanded job training opportunities and access to the Certified Public Manager
Program in Florida to enhance career advancement and professional capabilities
ADDITIONAL ISSUES
There have been some additional discussions surrounding the issue of reorganization that
need to be clarified. For some reason, the issues of reorganization and the impacts of the
incorporation of Marathon have become intermingled. The Administration in the proposed fiscal
year 2001 budget has demonstrated to the County Commission the reduction in personnel and
costs in response to that incorporation. The confusion with the proposed reorganization suggests
that there should be substantially more cuts in personnel. The issues surrounding reorganization
are not only cost and personnel issues, but also maintenance of and improvement in the quality of
services delivered.
In the proposed fiscal year 2001 budget, approximately 67 positions were eliminated.
Because of the Commission's preference to have in-house custodial workers, six positions were
added during the year and, therefore, the total is a reduction of approximately 61 positions.
These reductions were not only in the municipal services but across the board as the
Administration was able to identify positions that could be changed or eliminated with a
redistribution of responsibilities.
In addition, over the past three years, 123 positions have been eliminated in those sections
of county government under the Board of County Commissioners. This has been done partially
as a result of privatization (35 - 40 positions) but mostly as a result of the ongoing recognition
that there must be constant review of county operations and adjustment to meet changing needs.
As part of the ongoing review, 23 positions that were eliminated in the paast few years can be
considered in the managerial/senior supervisor levels.
If the Board of County Commissioners is looking for reorganization to make significant
changes in the county budget, those significant changes just are not forthcoming. There can be
more changes made and the list above identifies many of them. However, the county budget is
made up of significantly more than the operations directly under the Board of County
Commissioners. It is not possible to reduce the overall county budget significantly just on the
basis of reorganization of the County Commission portion..
Another issue that has arisen is that the structure of the county government is to blame for
the cost of government. The Administration inquired of other counties in the State concerning
their organizational structure. The attached package shows the charts that were submitted by
3
well over half of the counties. Although some of the charts do vary from the organizational
structure in Monroe County, a substantial number of counties utilize approximately the same
organizational structure. Whatever we call the chief managers of the different sections, most
counties clearly see a need to have a senior management level. In fact, many counties utilize
assistant or deputy county administrators/managers. Therefore, I suggest that the organization
chart is not the culprit. We must continue to look at how we utilize management positions in all
of our divisions.
Once the Board of County Commissioners has made determinations concerning the issues
above and these have been included within the fiscal year 2001 budget, the Board and the
Administration can move on to further refinements. This is the cooperative process that was
discussed earlier and one which requires the full support of the Board of County Commissioners
and the Administration to be successful.
-~-7d~
James L. Roberts
County Administrator
JLR:dlf
4
~- oOCw~
~j,/
Boal'ds &
Commissions
Office of
Comrty Manage
C..tihIDlIlIl
0tIIcen
J...n
OOlce of
County Attorney
Co-mtr
PJu.ins
Grnp
Co--uy
Senicn
Gn~
AdmiDistrative
Services
FJI'81Rescue
Public Works
Conuuwaity
Services
Gnnvth
Management
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EMnGliNCY
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RICK CLARK
1____._...
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RICHARD DOLAN
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FUNCTIONAL RELATIONSHIP CHART
BOARD OF COUNTY COMMISSIONERS
COUNTY MANAGER
DEPUTY COUNlV MANAGER
.....-...-....-.-.-..---............--.....--..----...--
DEPUTY
· COUNTY
MANAGER
FAcn..mes
, MAINTENANCE
INFORMATION
SERVICES
fleET
UAlNTENANCE
LABORATORY
SERVICES
GEOGRAPHIC
INFO SYSTEMS
RISK
MANAGEMENT
PUBLIC
INFORMAll0N
HUMAN
RESOURCES
PURCHASING
ASSISTANT COUNTY
MANAGER FOR
COMMUNITY SERVICES
LEISURE
SERVICES
MOSQUITO ATHLETIC
CONTROL PROGRAMS
ROADS & PARKlPlER
BRIDGES FAClLTIES
ENGINEERING PARK
SERVICES MAINTENANCE
r------~
CONSlRUC'TTON .
S1'ORMWATER MANAGEMENT I
MANAGEMENT L________.I
. SURVEYING lRAFFIC
SERVICES ENGINEERING
I
TRANSPORTA'TlON I
.
County PIOgIlllll
:.....-......--1
: :
...................
stile PIOgI8I'II
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SYSTEM
INDUSTRIAl
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OPERATION
RECYCUNG
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FACIUTY I
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tRANSFER
STATION
OFFICE OF
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AND BUDGET
DEVELOPMENT
SERVICES
8UItDER'S
SERVICES
CODE
ENFORCEMENT
PLANNING &
ZONING
EMERGENCY
SERVICES
EMERGENCY
MANAGEMENT
PUBLIC
SAFETY
PUBLIC SAFElY
COMMISSION
FIRE
SERVICES
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MARTIN COUNTY - STUART. FL
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, Martin Countv Board of f"h...... Comnissioners
-'~ Infonnation TechnoI.Qgy ~
, 2401 SE Ma1t~ ROad, Stuart. FL 34996
[561] 223-4800, FAX [561] 221-1372
LOCAL DATEITIME: Friday, 21..JuI-2000 13:45:43 EDT
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Organizational Chart
o Board of County Commissioners
. Citizen Advisory Committees to the Board of County
Commissioners
o Administration
o Development Services Branch
o Public Services Branch
o Utilities Services Branch
ADMINISTRA TION
County Attorney
County Administrator
Office of Management and Budget
Budgeting
Community Development
Fleet Management
Information Management
Data Processing
Word Processing
Communications
Purchasing
Central Stores
Misdemeanor Probation
Tourist Development
Chief Assistant County Administrator
Personnel
Risk Management
http://www.pascocounty.comlgovt/orgchart.htm
7/21/2000
Disaster Preparedness
Public Services Branch
Assistant County Administrator - Public Services
Community Services
Animal Control
Cooperative Extension
Elderly Nutrition
Public Transportation
SAVE
Social Services
Soil and Water Conservation District
Veteran Services
Emergency Services
Ambulance Billing
Combat
Emergency Communications
Rescue
Facilities Management
Construction
Maintenance
Library Services
Public Services
Centennial Park Ubrary
Hudson Ubrary
-Hugh Embry Ubrary
Land 0' Lakes Ubrary
New River Ubrary
Reference Services
Regency Park Ubrary
South Holiday Ubrary
Youth Services
Support Services
Park & Recreation
Parks Division
http://www.pascocounty.comlgovt/orgchart.htm
7/21/2000
Recreation Division
Development Services Branch
Assistant County Administrator - Development Services
Development Review
Building Inspections/Licensing
Central Permitting
Development Review
Subdivision
Commercial
Engineering Services
Engineering Design
Design
Graphics
Paving Assessment Program
Engineering Inspections
Project Management
Survey
Geodetic Information
System (GIS)
Addressing Section
Mapping
Survey/Field
Survey/Drafting
Real Estate
Traffic Operations
Stormwater Management
Growth ManagementlZoning
Growth Management.
Metropolitan Planning
Organization (MPO)
Zoning/Code Compliance
Code Compliance
Consumer Affairs
Road and Bridge
http://www.pascocounty.comlgovt/orgchart.htm
7/21/2000
Operations
Road Inventory
Utilities Services Branch
Assistant County Administrator - Utilities Services
Construction & Contract Management
Environmental Laboratory
Fiscal & Customer Services
Hazardous Waste
Recycling & Education
Sewer Operations & Maintenance
Sludge Processing
Solid Waste/Resource Recovery
Water Operations and Maintenance
Street Lighting
!:!.QME
What's New? I Your County Commission I This Week's Meetinas
Commission Aaenda I County Budaet I County DeDartments I Facts/Flaures
Calendar of Events I Economic DeveloDment I Other Elected OffIcials
How do I aet there? I Who do I call about...? I Downloadable Info
Job ODDOrtunities I Email Us
http://www.pascocounty.comlgovt/orgchart.htm
7/21/2000
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