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Home My WebLink AboutADMIN-27-00 .;> r ...' L II, ~ ~ i! 1:;0. ....'1-.1 " DN:ADMIN -01 THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON REPORT Meeting: General Purpose and Administration Committee File # I-if))---.. Res. #Clit -~50J -Co Date: Monday, December 11, 2000 Report #: ADMIN 27-00 File #: 5.1 By-law # Subject: ORGANIZATION RESTRUCTURE RECOMMENDATIONS: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report ADMIN 27-00 be received; 2. THAT the Organization Structure attached to Report ADMIN 27-00 be APPROVED; and 3. THAT the Chief Administrative Officer be authorized to undertake all necessary actions to implement the organization changes. 1. PURPOSE OF REORGANIZATION: The primary purpose of this organization restructuring is to achieve a more effective organization through the enhanced alignment of the corporation's diverse program delivery responsibilities, with a view to improve managerial effectiveness, and streamlining operational service delivery to both our internal and external customers. Apart from a few minor adjustments throughout the last twenty-six (26) years since the Town of Newcastle was formed in January 1974, the corporation's organization structure remains relatively unchanged. Over time, some apparent problems surfaced. These include excessive layer of management in some departments, job functions are not clearly defined with no one department assuming responsibility, and the Chief Administrative Of~cer is burdened with day-to-day operation at the expense of focusing on corporate wide initiatives and strategic planning. 120 I .~ .>- REPORT NO.: ADMIN 27-00 PAGE 2 Maintaining the status quo in our organization structure is no longer an option, as we have to find new ways of delivering services smarter, more efficient and in so doing, be able to respond to the needs of our customers. 2. THE REVIEW PROCESS Fundamental to achieving effectiveness and efficiency in service delivery lies with a well thought out organization structure. In this regard, senior staff got together to commence an exercise of dialogue and discussion that would lead us to effect organization changes in meeting our goal. This follows by a series of meetings lasting over one year culminating in a new functional organization structure. The process starts with a SWOT analysis (strengths, weaknesses, opportunitIes and threats) with particular emphasis on the weaknesses of the current organization structure. Building on this analysis, several key objectives were developed. They are: Improve internal and external communication Improve staff skills Promote positive attitude Promote service integration Improve customer service Enhance cross functional team work Better utilization of staff and financial resources . . . . . . . The next step involves identification of every work function in the organization and determines how each of the 100 functions were being performed. Where inefficiency or non-value added works are identified, they are remedied either immediately or to be addressed through organization change. To ensure an organization is structured in such a way to deliver service effectively, all functions are further analysed and grouped into small work units where appropriate resources can be deployed to handle the related functions in a cost effective manner. In all, 37 small work units were identified. These works units were then grouped together under several departments based on the premise that related functions are best delivered 1202 ,4 ".. . , REPORT NO.: ADMIN 27-00 PAGE 3 effectively under a specific administrative department. In addition, it is important to note that the proposed grouping of major functions was constantly tested against the stated objectives throughout this process. The result is a new functional organization structure, which is attached to this Report. Definition of each major function is contained in Appendix A. 3. HIGHLIGHT OF THE NEW ORGANIZATION STRUCTURE . Removal of day-to-day operational function such as human resources and marketing function from the Chief Administrative Office to allow the Chief Administrative Officer to focus on corporate wide initiatives and strategic policy issues. . Separate the unrelated operational function and engineering function of the existing Public Works Department thus reducing a layer of management. . Consolidate several corporate services, which primarily serve internal customers into a new Corporate Services Department including the establishment of a new work unit of Human Resources. . Transfer the functions of Purchasing and Information Systems from Treasury to the new Corporate Services Department to allow the Treasurer to concentrate on budget, tax and monetary matters. The following benefits are achieved through the new organization structure: . The organization is flattened to reduce bureaucracy . Each department contains only two layer of management staff thus streamlining operations . Department heads and managers are working supervisors to ensure best utilization of knowledge and expertise at these levels . Clear line of responsibility is established and work functions clearly defined . Well-balance responsibilities and staffresources among all departments . Service integration to reduce operating cost To ensure each department does not operate in isolation from each other, it would be the Chief Administrative Officer's responsibility to ensure cross function teams are 1203 ~~ ~. .' , ' REPORT NO.: ADMIN 27-00 PAGE 4 established from time to time to deal with those occasional issues and special projects those cross-departmental boundaries such as One-stop Shopping for industrial business clients. There are other changes to the organization worth noting including: Creation of a new customer service desk in the lobby area that would handle the bulk of the general public enquiry including handling or redirecting complaints, request for various forms and applications, provide general information etc. . . Consolidate engineering and planning review in the approval of development applications 4. IMPLEMENTATION There are many transitional issues associated with any organization change, which often requires some times to address. For example, it is prudent to provide time for all affected staff to understand and digest the information resulting from the organization change. In addition, the new organization requires physical movements of staff personnel, which may not be possible until new office space is available on the 3'" floor of the new library building. Therefore, the implementation of the new organization will be phased in over a two-year period. Phase One: January - December 2001 This is the transitional phase where preparatory works will be undertaken including the placement or confirmation of key personnel to head up each Department. Certain changes not constraint by office space or physical movement of staff will be implemented as soon as possible or identified for implementation in Phase 2. Phase Two: January - December 2002 This phase will involve implementation of those changes identified in Phase 1 and work on the balance of the changes in preparation of Phase 3 implementation. Phase Three: January - June 2003 Completion of all transfers coinciding with the addition of new office space as part of the new library building. 1204 .4 REPORT NO.: ADMIN 27-00 PAGES S. CONCLUSION The success of an organization primarily depends on how well it's structured to deliver services to the general public in a most effective and cost efficient manner. However, it is only the foundation requiring other elements to be added to ensure true success. These elements include developing business plan for the organization and for each work unit, implement performance measurement and benchmarking initiatives and last, but not least, a concrete plan to deliver quality customer service. We believe the organization change is a major first step forward to achieve our goal in serving the residents of Clarington and therefore respectfully recommend to Council to approve the new organization. Respectfully submitted, a~~ Franklin Wu, M.C.I.P., R.P.P., Chief Administrative Officer FW*jip Attach 1205 , , ~ .... a~ G~ ~":l ~~ NE::: U:o:: ~~ :...:<-: t:;j ~~ ~..... U~ ~C ~E::: ~ ~ "" ~ "", tlJ~~ :i:tnu: uzu.. :;;0 '" '" ~ "j !l"C' sf~ :'ii5 0.....- ~-;:- ~ i .5 Iii ii~ ii: .. ~ J:~ ~ll' . < E . lt~ l -~ .l!w ~ . .= "E! i ~ u" ,,~ H ~~ 1I~ < - < .- is ~ .. '" < . i ~ ~ ~ E z._ "i'B ~ c ~ t ~.'o c~ .5~ ~ tjj'l1 .. c "= ~ Z .!:: 8:/l ~~ C3B & z "- w . . "- . i - ~ & . ! . ~l E ~ . & ~ J u: i "i . ~ &~ .5 ~ = " W '" Z '" " W ~.ffL~ ~;;~.n flj>ffi':.~ :::Ii:'OO!:!:.. w c'i ,giS .- e g ~ .. e os: ii:~ i>~ < c ~l Eii: w S"& ~il ..~ ~< "'.S! ~ . . .S ii:~ ~ffi"C' ~,s;t~ "''' .: ::&We OU)~ " .~ I! is 1!'~ ~ . I g''fi ;;~ ~8 ~ " !l f.iij r:J . u "C' " . ~ .. ..~ .- li' ~~ ""-i" .~ &=i .. "~ B ~ i u ~iS .. j i . ii5 .., ~ " il!" :~ ~ 1 A"9 "iiI.S! E . "j0! g! ;1 ~Ji! ~~ ,,'l- /l- ~- j i I W..'C" H . . U'.O . 1 ~....~ H ~ * ~ ~ Z,.__ " u::e. ~ "ri ~ . ~~ - ~ _;1 ~" .g s H :Ii"!; E g " .. .~ "E .xj ':Ii E.. l!~ /l I .l! ~ .. f ~ j" ~i ~" 'j; h H 1!~ "IS .... H .:!! l~ ..~ ~~ h ~ ~" "'- g~ ~m ~ijj " APPENDIX A Definition of Major Functions and Services Function/Service Description of Responsibilities 1. Accounting Accounting, audit, exoenditure control, accounts receivable. 2. Animal Services Animal care, adoption, public education, and enforcement. 3. Arena Facility programming, concession operation, building maintenance uanitorial), property maintenance (immediate . ground adjacent to building). 4. Building/Construction Construction of all Municipal buildings and facilities including all projeCi coordination aCiivities such as architeCi selection, pre-qualification, construction, administration, warranties and deficiencies. 5. Building/Property Maintenance and repair of all Municipal owned buildings, Maintenance properties, parking lots and vacant lands except for: a) recreational buildings to Community Services Department; b) firehall janitorial and maintenance to Fire Department; c) local community centre janitorial and maintenance to hall boards d) Municipal Administrative Centre janitorial, security and maintenance to Clerk's Department. 6. Building Permits Building permit activities, including plan examination, inspection and enforcement of Building Codes. 7. By-law/Parking Enforcement of all Municipal by-laws including such Enforcement aCiivities as handling complaints, investigation, prosecution. Also include MAC janitorial, security and parking enforcement. s. Community Group Liaison Grant application and community relations and liaison related to recreational matters such as youth activities, seniors group. 9. Council Support Council and committee agenda, minutes, correspondence, eleCiion. 10. Crossing Guard Personnel administration including scheduling of work. 11. Customer Service Desk General public reception, handle enquiries, distribute forms and applications, telephone transfer. 12. Development Approval Processing and review of all development applications, including planning and ell2:ineering review, OMB hearings. 13. Economic Development Business retention and business attraCiion (service currently contracted to Board of Trade). 14. Emergency Planning Planning for both nuclear and peacetime emergencies, municipal operation centre, liaison with senior governments. 15. Fleet Management Repair and maintenance of all Municipal vehicles and equipments, including installation of specialized eauipments. 16. Fire Prevention Public education and inspection, orevention programs. 17. Fire Suppression Dispatch, fire fighting, medical responses, after hours communication. 1207 , . .' Major Functions and Services Page 2 18. Human Resources Personnel administration, including recruitment, payroll/benefits, corporate training, contract negotiations, labour relations and health and safety training. 19. Information Systems Information technology support including software and hardware maintenance, G.I.S. implementation, application development and training. 20. Investment Financial asset management. 21. Legal Service contracted out. 22. Marketing and Municipal publications, corporate advertising, press release, Communication special event planning, 23. Park Design/Construction Include design, construction and contract administration (bulk of work contracted out to consultants and contractors). 24. Park/Cemetery Park use scheduling, tree planting, contract administration of grass cutting, sport field, playground equipment, outdoor pools, signage, concession operations in parks, municipal cemetery including burial and vacant property management. 25. Planning Policy Official Plan, zoning by-law, development policies, research, heritage preservation, community relation and liaison in planning related matters. 26. Pool Pool maintenance, concession operation, property maintenance of immediate ground adjacent to building. 27. Programs Planning and implementation of all municipal rcreation and leisure programs. 28. Purchasing Purchasing and leasing of all Municipal supplies and equipment, tender process, phone system and building leasing. 29. Real Estate Land acquisition policies, real property purchase and sales. 30. Record Management Official Municipal record archiving, record retention, retrieval and destruction, and sales of burial plots and vital statistics. 31. Risk Management Handling insurance claims, policy procedure and training related to it. 32. Road/Bridges Snow removal, boulevard grass cutting and tree planting, street lights, traffic signs, culvert, sidewalk maintenance and inSiallation, ditching, surface repair, brushing, senior snow clearingprograrn. 33. Road Design/Construction Design and construction of road, drainage works, sidewalk, street lights, storm water management facilities (bulk of work contracted out to Totten Simms & Hubicki). 34. Road/Transportation Transportation and traffic study, crossing guard need study, road need study, road allowance, trail issues and transit. 35. Special Project Corporate projects and special studies related to Corporation. 36. Tax Billing, collection, apportionment, registrations, etc. 37. Waste Management Garbage collection (contracted out), waste transfer station (contracted out), recycling program, public information, contract administration. 12C8